presentation only accounts for six. i am just curious in going two years out, i see that you're anticipating that you are fewer people. what is the reason for that also? those two questions. >> good questions. i've highlighted some key initiatives on this slide that you reference. those positions which of the city services odder baseline. we do have a couple of other new proposed positions that increase our fte count per four of those are related to positions related to accounting internship program that we

manage on behalf of all accountant accounting functions in the city. we bring in training easy cheer working with the steering committee of accountants from throughout the city. we run them through a program involves rotation through the government then replace those accountants, once trained, into bacon accounting positions in the city. we propose for additional trainees in the budget to accommodate expected retirements. we see coming in the accounting ranks and the demand we have coming in from departments for accounting basements. so they're funded by work orders from other city departments where they anticipate accounting vacancies in the year ahead. >> approximately, how many training people to actually train in this? >> our current year program ran about 20 trainees through the program. so this would be an increase next year of that amount. >> i'm sorry. maybe i'm not understands and you're asking for for additional trainers >> sorry, not trainers. trainees. you have accounting

positions but here throughout the city of course. we have-we put the trainees one requisitions in our office emma wilder going into training program and relocate them out. >> got it. got it. i was can see need for trainers to train 20 trainees. the second question is on the downwards. >> so part of what you're seeing there in the out years is related to project related to positions expiring. as the project comes to a completion the project is been completed with a mix of civil service and contracted staff and what you see part of and 17-18 is perhaps that year the project team shrinks and that drives our fte count down in that second year. that's predominantly dutch if you are seeing. >> thank you for your answers. >> colleagues, any further questions for our controller? okay, this euros and can we go to your report, please >> yes mr. chairman and

members of the committee, on page 19 of our report recommended a reduction to the proposed budget total $274,000 and 16-17. those ongoing savings and still allow an increase of about $6.8 million were 10.8% in department 16 seconds of the budgeted we also recommend approval of the request of the interim exceptions. in addition we recommend closing a prior-year unexpended encumbrances of 21,000 dollars which would go back to the general fund so together these recommendations equal to 96.324 general fund savings and 16-17 and 17-18, recommend a reduction totals $230,000 all of which are ongoing as i understand it the controller does concur with our recommended reductions and are shown on page 20 and 21 of our report. >> okay.

>> we are in comparison i like briefly the opportunity to thank mr. rosa and the mayor's budget office in our director of finance administration judge anyone who carries us through this entire prosecuting >> thank you very much. colleagues if there's no other questions can i entertain a motion to accept the budget analyst recognitions for the comptrollers office? moved and seconded. can we take that without objection? without objection the motion passes. >>[gavel] >> mr. chairman, would you like to take public comments on item 10 316? >> will take public comment on items 10 through 16. anybody was to comment. seeing none, public comment is closed. >>[gavel] >> can i entertain a motion two 410-16 to our full board of supervisors for july 12? moved and seconded. can we take that without objection? without objection the motion passes. >>[gavel] >> mdm. clerk, we don't need to call. reckon park is up next. >> good afternoon supervisors. we have a short presentation.

our budget is very closely linked to a strategic plan which is approved by her commission in over a year ago in this a high-level summary but i think it's worth noting in the plan are five core strategies for how we operate. each of the strategies there's a number of objectives in over 50 initiatives that guide the work that we do in the investments we make. the most noteworthy item in the budget was obviously the pass-through proposition d a short while ago in the mayor's office did ask is to budget as if we were assuming that that opposition d were to pass. this budget reflects an implementation proposition d. the new trucker amendment guarantees this department a stable her general fund support by ensuring the general fund subsidy will not drop below the 2015-16 baseline of $64 million. our subsidy that's our subsidy in the current fiscal year. the measure also increases the

apartments support by $3 million a year for the next 10 years and by the percentage that the general fund grows work contract for the five years after that. really, with the stars it protects the department to have to make reductions to the general fund subsidy portion of our budget when we are in a general fund deficits. and we can take a look at how our current oppose budget compares to the previous fiscal year. the biggest area of growth in our budget is clearly in our capital programs. it's a very very healthy year. for our capital program. the capital budget fluctuates a great deal between

this next fiscal year and the year after. our capital budget is often lumpy and it's a lumpy because we receive revenue dependent upon issuance of bonds were when we qualify for grants and in this case, 16-17 is a very healthy year for developer fee revenue. we were $19 million in developer fee revenue, which would club back into are parking system to acquire and develop new open space. that number drops in 17-18, which is why you see some of the reductions there. we do have a number of revenue changes over 15-16. just to refresh our budget, the sources in our budget are comprised of the of three primary buckets of revenue. the biggest presentation many times and a chunk of our budget is from the existing open space fund, which is essentially a set aside about

[inaudible] property tax revenue. then there's the money we earn throughout our parks system are earned revenues of second primary source of revenue and you can see here a number of places where that revenues categorized. then the third is our general fund subsidy. revenue changes of the resulting from growth in the parking garage revenue. you actually see a reduction in program fee revenue and what we do every year when we budget, we look at how well retract the budget and we are very conservative and correct based upon the prior years experience and we were little too aggressive in a revenue projections last years we've corrected that this year. it also reflects this is a good note, the growth in our scholarship program. the winds denied access to programs or services in our camps. the programs in the time of and general manager, a scholarship program has grown from about $80,000 a year subsidize

programs to nearly $1.3 million and we are seeing continuous year-over-year growth in our scholarship fund and that actually obviously impacts the bottom line as it relates to our program fees. we've got some increases in the golf fund due to increased rounds at harding which is a good thing. you see priority revenue in savings which include additional funding for claimant and 16-17. then, under the other categories which is a big lumpy category of her variety of things that includes gifts and grants, work orders from other departments, and then that is the source of revenue that includes the developer fees we received. you can see that's going to-it increases significantly and 16-17 and as scheduled to drop and 17-18. so, some highlights from the investments we make and again, when we go through our budget process, both internally and then at our community meetings, and before our commission, we very much link our decisions about investments to our strategic plan. this first

group of investments is really linked to our overall strategy of providing public space and it is really with most noteworthy about that this might in all, capital budget allocation for us which is really terrific. is he some detail on a subsequent slide but in addition to the general fund capital allocation, we have funding from the downtown park funds which were allocating this year to improvements-playground and complete funding for instruction on thy place on link on hill. we have fees from a variety of neighborhood planning areas, which is running several park renovations including at jean fran, rec ctr., garfield pool, mission rec center, a new park in soma, 17th and fulsome, and then we have some gift funding which is open support the renovation about outdoor pool.

look at her general fund capital really reveals property in action. we have a pretty healthy amount. we have made very clear policy decision to fund at least $15 million a year in general fund capital in the next two fiscal years and we think oregon to continue to do that indefinitely. you can see what it does to our ability to just take care of nuts and bolts maintenance. you can see the increase in our general facilities fund, our increase in camp matter which frankly, woefully funded and not really taking care. funding for ballfield replacements both synthetic turf and grass. the grass fields is something we didn't really invest in good urban forest rate, were making very significant investments in urban forest rate over the next two years. court resurfacing,

paving, you see shoreview park which is new for 16-17 batson oci property that we agreed to steward and some funny transfers to take care of some difference maintenance issues. then in year two of our budget, we work with the mayor's office to fund three playground projects where we already have some funding but it allowed us to extend the scope of the sites. these are at buchanan mall, height chart and john mccauley, parks in the tenderloin and hurts the ground in the bayview. were able to make some staff investments. were adding a project manager for deferred maintenance project that i've had the pleasure of talking to a few of you about that. as we have met with you to discuss our budget. we have a very significant capital program. right now, our capital project managers are

carrying a workload of approximately 120 different capital projects throughout our parks system. the workloads are extremely large. what happens is, that some of the smaller projects smaller capital projects often have to take a backseat to the larger part renovation projects. so, last year we hired our first project manager. would you hire a different one. there will hopefully speed up smaller low dollar capital projects that still do require some project management that will enable us to move a little bit more quickly with respect to some of the smaller capital projects that come out of this budget process, our three-year participatory budget process or are small friends groups philanthropic projects. then, the other investments in deferred maintenance are were going to add to our corporate yard. would adding an electrician and a plumber and an it analyst to help us with our deferred maintenance plan. moving forward on to play and recreation, we are adding some

programming and outreach in our underserved communities. we want to increase the number people in our scholarship program, increase the number kids in our summer camps. right now we are operating-were doing pretty well. property 92 summer camps across the city right now. one out of every 10 children in san francisco is in one of our camps. we have over 11,000 kids this summer which is pretty awesome. by that include some funding for transportation, which is often a true equity barrier to be able to participate in our programs and services. perhaps the single biggest project were tackling in the next couple of years is something we are calling our lifecycle project. for the first time, we are trying to steer our parks system into more of a in elliptical system of preventive

maintenance and window cycles. two opus plan. the truth is, our parks system responds to deferred maintenance fees when something is broken and people are unhappy. we want to move off of that into really taking a much more holistic look at our capital assets in our parks and understanding how long, what is the average lifecycle of a tennis court were basketball court were pathway or water fountain. by collecting that data and making some assumptions we will be able to better plan how to spend the dollars the we now have through proposition d and a commitment to do more deferred maintenance funding. this is a very very very large task will take us a couple years. essentially going to be mapping and analyzing every piece of inner structure in a parks system. that's no small task. moving on, we take our

environmental responsibilities, environmental stewardship responsibilities quite seriously. were adding arborists. were adding environment the planner and an it and specials two opus with coyotes, to help us with some of our challenges as the world gets a little bit more regulatory with respect to the types of herbicides and pesticides that can be used in our park system. these require a lot more care and attention. i'm also very thrilled were adding urban agriculture site coordinator to manage how the meeting farm which is a-it's been run by a fringe group and volunteers and this will allow us to do more programs. next number, you'll see a farm gambit alum amy farm which i'm excited about and be able to do some neat things the site court, nader at that form. i

did fail to mention that one of our additional investments is something us were proud about we run a program called green acres. which is a youth environment or education and workforce development program for teens. were in our fifth year. amazingly successful program. each year a cohort of about 15 teenagers spent about nine months with us. three weekends a month they get paid a stipend and they develop leadership skills, environmental education,. it's been a really successful program could we have had several kids want to be in it for more than one year and some have moved on to work for us in order volunteer leadership responsibilities. so one of our investments will be able to allow us to offer a second cohort each year rather than just one class of green acres. we will have to. that tends to our sort of final core area of investment in that center staff.

there's been a lot of discussion about workforce development. we have a very successful partnership program in the workforce pipeline in our organization. we know of a preoperation program, which we support with the puc and dpw. so working to continue to make investments in our pre-pressure program to make sure that opportunities exist for local san franciscans to learn a skill into potentially either join our organization or another field serving organizations, and then some other small things. one of the most significant investments that were making is in our hr unit. we hire a lot of people. we have about 900 permanent ftes we about 1500, 69 people that were first every. we have a lot of seasonal employees. we have a lot of kids. we've been aging workforce as does every word organization in the city. the a lot of attrition. one of our biggest obstacles is been able to actually fill the vacant boots on the ground. so, we are starting with some extra resources in creating the ability for us to hire more quickly and more robustly. so,

overall, this is a really terrific budget. we certainly thank this board for it support of our park system. there is no question that this is a city that loves its parks and needs its parks, and we are grateful for your support, and i also want to really think the mayor's office and harvey's team in my own staff on within a collaborative and successful budget. thank you. >> thank you. colleagues, any questions? mr. rose can we go to your report, please >> yes, mr. chairman and members of the committee on page 39 of the report recommend reductions total 725.0 51 and 16-17 of that amount. $150,000 ongoing one-time savings. in of

that amount we recommend reduction 699.136 or general fund savings. these reductions would still allow an increase of $27.3 million or 15.3% of the department 16-17 budget. we also enclosing a prior unexpended encumbrances of two and $20,000 so that results in total general fund savings of $922,000 in fiscal year 16-18 recommend reductions total $150,000 which are ongoing savings to the general fund. as i nursed him commit the department does concur with the recommended reductions. which are shown on pages 40-44 of our reports. will be happy to respond to any questions. >> think. colleagues, any questions? okay. thank you mr. ginsberg for being you. congratulations on prop adult. another but you. can i entertain him motion to [inaudible] moved and seconded. were going to accept the budget analyst liquidations pending public comments. we cannot vote

it out yet. bush and my supervisor tammy. moved and seconded. we can take that can we take that without objection? without objection the motion passes. san diego >> up next we have dpw. >> were waiting just a manager our director is on his way across the hall. here he is. >> public works department. thank you supervisor tang. >> you can wear your warrior saturday, you know. >> thank you. good afternoon. the continuation of the budget-i'll be doing a whole presentation? were doing the whole presentation, okay.

>> you can do the shorter one if you like. agreement >> we are in agreement. >> your call as long as you want to make or shorts >> first of all i just want to thank the mayor's budget office for working closely with us. we have to major programs that are being funded. one of them is the addition of additional staff to help us clean our neighborhoods. that's going to be big for us. as you know, over the last year we than diverting staff to other parts of the city. we just didn't [inaudible] with this recommendation, it will allow us to be more stable and do our work a little better. >> if you hold on one second i'm clerk would you call item 17. >> item 17 >>[reading code]

>> thanks. sorry about that i just want to make sure your legislative item was called. >> should i continue? >> yes, please >> so that's one of the initiatives were very appreciative of. the second one is the pitstop program that we will have it's a pitstop program that we will be expanding. we were when we started the pilot about a year and half ago, we have three. as of today, we are at 13. so we just added two new ones that started a few days ago. so, in the budget it takes is up to 15 toilets in our program. five of them are double and 10 of them

are mobile bathrooms with this budget allows us to actually put this [inaudible] since the inception of the program we have been renting toilets and so we will own these toilets and also gives us funding to be able to service them. so, that's a huge for us and will be able to make a big difference. this slide here shows mostly where our budget is spent or the sources of them and you can see a huge chunk of the public works received from the insert of my interdepartmental work orders. client so we have with mta, puc, library, police, fire and so forth. they are our clients as you go down the chart you can see the various percentages. i think of

interest to you is our general fund, which is $35.1 million which is 12%. this slide shows how it's being spent within the county itself. i will take you through this real quick. in terms of positions, most of the new positions in the agency are with mostly our infrastructure and design division, and that's really stepping up to deliver projects and you can see there's about 41 staff in infrastructure, and about nine in design and construction. then, the next large area is street cleaning. then, diminishes. of course, some 11 in urban speed forcefully. we did a little bit of restructuring entirely so six

positions are moved into urban speed forcefully which are the offset from street use and mapping. then, in terms of counsel budget, the forecast looks, 19% larger than we were last year. and we are very appreciative of that allocation could those funds will allow us to continue the work of stabilizing telegraph hill. we are undergoing a major project at un plaza to start using recycled water from un plaza and in terms of renewals, there are $40.5 million for street resurfacing in our structures and bridges safety upgrades

that are needed this 11 million there and $5.5 million for curb ramp. the balance of our capital includes the capital revenue includes impact fees, gas tax, and wrote her fund. in addition to some of the federal grants we get to help with our bridges. i think that is an overview of what the next year or two years is going to look like it >> faith. the believer session from supervisor kim >> thank you director. i just want to first of all appreciate the public works program with a pitstop in partnering so closely with our office. first initiated in the tenderloin and expanded. it's great to hear this now you said, 13 that are open today >> there's 13 that are functioning as we speak fully staffed and one this budget will go to 15 so tomorrow we will be added >> what are the new locations that we have? >> so, in the most latest one is at the skate park by

division. then, we have one up in the heat asked very. the next two, i think are coming on when this budget as is this one and they view anything the other one is by victoria monroe park at >> that's great to hear. thank you so much for your work on it. it really makes a tremendous difference for our neighborhoods and it's great to see the results of their dues steam cleaning requests and reduced you know him and asked him and on our streets and being able to provide folks with the place they can go. that is clean and dignified so thank you. >> thank you. i guess sort of related but olympic different to my notice there is enhanced street cleaning in your budget in terms of new initiatives for the upcoming year. i know that a lot of our merchants have been asking for steam cleaning or so forth on their sidewalks. but i know that also, even though we had allocated funds

for specific corridor the drought had taken place and we really had to be a valuate we deploy these resources using water. so i am wondering, how does the department is doing with issues such as the drought but then needing to respond to neighbors request about things such as steam cleaning? >> so during the drought period, we really get a lot of work looking at sources of water and now we are using a lot more recycled water to do a lot of our cleaning. some recycled water has different classifications and we are working closely with public health in terms of using recycled water for spring. there are certain types of classifications of water that cannot be used for spraying but in terms of where we are now, we do have a good source and were able to ramp up some of our wash downs as we call them.

we are using quite a bit of recycled water and in this budget, as part of our capital improvements, we will be installing a new i will call it a cap rate language to vote a lot of our trucks downtowns we don't have to go back to the puc plant to get water. we are looking at similar opportunities up in your district in golden gate park, they are using some of that recycle water and were hoping to be with to fill up at those locations, two. >> think. >> colleagues, supervisor weiner are you on the roster? >> so, i will echo the thank you for the work that you the amazing staff at dpw do every day. to keep our neighborhoods clean my green, and beautiful. i know it sort of endless work and i want to thank you in particular for stepping up. we've had some significant hygiene and kim and related

problems by the harvey milk branch library and department has done a really good job of prioritizing that daily cleaning and so thank you for that. can you just, in terms of the trend line for the departments cleaning capacity, i know during the recession it collapsed. basically that function was pretty much gutted and we've been, call crawling back ever since and every time we've done at ask animators put an additional funding to increase the capacity. are you on a continuing upward trajectory because, to me, investing in the cleaning of neighborhoods is one of the most important but also when most cost effective things that we can do. it does not cost that much and it delivers very changeable visible results in

terms of day-to-day life in a neighborhood. so can you talk about the trajectory of your cleaning capacity? >> over the last few years with the support of the board of supervisors of the mayor, we have been getting back to what i would call, back to the 2008 numbers, which is a number that at the time we believe we had a good workforce. but with that said, i think the challenges of the city also continue. the city has all you know is growing and it's going with more people. our data definitely shows us an increase in the number of calls an increase in dumping an entire age and increase in number of requests and a huge increase in emergency calls, which are mostly where someone has dedicated desiccated were

urinated. so as we go, we are facing some tougher challenges because of the demand that we see. since the planarian meeting that we just entered our budget, we are partnership with the human services agency has strengthened. they have increased the number of bodies that are coming to public works by going to other areas. i think, since that time we have been able to add about 30 more people to help with some of the easier neighborhood concerns so that fiscal people can do the more tricky were the ones more demanding. so, we are on the upward, with laster's budget we got the ugly program. were not hearing a lot of complaints from the alleys and that seems to be going really good. then, now the challenges of and kim

is off the street, that diverted essence of this new funding will help us begin to address that allow people to go back to the neighborhood. so, in terms of your answer to your question, beyond the up down. >> thank you >> okay colleagues any further questions for staff? mr. rose can you give your report, please >> yes mr. chairman and members of the committee, on page 16 of our-excuse the page 46 of our report, are recommending reduction to the proposed budget total $1 million . of that amount 408.96 ongoing savings and 70,000.424 one from savings in production would still allow an increase of about 20,000 were 10.7% in the department 16-70 budget. we also went close enough by your unexpended encumbrances of

$2000 so the total general fund savings is 672.297. the province request approval up one position as an intermec session that we do recommend approval of that position. it 17-18 our recommended reductions total $604,000 of that amount 509.284 are ongoing and 95 a one-time savings. as i understand it the department concurs with the recommended reductions which are shown on pages 47-51 of our report. >> think it can repeat that your one reduction? >> yes. well, it's two components. 1,000,001 $9000 $120 for the first component and then we also recommend closing out prior year unencumbered, and unexpended encumbrances of 2000 111. so that the total -excuse me-let me go back. the first recommendation

-supervisor, the confusion there is let me refer you could i see your question. good question. let me refer you to page, page 50 of our report. if you take a look at page 50, of that 1,000,001 or $9000 that i said was a recommend a reduction, $670,000 is general fund and 424.38 is non-general fund. so that when we gave you that total, we talked about general fund. we took that --that's how you get the $672,000 when you add the 2000 111 to the general fund basic budget. does that respond to your question? >> can you repeat that one time just to make sure >> absolutely. again, if you look on page 50 of our report,

we made recommended total reductions of 1,000,001 or $9000 without the encumbrances. as an additional costly $2000 unencumbered balances. about $1 million among $670,000.01 186 is general fund. so we took that $670,000 and added approximately $2000 of unencumbered expenses expenditures we are recommending you closeout for a total of $672,000. we have the size of the gender you're absolutely correct in pointing out that the total reduction is significantly larger than that >> thank you mr. rosen appreciate the clarification. okay, colleagues, any questions or comments? can entertain a motion to except our budget analyst organizations where dpw for public works above and public pending public comment? moved and seconded. we can take that can we take that without

objection? without objection the motion passes. san diego >> thank you very much. then, on item number 17, any public comment on items 17? seeing none, >> i believe there is a technical amendment on item number 17. >> there is. we respectfully request a technical amendment on page 4. line 12. so, whereas the agreement is approved were asking to add partially executed. online 18, this board approves again, insert partially executed agreement. >> okay. we can take public comment on items 17. does anyone wish to comment. seeing none, public comment is closed. >>[gavel] >> can i don't motion to accept those amendment is articulate by public works department and move the underlying item, 17, as amended

to the full board of supervisor me. moved and seconded. can we take that without objection? without objection the motion passes. >>[gavel] >> okay. we're going to move now to some of our departments we understand are not quite an agreement yet. first, we have our health service system. i saw director dot here. >> mr. chairman, matt mentioned that as i understand it, the department of human resources which is on page 62 concurs with the recommended reduction did i don't know if you want to-i'm sorry? >> director dot, >> they want to be at the and. we did i tell you what one we have directo. director dodds.

>> all have used that should take some deep breaths while we pull this up.thank you for your

patience at him capt. dot dir. of the health service system a.k.a. just that. on the company by deputy director and chief financial pebble 11. good afternoon chairman farrell the members of the budget finance committee. hsf is responsible for negotiating administering benefits for 116,405 people and growing every day. we serve active employees, retirees, and dependence 04 employers. the city and county being the unified school district, even city college, and the superior courts. the mayor's proposed budget for 16-17 is just under $11 million and for 17-18 it is $11.1 million. hsf membership

has increased by 8300 lives over the pack last five years. that's equal to providing benefits for eight additional very large businesses. since 2011, hsf premium cost seven consistently lower than the national average despite having both 18 active and retiree membership, and the most expensive health care providers in california. hss is is implemented many creative and executive staff intensive cost-saving efforts over the last five years. actuarial estimates that the combined savings to the four employers since 2012 are $111.35 million. hss step by 51 people with two positions left vacant for attrition. the staff have 10 years between one and 31 years with an average of eight years.

since january, due to the affordable care act the staff is go with an increase in nearly 5000 members or part-time employees my new employees and you retirees. 24 operations staff accurately manage 10,000 enrollment and status changes in 20 different health plans. they had over 40,000 customer relations interactions. 10 finance that correctly transact close to $800 million in premiums. they negotiate and administer 22 contracts as well start $11 million administrative budget. our eight wellness staff, one funded through the trust, work with the departments and provide training drills and guidance to over 200 volunteer wellness champions throughout the city. they work with our three other employers and without over 36,000 tyree's.

three of the longest that employee assistance counselors who up handle immediate crises related to both personal and work life as well as conduct workshops on numerous topics of their quest of different departments. our innovative extreme of six works with peoplesoft and make sure all constantly changing eligibility files are accurately transferred to vendors that several times per month. the database is beginning to reduce important important reports which will better guide better decision-making. the administrative team includes myself, a research assistant who conducts critical analyses, two clerks, manage the paper in those 250,000 paper files, and administrative office manager, a board secretary. lastly a communications team of two who are funded through the trust were to ensure that her benefits and benefit changes are understood by their wellness messaging is on target and that member communications are delivered in an understandable manner. challenges in the immediate

future include continued compliance with the ongoing regulatory changes laid it to the affordable care act. this year for the first time he reported to the irs on the red coverage and when we estimated that a total preparing and conducting this reporting took nearly 20 80 hours of work or one fte spread across image and our department. another challenge is previous imagine, continually increasing memberships of between four and 500 active and retirees per month. we will also be challenged to maintain the wellness program given the illumination and key financial support from her health plan vendors. lastly, staying on top of roughly changing trends in the industry in order to negotiate the best benefits of affordable premiums remains a challenge. some of our new initiatives include working with peoplesoft to implement online benefits and woman's, digitizing those 250,000 paper

records with their enterprise management system and appoint a customer relations management system to improve service and increase staff accountability. in 2017, the may be enhancing the retiree benefits and reduce projected cost, which will require major operations staff work. we will be expanding benefits by an additional second medical-second opinion service, as wells funds for members engaging surrogacy reduction services. this open enrollment were also adding voluntary benefits such as life insurance critical on this insurance and identity theft protection for all city and county active employees at no cost to the city. like many other departments, we've begun our website rebuild project using updated programming while getting information about benefits benefitsand wellness.were

updating our telephone and call management system. major changes in our 16-17 budget are [inaudible] there's a total of two and $27,510 in expenditures over last year. an increase of 2.1%. the largest increase is three and $77,000 due to mou negotiated: analyze nation of physicians and fringe benefit increase. over which we have no control. there is no increase in ftes and there is no overtime. the next largest increase is $96,380 attribute it to rent as a gtd and the famous replacement project at again, these are items over which we have no control. the small increases for contracts of training printing and

nonpersonal services. 19,003 and $18 is budgeted for wellness due to the previous identified lots of vendor support. as well as the eap supplies and the new american with disabilities act required equipments. these increases are offset by one-time funding in the current year for enterprise content management system. major budget changes for 17-18 included 2.1% increase of $167,000 in mou negotiated colas and utilization of positions and fringe benefits. there are no fte increases and no overtime. there's another increase in work orders primarily for rent an anomaly nominal increase in materials and supplies that these increase offset by a decrease of $66,000 in nonpersonal related to contracts and training. that concludes my

presentation kit i am grateful to the board of supervisors for having worked on vista the mayor's office and to the budget analyst office. i'm very proud of you congressman's of that apartment and my peers in both the public and private sectors are amazed at how much we accomplished with such a small staff and budget. further, our members frequently express appreciation for our efforts. i will save my comments on the proposed reductions by the budget analyst selected the reductions are present. thank you >> thank you director dog is a member of your self service system i want to thank you for all your work and for your entire staff you do an amazing job and colleagues were lucky to have this department working for us. with that, ms. rose, go to your report, please >> yes mr. chairman and members of the committee, on page 2 of our report, a recommended reductions to the proposed budget total 147.465 and 16-17 get of that amount when our 12,000 are one-time savings in 35 our ongoing savings. these reductions would still allow an increase of $80,000 $.45 or 7/10 of a

percent in apartment 16-17 budget. for 17, 18, with recommendations of one and 17 8.93 which ongoing savings. these reductions was still allowed in increase of $77,000 per 7/10 of a percent to that apartment 17-18 budget. the supervisors as i understand it, that apartment agrees with our one of our three recommendations, which is on page three and that is the step adjustments. that's 31,000 465. the department as i understand it, disagrees with a recommendation on page 3. the materials and supplies and the attrition saving. let me explain what we have recommended to you. first of all, on materials and supplies, we are recommending a reduction of 4000 going from 21,800 to 70,008 on. now, with respect to

that account, the department has requested an increase in materials and supplies for the wellness program of 10,704 total $21,800. in 14-15 to department spent 3002 and $63 against its $9100 budget. as i stated, we are making a recommendation to reduce by $4000 which would still allow for a budget of $17,800 as compared to the fiscal year 14-15 actual expenditures of $3263. supervisors, if you accepted our recommendation you would be providing for a 445% increase. 445%. increase over the actual expenditures of 14-15. the department states

that kaiser permanente is withdrawing some of its funds, but the bottom line is, that our recommendation provides for a significant increase. with respect to the attrition savings, we are, as you see on page 3 of our report, recommended they be increased by a net total including mandatory fringe benefits of $112,000 to our recommendations to increase the attrition savings and related fringe benefit savings goes up to a total of $338,000 and $55 for 16-17 and 316.425 417-18. now, in 14-15 salary and benefit savings about budget and attrition savings totaled 880,000 692. and 15-16 the

controller projects salary and benefit savings about budgeted and attrition savings between 437,000 and 470.473. supervisors, this is a classic example of what the board of supervisors has previously discussed as to why department windup with significant salaries surpluses in which they can then use brother expenses subject to your appropriation approval or they can be returned to the general fund. there's absolutely no sense of leaving that money on the table again. i relate two weeks ago when the board had this discussion. this is a classic example that discussion web leave the board stated what they wanted to look at this very issue in this budget. >> director. >> thanks. very simply working with a budget analyst and was

pointed out we come to some agreement. we get agreed to a $4000 cut in supplies so that they can take that one of the hunter controversial list. that was in a letter we provide to the budget finance committee and the budget analyst. however the proposed for additional attrition savings in both years is unrealistic and remains a solid disagreement. i like to explain why. we have maintained to vacant positions for attrition last budget cycle. this is because our employees have a long tenure with little turnover. the budget analyst staff look at historic attrition over the last two years, which is higher than two ftes due to a productive hiring process on our new positions and to our unusual turnover and management staff, which are difficult to fill. we were

fully staffed, fully staffed, for half of this year. today we have five positions vacant. the two previously mentioned which will remain vacant for attrition, to which employees starting the first and second because july. the fifth position has been difficult to recruit and just yesterday, we finally found a fifth applicant, which is a civil service requirements. so we can begin interviews in the end of june. this position requires a highly specialized manager who also has knowledge of health insurance, health benefit administration, the affordable care act, new and existing irs regulations, federal state and local laws and peoplesoft. we hope that this new member services manager in place by august 1. at which time we will again be fully staffed the exception of the two positions being held open for attrition. to higher attrition sidings proposed by the budget analyst in both years will produce a layoff. were supplemental budget request. we have never come before you to move money in a supplemental budget request. this cut will prevent

utilization of the new enterprise content management system and will have ripple effects throughout the department. astley, a layoff send a message that the efforts of the department to serve in ever increasing membership, which by the way is larger than dhr and retirement combined them as well as efforts of the executive team to save hundreds of millions of dollars are not recognize. i urge you to reinstate the attrition cuts in both years. >> mr. chairman, members of the committee, year after year after year, this department has has had experience salary savings. the controller right now is projecting about it $450,000 increase in salary savings. and this year. the department is talking about a specific position. you have to look at the department on an

overall basis. what we are recommending is miniscule and will not result in any layoff. this is what the department say year after year. it's like you just went over six or seven different departments where they had billions of dollars worth of unexpended salaries that they could not extend. no fault to that apartment because it just attrition, there's turnover and that's what happens. our recommendation is more than reasonable to my supervisors, and there's a reason why most of the departments in the city and county of san francisco have accepted our recommendations. it's because they know we are right and that's why that accepted them. there are few departments that will fight this tooth and nail, and we would never make a recommendation to result in a layoff. >> appreciate that, mr. rose. okay colleagues, red threewhere we have actually bully for department of today which are in disagreement good i think there's two ways we can persecute one, we can do for it

till next monday continuing these permits until next wednesday and have them come back potentially continue to work with a budget analyst. there is also the ability for us to act on them today. i would suggest that if there is those who be appropriate potentially will have to do it but potentially when their defined cuts and defined disagreements here it's one position, don't think this can be in agreement on that so i think there will be appropriate to activate today if we so wanted to. so colleagues all be open to any questions or comments. i would say at the outset, because i do have some personal experience at the health services board, and their hiring practices, will be supportive of dir. god here in this instance but open to discussion, but i do this department is a time to the work in the ton on saving our city dollars and i would differ

to giving them one additional position as mr. rose mentioned oh, we look at these in different departments to respect people's opinion that obese early my position on hss. supervisor tang >> thank you. i would say there are times when we agree with the budget analyst in terms the recommendations, especially comes to attrition which is largely what we take a lot of cuts. i would say in this particular case, i do feel that apartment director is actually justified that they are actually actively engaging in hiring, recruiting and so forth. ashley fill in the positions. so, i would actually be okay with today if we want to take a vote on accepting all the changes except for the attrition recommendation. >> okay. supervisor weiner >> i agree i'll make a motion to accept the budget analyst recommendation with the exception of the attrition recommendation and to reject that particular cut. >> in years both one and two?

okay so calculated that out it would mean savings or cuts in your one of 35.645 and then you're two, 32.583. so we have a motion by supervisor weiner. moved and seconded. colleagues any discussion or comments on that? can we take that without objection? without objection the motion passes. >>[gavel] >> on to the next-sorry you know what sorry. this galan if you're in agreement with call you up and get you on your way. then, we will have department of elections. dtm and city administrator after that. this galan, if you are-feel free to be as if you're in agreement >> i will speak rapidly. vicki john, director of human resources. thank you to the budget and legislative analyst. mayor's office, controller. we

are in agreement that we think everyone for the work on the budget that we were able to reach an agreement that provides us the staffed by the number of people we think we need to meet our obligations. they quickly come i want us to review the submitted in changes in our budget over the next two years. this year you see increases primarily in our equal employment opportunity staffing and we've had a huge increase the number of complaints citywide. dir. tony we had something like 70 unassigned cases just this week. we thank you for support for the additional investigators will be helping us ensure we quickly respond to claims of retaliation discrimination or harassment by city employees were against city employees. in the second year you see a significant change in a labor project. where we as usual, reciprocal increase. this year it is

growing because we have on the order of 30 labor negotiations. then in the second year, that drops off because we do not have those requirements. similarly, we are about public safety exam process, calendar this year. in the second year, we have fewer exams and therefore fewer costs. i just want to touch on a couple of the significant initiatives we are pursuing. our strategic goals to improve our position as an employer of choice to improve the human resources capacity of our entire workforce to retain top talent, and be a champion of equity equal opportunity and fairness for all employees. i want to draw attention to a significant initiative we are pursuing right now which is implicit bias training. you be hearing more about that in the both in a report to the board and tie to that is our id identification initiative were trying to move identifying information from the hiring process where possible so as to reduce the possibility of the

exercise of implicit bias. so that is the briefest possible summary. either questions? student colleagues, any questions for the department of human resources? include becoming our favorite department here. no. mr. rose can we move on to your report, please. >> mr. chairman and members of the committee, on page 63 report recommender reductions total six under $2000 in 16 having 17. of that amount 322.600 ongoing savings. 279.601 are one-time savings. these reductions would still allow for increased to $6.0 or 7.8% in that apartment 16-sending budget. we also meant closing out by your unexpended encumbrances of the 66,000.825 together these recommendations equal six and $69,000 and $26 in general fund savings & teen-making a recommended reduction that was

budget total is to enter 58.653. of that amount but all ongoing savings as i understand it that apartment concurs with a recommended reduction. did thank you. >> i should say that on page 64-69 of our report >> thank you. colleagues from any questions? with that, thank you. could i entertain a motion to except the budget analyst recommendations whether apartment of human resources? any public comment moved and seconded. can we take that without objection? without objection the motion passes. >>[gavel] >> thank you very much. thank you for your patience. we have our department of elections. >> good afternoon. john mars

department of elections. the mission of the department is to connect free and fair cultural elections in san francisco. as you can see from the first slide, the various types of services we provide for categories of voters. we have almost 6000 military and overseas voters and stephen could we have two and 62,000 [inaudible] voters and also we have what's called one-time vote by mail order could we have over 3000 people voted by mail and received a vote by mail ballot in the selection which is a 64% of the registration is up 460,000 domain would be the folks who go to the polling places were eligible to go to the polling place. we three different sets types of services we provide

voters in san francisco. the senators and revenue it depends on the number and type of election in a fiscal year. the candidates and measures on the ballot, the voter turnout, the number of registered voters all components and factors in the special expenditures but also in revenue. the new election laws and regulations and requirements are also drivers and expenditures for that apartment. our expenditures proportion to the overall budget consistent from fiscal year two fiscal year. was a specific question from the committee on overtime costs. you can see the green shaded area that our ratio of overtime costs is very consistent by fiscal year even if we have a one or two election fiscal year. on the revenue and recovery set, the recovery is mostly one of district elections but, schoolboard community college, and then we get reimbursement for running those elections. the revenue is mostly based on these fees from canada filing

fees. policy goals and initiatives. starting in 2017, the be a conditional registration in california, so the registration deadline will still be 50 days before an election, but folks are not registered can come to a satellite location such as the voting center at city hall and register to vote but also the california motor voters, and people of transactions at the dmv, if they choose to allow their information to be transmitted to the secretary of state's office, those individual be included in the statewide database boat-calc and the potential register voters in california. then also, couple of new initiatives for the department of big one will be the warehouse location relocation. from here 48 pier 48 will be here be a holdover

tenant into early next day. then moving to pier 31. also the bowman of a new voting system new open-source based voting system that is a policy initiative for san francisco. parts will be involved in that. it's very brief presentation >> thank you very much. colleagues from any questions or comments? supervisor weiner >> thank you. thank you for your work. thank you for working with us on the open source voting project. i know that the mayor at the request of that apartment and the commission and initially, because due to support of this of board of supervisors did include $300,000 into their apartments budget to begin the planning process to move towards open source voting. i appreciate it is appreciation for that apartment and for the mayor putting that funding in. i did see that the budget

analyst expressed a negative view of the policy of adopting open source voting and of course the budget analysis we welcome mr. rosen's opinion on everything and anything and i do often agree with them, but i just don't agree on this one and i think it's important we keep that funding fully intact so that your department can have the resources it needs to be able to move forward and to do what this board of supervisors unanimously directed with elections commission directed as well so, thank you and i know i'll be making a motion to reject that particular $300,000 cut by the budget analyst. >> think. thank you good without when we turn over to our budget analyst report >> yes is a chairman and members of the committee, on page 2 excuse me, page 5

overall report, a recommended reduction to the proposed budget total $647,000 .615 and 16-17. at that amount to an $40,000 .615 ongoing savings. 407 are one-time savings. the assortment closing out unexpended encumbrances of 21.315 for additional one-time general fund savings together these recommendations equal 668 .930 in general fund savings and 16-17 and 17-18 recommend reductions total to 69.724 and of that amount, 249.724 ongoing savings, 20,000 one-time savings it as i understand it the department concurs with all of our recommendations accept the recommendation that supervisor weiner just referenced pertaining to the open source voting system that's $300,000. i would just read to you supervisors, on page 7 of our report, as to why we made this recommendation to

reduce. the required $3000 would allow the department of elections to develop specifications for preferred new open source voting system and open source voting system of software operates the voting system will be freely available such as on the internet for others to review and used to create their own voting system. no other jurisdiction in the country has undertaken such a project could the department of elections cannot estimate what such an open source voting system may alternately cost the city. that was one of our primary concerns when we asked with the cost would be, they cannot provide us with that information. some estimates are $4.6 million-$6 million for the initial development. however, as noted such a system is never been developed before. in addition open-source system will require certification

testing and ultimate approval by the secretary of state with additional funds required to deploy and open source voting system which will require the purchase the necessary hardware were department elections costs are currently funded by the general fund. the city of los angeles has been over seven years and expanded $15 million to develop their own voting system. which is not an open-source system. as not include the ability to process a vote by mail ballots and not been certified by the secretary of state. in 2014, as you know, the board of supervisors approve the resolution that file 14 1105 to the department of elections work with other jurisdictions and organizations great new voting systems using open source software. the elections commission approved open source already in november

2015. such that apartment is now canceled the plans to issue a request for proposal for new voting system and machines in 2016 and will instead seek an extension of the contract the city's existing voting system and then which expires this year. currently, that upon expensive proximally $900,000 annually per the vendor for one election. budget leslie van was also questions whether the department of elections has the capacity to develop their own first of its kind open source voting system while running elections each year. so our recommendation is to disapprove the request of $3000 to initiate the first phase to develop a new open source voting system in san francisco and it's uncertain at this time,, as i indicated, as to how much such an open source voting system would cost the city or how long it may take to implement. we we happy to respond to any question. >> thank you mr. rose. supervisor weiner >> thank you. mr. rose, as i mentioned about a appreciative of your viewpoint on here and as you know i can agree with your viewpoint and a lot of different issue. on this one, the board of supervisors unanimously disagrees in terms of the wisdom of implementing

an open source voting system and i say that not because i typically speak for my colleagues because we voted unanimously to direct that apartment to move in that direction in elections commission did the same. so i'm very very respectful of your point of view on this i do know this is obviously a cutting-edge kind of situation is often the case with our work here in san francisco. we lead in the rest of the country often follows. so i think we should continue in this direction. mr. chairman, i do make a motion to reject the $300,000 proposed cuts relating to open source voting and to accept the other agreed-upon cuts. >> motion by supervisor weiner. moved and seconded. supervisor second you want to speak? >> i want to add my was to support from this line item as well. beyond open source for our voting machines which i heavily support, heavily than asking the department of

technology to look at open source for all of our software licensing. i voted no against our oracle contract last year the controller's office but because there isn't a need for this type of software but because i feel like the city has not truly examine all of our options around open-source software. it could be that for certain systems like the controller's office last year, there may not be adequate open-source alternatives. i think that as we continue to look at shaving our city's budget we know that licensing sopwith or is a huge cement his costs. off in handcuffs minibar department long-term with these aging systems that are very very difficult to update. in general, i think we need to be looking more in this direction am glad the department of elections we supporting this for this particular item 'overall the city needs to really assess our license software systems and when we should be examining alternatives that can notably save the city of terminus amount of money. >> okay. i think supervisor

kim i'll can go with my colleagues comments. that we have a motion by supervisor weiner. second by supervisor kim to accept the budget analysts by clinicians except for the $3000 in year one for open source voting. colleagues, can we take that without objection? without objection the motion passes. so moved. >>[gavel] >> thank you. we had our travel next but ms. kelly, is the bus about him and i'm sure you can usurp that place. ms. kelly is up here, i'm clerk please call item number seven, please >> item number seven, >>[reading code]

>> thank you. >> that is treasure island. i think the budget alleges that they must report on the budget >> correct it which is why callout and 40 it out afterwards. but since it's all under your preview we want to do the right thing. >>i will start my presentation. were you on the to hold off until you call >> please, go ahead >> sorry about that. good afternoon supervisor naomi kelly city administered. today i'm going over the admin services budget. you can see from the presentation that the organizational chart all the different arms under the city administrator's purview. secondly, the department of public works, the prominent

technology, in treasure island go separately from this department. her from public works today and you are from the department of technology after me. the only thing new this year is a new division that were creating a not talk about that were extensively later is a digital service team under internal services. going onto our next slide, you can see for the entire general service agency, which is both admin services, the prominent public works on the product technology, you can see what we spent last year in number of ftes. per admin services, budget was about three and $60 million this current year. mr. were proposing three and $64 million. per fiscal year 15-16-17 and over scare 17-18 were proposing three and $60 million. our fte count currently this year per admin services is 818.9. it's going

up next fiscal year two and 45.9 and down this door 17-18 to 836.9. moving on you can see our expenditures uses. about 22% in salary and 9% is french. about this department and admin services is the real estate about a good simple shop and a 311. our largest amount of money goes to nonpersonnel services which is primarily paying off debt and debt payments from mosconi, debt payments for other facilities such as ones off van ness and leases and contracts to maintain our cities own buildings. we have about 11% going to work orders to other departments for services in about 7% going to grants. $2.3

million will be awarded from our neighborhood beautification committee challenge grants program. grants for the arts we issuing about $11.6 million in grants in real estate will be giving-with the dissolution of the redevelopment agency, it is anticipated that this year your the point of gardens will transfer over to the city administrator magically to real estate apartment and the management of that facility and typically ocii has given about $4.3 billion in grants to your bubbling a center for the arts, children's great city museum and other programs in that area. we spend about 4% on capital. everything from facility renewals to mosconi and childers coolers and also we are moving clinical advancement dollars that pay for emergency enhancement issues with the capital budget out of our operating budget materials and supplies about 4%. the largest line item we buy materials and supplies we buy on behalf of the city. the entire city notches admin

services met about 70% of our materials and supply budget is the materials we buy on behalf of the city. our next slide is all of the different programs under admin services. the biggest changes whether increases or decreases in the budget you'll see 311 has an increase in this next fiscal year. is primarily work order from the treasury in tax court's office to help with taking calls with the rollout of the gross receipt tax. also, they project to update the telephone the system at 311. at animal cover and control, not industry but in the second year you'll see an increase about a little over $5 billion to help with the design phase of the new animal shelter. for capital assets planning is what i was referring to were taken capital dollars of the program. it's not reducing the program at all and putting it into the capital program with a part of my

operating budget and that's what i call the critical enhancement bucket where it's everything from emergency when we have unanticipated emergencies like telegraph hill stabilization board harassment that we need to take care of during the year that was unplanned are moving that to these budgets. the medical examiner you see a decrease in funding their that's probably because it was one-time money spent for the construction with new facilities at one new hall which will open up in august 2017. real estate has an increase of their juju lease payments for increase in lease payments and risk management is grown due to growth in the premiums over the last year but i should note many of the premiums we recover from non-general fund sources. major initiatives, is always my last four years of being city administrators always been proved improved public safety to the increase staffing of the

medical examiner's office to get her's and animal care and control option and outreach. additionally, as i talked about modernizing the essential facilities and infrastructure, this is been a very focused on this last year as you know we been before you to discuss the new animal care and control fleet management. were moving fleet in shops from 1800 gerald to down the street where we have a new and improved fleet facility and as i just mentioned, medical examiner facility is underway at one new wall under construction now and were looking to modernize that building. increase community participation and equity. we have our office of civic engagement and immigrant affairs. we are increasing community to expand into chinatown and the mission district. i'm excited to say were doing a lot of ground transgender equity i think the

mayor announced he is a senior adviser on transgender issues. working closer with the mayor and city administrator over this last year we been working on closely many issues around that from anything from it signage of unisex bathrooms to revamping our how we issue death certificates of the medical examiner's office of a transgender individual. who wants to be identified by certain gender then we would honor that in support of the atkins bill assembly bill that passed we are looking at our municipal id cards and how we issue them and what type of documents we accept their to allow the identity the gender identities on municipal id card and much more. we look forward to working with the transgender senior advisor to the mayor. additionally, we have included more contact appliance officers out of the airport took without local business participation with all the capital improvements at the terminals out there. and, we just

recently in the last two-these two are the last two areas were were focusing a lot on in the city administrator's office come and were in agreement with the budget and legislative analyst with the exception of three positions. the first position is a 0933 in the digital service new team, and basically, as part of this digital service team, as part of a good government after, the city administrator and mayor lee , my staff and mayor lee and chief digital officer and mayor's office innovation, we have projected eight your long research to modernize government. as part of that digital service strategy, we are proposing a new doctoral service team though i'll make sure residents can get the services they need from our website that we will dramatically improve the city's customer service experience. the digital service team will

transform how residents dock with the city making our services faster, simpler and more accessible to residents are expected to be able to easily make government request online like applying for residential parking permit, a business permit, or marriage certificate. today, 90% of our services are not online including high-volume request like residential parking permits, which generate nearly 1,000,000 pieces paper each year for sfmta. this is more than just about better customer service. this about trusting government. if we can do the simple things to help our constituents i think the trust will improve. this is making government more sponsored transparent and accountable. this is also about equity making sure everyone including those with disabilities, the literacy or other of those on the other side of the digital divide can access government services. we should make people to jobs had to drive down or take public transit to city all just to do business. it's not fair to those and it harms of

those who need the government services the most. so, what were trying to do is grade a small digital service team of three new positions in 0933, eight 5502, and 810 5312 department of technology and other departments build modern digital service projects by adopting a modern agile development practices using modern tools. this needs to help people get information and services when they need it, be it the city's website. this needs to be designing services from top to bottom not putting a pretty face on an ongoing process. the team report a city administrator with the mayor were closely with dt to establish policies and strategies. the other area where we are spending a lot of time looking at as a policy is paid parental leave and this is perfect timing to positions were in disagreement with the budget and legislative office over to positions that would be in our office of labor standards and enforcement. not only that pay for spot would be highlighting next nrk woman areas summit chaired by mayor lee and mayor schaaf. the

office of labor standards positions requested are necessary to implement and enforce a paper rental leave for bonding with new child ordinance passed by the board on april 2016. the ordinance supplements california paid family leave grades the most expensive paid family leave in the nation. the client to dedicated staff to develop associate regulations, education and training programs and providing enforcement. the 2978 will coordinate with the state implement development department to fully determine how the paper rental leave ordinance interacts the state family leave law and together with a 2992 will provide enforcement. the office of labor standards already has a backlog of cases exist among dozens of labor laws including recent new laws for minimum wage, their chances and formal veto the chart attached. [inaudible] provides opposite is risen 75% in the last two years from 12.3 cases 221.4. without the new position gifts of labor standards enforcement

will not be able to effectively engage the paper rental leave ordinance. as you know, last but not least, i won't go into it more but also helping treasure island and the development that's pretty helping there. i want to thank my team i'm a my cfo, my budget director adam wang, the mayor's budget office and currently i have really, we really in light of that were not in agreement over three positions, that a good working relationship with the budget and legislative analyst. thank you. >> thank you very much. this kelly. colleagues, any questions? that euros can we go to your report, please >> yes mr. chairman and members of the committee, on page 52 of our report are recommend reductions to the proposed budget total 859.283 and 16-17 of that amount for 95

our ongoing savings. 364.339 what i'm saying. i should state supervisors, this is the revised report we issued yesterday at instated june 15 to make sure were on the same page. so that we issued the first report which was in the first package and subsequent command discussion with that apartment we did revise that report and that was submitted to you, that was transmitted to you yesterday. should we give you another copy that mr. chairman? >> to my colleagues have a copy of that? i don't.you know

what, i just pulled it up. >> so you have it. could it was an e-mail for friday >> exactly. so, in addition, we are also recommending you closeout prior-year unexpended encumbrances totaling 135.992. so that the equal total general fund recommended reductions of 9a 5.375. again, this to chairman, these numbers are the same. this is on page 53 of our report i am referring to. the partner department has requested 118 and 20 senior administrative analyst position is a interim exception to complete the interagency committee and one manager 05 positioned as an interim exception for digital services program. the budget and legislative panel recommends approval of the 1823 senior administrative analyst position as an interim exception but we recommend disapproval of a 9933

manager five position in the 16-17 digit which oh get to in a moment. recommend a reduction to the proposed budget total 732.262 and 70-18. supervisors, as i understand it, the department concurs with our recommended reductions on pages 54-58 of our reports good except for the digital services position on page 55 and the contract compliance officer two positions on pages 56 and 57. re: >> i'm sorry, can i just abate 50 love it digital services >> that's on page 55 that's correct >> you're saying it's a savings of 239? >> yes, that's correct >> sorry the next page >> then, the two positions the one at the bottom of the page 55, excuse me, not that position. i'm sorry. on page 56

the bottom of page 56 in the top of page 57. those are the two other positions we are recommending against. i will go over that in detail with you mr. chairman. >> that would be great >> okay, so going back to the regional services program, first of all supervisor, let me make it very clear, were totally supportive and recommend approval of the digital services program. in that connection, we are recommending you reduce the programmatic budget for the program, which is a new initiative as you know to reconfigure websites city departments to improve the user experience and to improve the german processes. the department is proposing three new positions for this program including a manager five a program manager, and a senior pious business analyst. the budget and legislative analyst recommends against approval the manager five position, which

according to the department of human service, human resources job description is responsible for managing divisions of medium to large size. that is more than three employees. the budget and legislative analyst recommends and i want to emphasize this supervisors, we are recommending approval of two new positions. two of the three. so, we are fully supportive of the program. were stating they don't need the third position but we are recommending approval of two. that is the program manager.. we are recommending approval of as was the senior pious business analyst. which is that apartment in our judgment sufficient technical expertise to implement their program. we note there is not sufficient organizational complexity to want a manager five positioned for this function. we would also note this is not in our report supervisor good i'm letting you know that the

department also has in addition, excuse me, the city also has one chief innovator officer, one innovation manager i'm a and innovation officer and one chief data officer. so, there are three other related positions in the city. that basically, explains our position on that-on our the reason why we are recommending against that position. with respect to the to conduct compliance officer positions on the bottom of page 56, the first one we are recommending that you not approve one new contract compliance officer position although the department states that there's a backlog in monitoring the healthcare security ordinance, the department reported-and this is crucial supervisors, for the entire city-but justice

department-the department reported seven vacant contract compliance officers positions. in this program. filling of these positions would allow that apartment sufficient resources to manage the backlog. think of our own personal budgets. if we got seven positions that are vacant, why would we request and spend money for a new position? that's what we are saying with respect to that position. on page 57, similarly, we say we recommend you not approve the one new contract and compliance officer position although department states is a backlog in monitoring and healthcare security ordinance the department reported seven vacant conduct compliance officer positions in this program. filling of these positions would allow that apartment sufficiently to manage the backlog. i want to emphasize, that money is going to be left on the table supervisors. we are just saying let them fill positions could don't approve a new position of

the seven dolby eight positions, some of those eight positions will never be filled in this next fiscal year or never be fully fill. that's all we are saying. when not saying that they don't need these positions. >> thank you mr. rose. do want to comment at all? >> i will comment. the digital services 0933 manager, i should note the 0933 was approved by dhr could i think they reckon eyes the complexity and the leadership and skill set that's needed at a high-level position because you need to have not only understand the technical skills, but also technically from an it standpoint but also be able to up in political skills to look at business processes. it's not just it. look at the business processes of different departments so they can be streamlined and be a better way before we start automating. additionally, you need a leadership skills because this person will be interacting not only with the department heads and cio but board of supervisors and myself that you need a high-level

position to basically change a culture. as i point out 90% of our services are not online and this is we need someone to change agents and have the leadership skills to change a culture to move there. it's not just again as i said it's not just it. so i know you pointed out cio, the chief innovation officer, the open source data officer, but it's more about what is our logo, branding, website, or style in changing business processes. in private sectors, the digital service there is a digital service director that is different from the chief innovation officer. the site cio and the open data officer. when it comes to office of labor standards and enforcement, yes, there was artificially a hold in filling

vacancies primarily i do that because it was a change in leadership. as you know that our former director of labor standards enforcement retired and was a new director coming in. typically, a professional courtesy we will positions to allow for those allow the new director to start filling those positions. we are using temp to back fill those positions. so, even if we had those positions filled the seven vacancies filled which we are aggressively filling those positions now, we still have that same backlog and a number that i talked to earlier about about even with others positions filled were still struggling with keeping the number of cases each of those contract compliance officers having increase cases from 12.3 cases 221.4. i do think having -they do need more conduct compliance officers were

aggressively filling those positions now. >> okay. colleagues, so we have disagreement on three position. we can defer until next wednesday we can act on them right now were also open to comments from my colleagues. supervisor weiner >> with the positions relating to implementation by ose the paper rental leave our lives, just remind me, remind me exactly those positions are? >> the contract compliance positions, hold on, let me pull it up. it's a 2978 contract compliance officer two and a 2992 contract compliance officer one. they would be specifically for the paid parental family leave ordinance. >> for the enforcement >> yes for the enforcement,

but also we have to rollout the education garbage the rulemaking that happens. >> mr. rose, in terms of that specific issue the to positions so that we can implement and educate and enforce around this important policy that i honestly care a lot about since i offer the legislation, could you explain why you think they should not have that? >> yes. supervisor weiner you're totally supportive of that function. what we pointed out is there are vacant positions. now, that obama has stated that with respect to the vacant positions, there's some temper a salary money that they're using. i would request supervisors, you do defer at least those two positions. we would like to take a look at the temporary salaries that apartment is referring to but basically, supervisor weiner to address your question, excluding the question i still out of temporary salaries, is we are saying to simply do the

function by filling seven vacant positions. not adding two more positions when you have seven vacant positions not. so were totally supportive of the fog. i do a question about the temper he salaries if the committee would let us go back and look at that. i would appreciate that but whatever is it it's up to the committee >> personally, on that specific proposed cut of the bed to reject that cut right now but if colleagues would like to wait a week that's fine as well. whatever the committee decides. >> supervisor tang >> thank you to all those in issue i care about a lot, i would like to give mr. rose the opportunity to look at the temp salary issue. >> okay. colleagues motion we will continue-and then we will have our city of mr. grbac next wednesday our city administered back give mr. rosenfield >> >> mr. chairman, so there were

those two positions which will go take a look at the would've anything to add on the digital services. again, were questioning the manager of the three employees that we don't have any other comments on that whatever the committee decides. on that >> okay. mr. rosenfield the one at anything at the moment? >> supervisor, it would be possible of this agreement on a majority of the items here in those three open issues to be held for us in terms of processing the budget the committee to take those places whether is it agreement and continue those three items until next week's discussion. >> okay. supervisor tang >> i deny the rest of the committees feel but in terms of the digital services program and the manager position, that something that i would actually support keeping in the budget for this particular upcoming year. per my understanding, i do believe it's really difficult for us to recruit really great it talent from the

city given our ancient systems to work with and really pushing forth a culture shift here. so, i do understand why we have to have someone in that role and at that salary level. so, i would be prepared to except that particular i mean to reject that particular cut >> okay. supervisor kim >> i would move forward controllers recommendation that we move forward on the peace of the budget were not your recommendation but the proposal to forward the we move forward with the items were in agreement with. i actually like more information on these positions that were in either multiple thoughts and feedback from the departments on how we best deliver it services and i would like additional time. >> okay so perhaps then there's a motion to accept a budget analyst recommendations, except for these three positions we been talking about . and we debate goes out so we can take those into our

[inaudible] right now and then deferred until next wednesday the remaining three positions. can i have a motion to that effect. moved and seconded. can we take that without objection? without objection the motion passes. of course they'll be subject to public comments on monday. >>[gavel] >> thank you. to our city administrator we have one other department. i know >> item number seven is still open. >> thank you. colleagues, i'm sorry real quick ornaments and seven to public comment. anybody was to comment on this item seeing none, public comment is closed. >>[gavel] >> have a motion to send items seven to the full board of supervisors for july 12 meeting? moved and seconded. we can take that can we take that without objection? without objection the motion passes. >>[gavel] >> we number of items i know this guy last of him and if you're okay with the department of technology.

>> good afternoon supervise my name is miguel dimino told him city chief information officer and director of the parliament of technology. the purpose of today's discussion affectionately known as et. excited to be here today about dt has done in the approximate in last year. i think you'll agree we met the promises we made at this time last year and gone beyond to deliver better

and more good i'm also excited to present you would plan to do with the proposed budget for the coming years. we continue to make meaningful changes in completing our staffing plan and a major reorganization of the life and is the strongest most diverse leadership and technical team dt has ever had. this a good seven hired and promoted or promoted over 100 people just this fiscal year alone. the zero vacancy rate from nearly 30% to close to 10%. dt manages over 250 miles of fiber and we remain focused on connecting city buildings prioritizing connections to public safety facilities while also including installations at the were memorial and dph clinic sites. excited as a wi-fi two would become a popular free public wi-fi service for 33 parks and public spaces and made enhancements to deliver service in high density populations on market street.

in january alone of this year we saw over 9 million sessions from 200,000 unique users. as a bonus, as a result from a strong partnership you easily build with sfmta eight we've also completed expansion of sf wi-fi into seven muni underground stations from embarcadero to castro with four still west portal stations being planned now. i mentioned last year our aspiration is to be the it provider of choice and will be working with two on the business of our client departments. customer service is an essential part of making that happen. we've also embodied that interdepartmental values what we call the customer first decision-making process. we've improved digital services, process management, to demonstrate up or values of performance accountability and transparency. introduce the service management system with over 9% of service requests dissolve. we continue to invest in hardware and software upgrades to optimize our network world look to modernize and strengthen an aging legacy of the structure and continued efforts underway. digital service projects have become

more increasingly important and while we consider the providing better and more efficient services to the public. it includes the san francisco business portal and change the way business interacts with the city and how they start and grow. the portal has received many touches her recognition along the way all went to the white house. served as a model for how the city can provide services to businesses and serve the needs of the community. i often talk about technology in the digitize asian and i agree with city administrator that this is citywide and significant effort. dt is poised to support that effort from a technical product delivery standpoint. sf wi-fi and digital services have the potential to create greatest impact to improve the support response of government meeting the public when and where they need us. finally, sfgov tv broadcast media team again received emmy nominations

this year for the first time took home an emmy award original tv programming highlighting our san francisco community. the close budget for the humming year is one of 14 eight 1 million could increase in the pastor reflect major investment in the city's technology infrastructure including aggressive adoption of cloud technologies virtualized data centers in pursuing very modern technologies to transform a legacy communications and telephone systems. were reliable and resilient and secure data storage building a strong and high-performing network that meets the growing demands of the were placing on it every day. also highlighted is funding to improve necessary cyber security efforts and investments in public connectivity projects such as dick wants an broadband conductivity. much of our departmental expenses are allocated to a most soluble asset are people. to essential operating cost such as software licenses, telephone rent and lease cost, all these cost to keep the lights on in the city business running. the key changes to the budget, $3.79

increase for salary and benefits. was the allocated to: in analyzing previous approved positions. they were cost increase as well as new staff we guided were focused on increasing service delivery in our talent tech talent to build better products. by point 4 million increase for capital projects that'll cover on another slide in a moment 5.1 million increase for client enterprise agreements project took driven by departmental demand and use. 3.2 meadows increase in operating budget for corner enterprise software used by citywide agencies such as our virtualization software and microsoft 365 enterprise productivity platform. when he million dollars increase in telephone pass-through and 232 authorized ftes an increase of 11.5 ftes from prior year. we

partnered with quake to update an icd plan because the use of our technology across the city. follow this plan will continue to focus on delivering citywide advice technology to drive better efficiencies to better serve the public. we committed to improve the public experience modern digital tools to deliver citywide shared services strategy improve it hiring. to support these objectives in the coming years what opponents will focus on five core strategic areas. productivity, to the service products of the technology as a service, tech talent and cyber security. will be advancing all for these other connectivity plan including connecting city buildings, big ones, sf wi-fi, and broadband choices two san franciscans. also expanding fiber footprint to eligible city goes expanding sf wi-fi into 22 public housing locations. we will be reducing service and moving to the cosmic growing needs data center virtualization at a

significant improving our elasticity showboating critical infrastructure to also help us reduce costs and increase our reliability. we are working on plans now to a momentous citywide cloud hosted was over ip system to provide a modern committee should expect a platform that's cost-effective, secure and highly scalable. we need people to get the work done with 20 vacancies and active recruitment and selection right now lives of all 20 seats filled by the end of the year. were specifically, current hiring plan outlines for positions to be filled this month, five by july, five more by august, three in september, one in october and two in december. the remaining 11 positions are in process of being approved and posted and recruited. based on the previous experience and great recruiting performance am confident will be spilled very short order. finally, were making significant essence and sever security that the city

infrastructure from electronic threats and enhance and secure a citywide network. but were funded projects and initiatives upgrading the work mainframe disaster recovery modernize asian, infrastructure, and use of management and security infrastructure telephone systems modernization, and all that party discussed. in addition working on identity and access management active directory and exempt broadband conductivity. a capital fund project focus on dick wants only dollars in the budget will allow us to place 55 city blocks of conduit in the ground that affection of the otherwise cost. also, funded additional fiber wi-fi connectivity including bringing the fiber network to those 22 additional public housing sites. enabling us to expand sf wi-fi into those facilities. website about working with the mayor's office of housing and redevelopment housing authority nonprofit housing developers and other stakeholders on details of those plans right now. some

closing i would think how do you rose and his staff in all our work is done to review our budget and provide these recommendations. we made a lot of progress towards an agreement to go to today unfortunately, were currently still not in agreement were continuing those conversations. happy to discuss that today would continue those conversations over the next week with mr. rose and his office. >> thanks. supervisor generator >> thank you. just to be clear, what aspects of the budget analyst those cuts will impact the dick wants and to be clear, one is a dick wants, then supervisor chiu and myself authored legislation to require that were digging up our roads to do roadwork, sewer water, etc. while were at it before we close off we should be putting conduit down so we can continue

to build the cities broadband network. municipal broadband network. it's been as you know that many conversations it's been a slow start but were finally out of the gate and i'm grateful for that. but it does cost money and if you could, let me know exactly which of these proposed cuts impacts the conduit program? >> well well into the question is to say within $1 million of funding we have now been completed by city blocks. his other excavation projects available so if funding were to be made available we can participate in more of those projects. in an incremental function putting windows with her excavated. specifically

those recommendations at the moment off the top of my head don't directly impact the implementation of date once. this am vehicles there that are related to our fiber infrastructure team so it affects those vehicles have the intended use of helping us install fiber which would make use of that date once conduit over time so it's related insomuch as it's ultimately offer the benefits of better conductivity and fiber across the city. that's the specific recommendation that correlated but >> but in terms of direct impact on date once, none of these proposed cuts are [inaudible]. no. the proposed cuts are not reducing the fund we have available to participate in date once. >> other than the vehicle as you mentioned none of them impact dick wants? >> not directly. >> okay. other than the

vehicles other any that impacted indirectly? >> like i said, there's more work that we can do with more funding. >> right but the mayor a lot of you a certain amount of funding could i have a new think was not enough that i'm going to try to get you more money so were not covering up streets for 30 years without putting conduit in, but victims of cuts that mr. rose is proposing, do any of them in any way undermine your ability to fully implement big ones understanding this should be more money overall for you to do it? >> no. the three categories of cuts work on the discussing with mr. rose's office don't directly impact dick wants. >> you keep saying the rug. is an indirect >> i'm sorry they don't impact dick wants. >> great, thank you. >> outside of the more specific as all >> college, any of the

questions q mr. was going to go to your report? >> mr. chairman and members of the committee on page 27 our report recommend reductions proposed budget total 1,000,008 of that amount 32.546 ongoing savings 776 176 or one-time savings and of the 1,000,001.58 722 recommend reductions, 844.307 our general fund savings. so that's another area mr. chairman where there's a difference between the total recommendations and the general fund recommendations. which you can see if you want to look on page four other port just in case the committee wants to check those numbers. we are

also recommending closing upright or your unexpended encumbrances of 75.763 of which 51 519 is general fund so together, the general fund recommendations total 895 .826 and only see that number on page 27 of our report. in 17-19 recommend reductions total 761.556 and 17-18 of that 761 556 and recommend reductions 660.534 ongoing. 92.982 or one-time savings. mr. chairman and members of the committee, let me say is respectfully, these are our final recommendations. there is no going back to that apartment. we have gone round and round with the departments. it would be futile to have further discussions that i haven't said that with any other departments. was respectfully, that is my judgment. the me just in general, supervisors, you remember last year. i told