>> commissioner: do you know what percentage of your overtime hours total your working hours what percentage the overtime hours make up? >> i didn't hear that? >> commissioner: i'm trying to figure out sit really the hours that the police department works, what percentage of those hours are actually overtime hours? >> i did believe the discretionary overtime is less 5% of base pay salary in terms of dollars.

most of our every time is people requesting services or getting specific grants to get dui check points or other operations. >> commissioner: so the city and county is reimbursed for those hours from the giants. >> yes. >> commissioner: is there an administrative fee on top of that? >> yes. >> commissioner: and everyone pays it, the giants and everyone pays it? >> correct. >> commissioner: the city then seems to benefit from the overtime hours. would that be a correct assumption?

>> i'd refer to the department. i think the administrative charge charged on 10b is in an effort to the cost of administering the department including overhead but should not be a fee that exceeds the cost of the service. it should recover the cost of the service and not exceed it. if i were to it would be a tax. >> commissioner: so when we see the 12.9% in overtime hours thor the police department, are you saying to me it's because they've been attending a lot of parties?

events? >> if you're referring to in the report the increase from '16, '17 to '17, '18 we had 23,000 hours of growth in the 10b. so what we have done is we have added more staff to assist with scheduling when we have more going on. >> commissioner: how's this coincide with enough police coverage? we see an increase of the numbers of sworn police officers and people hiring their services in their police capacity. yet we're seeing a shortage on the street. what take preference? >> the only way to provide the services is overtime. nobody gets on-duty officer time. that's for the city's work. the only way to do work-order service for other departments is

to do grant funding operations or 10b is on overtime. >> commissioner: so it's always on officer's days off, correct? >> or shift off. >> commissioner: it's never an officer taking vacation time or comp time. >> there are restrictions on their ability. >> commissioner: the increase in overtime we're seeing the last fiscal year and we don't have the numbers for '18, '19, the increase is because it's funded by private party because it says private party request but it's a private party requesting it. is that correct?

would you say the increase in overtime is due to this? >> the report also -- we had 14,000 hours that was an increase from '16-'17 to '17-'18 and that hit the general fund and the city was reimbursed through the fema claim and 14,000 hours was partly due to the increase -- >> commissioner: because of the fire? >> correct. >> commissioner: thank you. any other questions. >> commissioner: what happens when you get reimbursed? does it go back to general funds? >> typically a department will consume the general fund budget in the year in which the mutual aid is responded and it goes back to the general fund. in the subsequent year when the

reimbursement is received. >> commissioner: general funds to the department? >> and closes out to the general fund as a whole which is the balance you appropriate in the subsequent year budget. >> commissioner: thank you. >> commissioner: and there's management overtime isn't there? >> owe them mandatory overtime is two times. if an officer's responding to a qual or processing an arrest and they're shift ends they have to continue to process what they're doing. and then we have about 20 days of the year that are special event days, new year's eve, 4th of july, chinese new year. there's 20 we don't allow anybody to take time off and we're allowed to change their start shift by seven hours. we ask them to work a 12 or 14 hour day instead of a 10-hour day.

those are the only examples that are mandatory. >> commissioner: what if they're requested or off cancelled? >> everybody knows. >> commissioner: sometimes there's time off. >> if you were scheduled to take vacation and we cancelled trainings at the academy for example -- i'm not sure. may know more than i do. >> commissioner: i've had a lot of days off canceled. isn't subpoena to court mandatory. >> yeah, that's a big one. we spent almost $4 million in court pay. there's a big chunk of our

discretionary overtime and nothing we can really control or reduce. >> commissioner: how many court cases are we winning because i know we have to reimburse when we lose those tickets. have we done data analysis on how many court cases we're prevailing in. >> it averages two hours. >> commissioner: and we have to pay the tickets back that are issued. have we ever done a cost analysis considering we're hearing from the police department it's a big chunk of their overtime dollars.

>> it's been the subject of discussion wen the mayor's office and board and d.a. and shop and try different things and i don't know tried anything than that's been successful. the police department incurs the expense but it's also choices made at the d.a. and puck lib defender's -- public defender's office. i can dust up on my knowledge of the past events and loop back to you chair fewer. thank you. i see the fire department saw a decrease and the fire department has had a decrease. maybe you could respond to that. >> i'm cfo with the fire

department. as we have increased thanks to the board and mayor and staffing with academies in convenient years we've had a fixed number of plots we staff every day. we try and use daily minimum staffing level. as we increased our pool of employees we've been able to decrease overtime on a one to one basis. >> commissioner: are you in charge of the fis yal year for the same level of overtime costs? >> yes. shoe we're hearing from the controller sometimes we save money because we're not hiring additional personnel, you're saying you have a higher amount of personnel so you have less overtime costs?

>> we know how many slots we have to fill every day and don't have the staff to fill all those so we like the flux with the overtime. >> since you have a decrease in overtime because you've had more people hired than coming on, do you see a different level of productivity? are you seeing effects health wise? >> we've seen better morale because we have an assignment office and try to avoid mandatory overtime and requiring people we're mostly using voluntary aside from ems operations where we had to use mandatory overtime in that areas. >> commissioner: thank you very much.area. >> commissioner: thank you very much. the sheriff's department. i know you've been working hard

on overtime and can probably give me a dissertation on overtime. it's been the bane of your job because the staffing has been an issue is that correct? >> when you add 1,015 employees after the previous number was a 1% decrease but our work load has increased 13% roughly. they're mandates or service requests we have service requests providing security

services at places like city hall. we have been filling that spot with overtime. we would very much like to reduce our overtime department wide. our overtime is about 20% of total hours but within the dsa work group and if we look at the schedule overtime makes up 28% of that. we're making progress with comp time. the city established a cap one the city interpreted to be part of the mou but it was lifted and the comp time doubled in the few pay periods following the lifting of the cap.

i believe it's going to stay lifted. with regard to exemption, we have aapplied -- applied for it every year and we have applied in the past. >> commissioner: do you know how many you've applied for? >> i went back and looked for reports when michael was asking me for '17-'18 but it was the '16-'17. >> commissioner: your department believes the amount of overtime is directly related to understaffing of ftes in your department? >> disconnect between staffing and service requests.

>> you feel there's additional services the sheriff's department had to undertake? >> definitely. one example is court-ordered pre-trial lec strong -- electronic monitoring. the court has tripled the case load for us there. we don't have additional staffing for that but we are managing that as ordered by the court. >> commissioner: i think your department there's a great concern about the overtime and excess hours folks have to work and we heard clearly there was mandatory overtime. is that when your employees work overtime they're also incarcerated. so they're in the jail setting so it not like a regular job where people can leave and take

a company car or do whatever. they're within the jail facility themselves. >> half the staff is in the jail facility. >> commissioner: it takes a toll. >> 10% is mandatory overtime. >> commissioner: so have you a staffing plan you think will help address this? >> we have been work the city auditor and controller's office and they released a report. it's still in the confidential draft form but it can help reduce reliance on overtime including civilianizing a number of positions. we've been work the mayor's office to civilianize some portion of what is recommended in the controller's report. because it's still in the

confidential form the mayor's office hasn't seen it yet. >> commissioner: thank you very much. supervisor stefani. >> how many positions do you have currently open that have not yet been filled? >> we're fully staffed relative to our budget. we're meant to have 100 people attrition savings. we're down to 70 in attrition staffings. we're overstaffed relative to our budget but not relative to about what we need we're about 240 short. >> 140 deputy sheriffs short less than our work load requires. about 140 of that could be reasonably done with overtime but nonetheless we need to bring

on about 100 people and civilianize or bringing on new people training new people for overtime hours. it would be wash financially we need to bring new names into the roster. >> commissioner: are you having trouble? >> like many public safety agencies it's harder to get people to come on now which is partly what makes civilianization attractive. the job market is tight so even civilianization will require a fair amount of effort but less to bring on new people. since sheriff hennessey came on we brought in 215 new people into the department. >> >> are the new laws around

restraining orders and prop 63 are those contributing to overtime hours and the expansion of more services required >> it's an increase in the levels of service required requested from our department. >> commissioner: thank you. >> commissioner: for your proposed budget for next year will you have a line item amount that could help train and help in the recruitment of new

sheriffs, officers, i guess. >> i believe when the budget is finally closed in the mayor's department at the end of the day today, it will have sufficient funding to bring on another academy class which will help us. we'll have the budget to bring on additional sworn people. it will also have some allowance for civilianization the report reminds 34. it will be lower than that but it's a start. >> commissioner: how many academy classes do you need? >> ideally we'd bring on 75. this year we brought on 60 and it's been a struggle to bring on 60. 75 is a stretch goal.

that's between 75 and 100 to replace part-time ftes with full-time ftes at a net cost of zero. >> commissioner: can you translate between 75 ftes and how many academy classes you need? >> we don't have our own academy but we contract with the academy in santa rosa and can bring on as many as 25 to 30 with each academy class. the constraint has been finding sufficient numbers of people who pass your background checks. all the pre-academy hurdles and then to get them through the academy. >> there's enough in the budget

to bring it up to 75? >> for next year, yes. i have yet to see the proposal but i understand from the budget analyst assigned to the department we'll have sufficient dollars next year. >> commissioner: that's good to know. and when it comes before us again, if i don't ask you, can you remind me to ask you that question? >> yes, sir. >> commissioner: thank you, mr. allen. i appreciate it. lastly, public health. is anyone in the house? >> in terms of the overtime at dph they're driven by vacancies

at the hospital. starting with san francisco general we opened the new facility in may of 2016 and since then we didn't see that spike in overtime and it's sense leveled off. we saw increased e.d. volumes as well as increased patient census we have staff to make sure we're meeting the patient's needs according to mandated staffing. the volumes have leveled off through the opening of our new urgent care center which allows us to divert cases which may not require the level of an e.d. and going to urgent care as well as other triage strategies within the emergency department. for the in-patient census, san francisco general has been

looking at patient flow. looking at the backdoor of getting people outside of the hospital and improving the patient's flow to try to maintain the census and not have it increase any more. at laguna honda hospital the patient census has been fairly stable over the last few years. what we're seeing over the last couple of years was an increased need for one-on-one coaches for some of our patients. these patients were presenting with issues that required beyond the regular staffing safety -- required additional safety needs to increase staffing to have one-on-one coaching to observe them. some of the things we were seeing was intrusive behavior, aggressive behavior, risk for falls, the need for additional support because perhaps they can't feed or toilet themselves.

for clinic reasons it was determined it was best to have a one-on-one coach and that is beyond our staffing ratios. to ensure we are meeting the patient's safety and quality they enoccurred overtime to -- incurred overtime to ensure we're meeting their needs. in fiscal year '18-'19 we proposed an initiative to staff more accordingly. it's unpredictable we don't know who will be coming in to laguna honda but that's the strategy we've used today. [please stand by]

>> the market doesn't, you know, we have a shortage in those the special tilt -- specialty areas which is where a lot of those

vacancies are, we have recruitment challenges which is why we have a lot of vacancies. we also have, you know, more people that will come in and take the per diem because they are already working in another hospital. so we try to recruit by hiring per dm to give them an opportunity to see how they like the trauma center, and then in hopes to give them the transition into a permanent solution. >> how many of those have transitioned into permanent positions. >> we have, most of the hiring that we do, we hire in the med surge, so we higher up in the med surge and train them in the specialty areas, and then when those training programs open, we are able to hire our per diem his her -- from the met -- med surge into the training program. it carries about six eight trainees per program and those are every six months. twice a year we have training programs in those specialties.

>> and then the per diem, so they go into a per diem program, and then they transition into our regular system? >> they start off as per dm, and then they train in the areas of the specialty of interest, and then we tried to get them to the areas where we have recruitment challenges, like critical care and e.d., but it takes more training and experience that is required to go into those training programs. >> how successful are we transitioning these people from per diem positions into permanent positions? >> i feel we can improve more, but again, we have a shortage, so we can't increase our training program and a larger amount of up to eight that we have every six months because it takes a one-on-one perception to train. >> so it would be six-8 that you train every six months.

how many transfer from per diem to permanent? >> those are actually training positions, so when they go for per diem into a training program , they go from a per diem to a 23-20 training trainee. >> and then they become permanent nurses in our system? >> the training program is permanent. they have to resign from their per diem in order to go into the training program, and then they have to successfully passed predation -- probation if they want dual appointment. >> that is where you have your most manageable hours? >> yes. >> okay. any questions? so i think that we have seen off of here that there has been an increase in your overtime. >> sorry, can you over -- can you repeat? >> and increasing overtime, and is it particularly the cause of this? >> this is in the plan and unplanned absences, there is an

increase in that, as well, and while we try to manage our discretionary leaves, we can't control, so we have to manage them. >> okay. thank you very much. any other questions? seeing none, thank you very much excuse me, but may i ask some questions of the controller's office, just for explanation of this last chartier. the last -- the last chart here. >> the last chart i am seeing, the maximum allowed annual overtime, so depending on -- tell me what i am looking at. i see general services that may interest you as a city administrator, employees of a default limit. those are 15 employees that have worked over 25% of their regularly scheduled hours. the employees exempt -- zero exempted to d.h.r.

>> yes none exempted through d.h.r. they did not even request. >> they did not even request. so the average over time as percentage of regular hours, are you telling me it is 30% of these individual's hours? or the whole department's hours? >> so of the individuals who exceeded the 25%, on average they had 30% over time relative to their regular hours, and i would just point out, one of the reasons we report this is you can look at police, there at 20 7%, but that means they may have had -- they are at 27%, with that means they may have had -- they did not exceed. as opposed to sheriffs, where they exceeded it by a lot. >> yeah, these percentages, you know, when i look at them,

actually if we -- what we can really look at is it is really adding 30% more hours onto the workload. would you interpret it as that? >> relative to what they are allowed to work, the 520 hours in a year, it has made -- it is maybe not that much. an extra five -- extra 5%. i am bad at math, but maybe that is 100 hours. >> i'm super bad at math. so, okay when i look at this chart, what is it telling me? give me an analysis of what this chart is telling us today. >> i think it is telling you that there is a lot of people who are working a lot of overtime. we probably didn't need the chart to tell us that, but we

have the chart anyway. >> and without permission. >> and that is the second thing. without permission. >> exactly. so we are seeing a lot of people working a lot of overtime. we are seeing a lot of people working overtime without authorization, exemptions. >> correct. >> so we are seeing, perhaps all these people working overtime or doing it to make ends meet. a lot of it is mandatory, i am hearing a lot of it is voluntary would that be your reception? >> that would be an assumption,. >> thank you very much. supervisor stefani? >> in looking at this chart, i'm just wondering, i know the library is the highest at 40 6%, and i'm wondering why. >> there's only two of them. >> i did not specifically look, but since there is only two, it did see randomness there. >> i am bad at math as well.

>> yeah, but i would say m.t.a. is a little -- i mean, 84 employees, that is huge. it would be interesting to see what that breakdown is of employees that have -- and what classifications they are. >> i don't have it here, and to know how these numbers relate to the overall number of these employees in the departments, as in, like 1,000 -- how many city employees? 25,000 or something like that? >> 30,000. >> but i imagine the sheriff is pretty -- [laughter]. >> he has been sitting over time , he is an expert in overtime. >> this is large for the sheriff 's department. >> we have huge amounts of overtime, and i'm grateful for all these people who want to work overtime, because there are a lot of people who have kids,

families, who don't want to be working overtime on christmas day, and if one of these people who works a lot of overtime wants to do it, i think more power to them. thank goodness that they are there. really we do need to reduce overtime. we need to work into the budget a way to stuff more people into our training pipeline so we can replace overtime hours to a full-time hours. but in the meantime, it is -- it is a mixed bag, but it is really helpful to have people who like to work a lot of overtime, and again, i apologize we didn't apply for an exemption for 17-18 , but we have a good record of applying for exemptions. >> sure. i think the exemption still don't bother me as much. the human toll is what bothers me, the toll it takes only person to be working so much overtime. i get it that we have a really high cost of living, and the idea that we have these volunteers that are willing to go and work holidays in order to

survive here in san francisco, or feed their children, have a livelihood, i think it is so disturbing. i don't see this as being so much -- somewhat sustainable, even though it has been mentioned that this is not really a budgetary issue, because actually, we are saving money and overtime work, so we are not hiring full-time employees. i actually think there was a toll, there was something else that we are also missing, and i think that is the human element here, is that we want to retain our employees. we want there to -- we want them to be as healthy as possible. we have responsibility as an employer to actually assist them in being as healthy as they can be. i mean, while they are serving the city and county of san francisco, but also while they are with their families, too,

and i think we have a moral responsibility to try to have a way forward that has a good morale, that likes to come to work today and look forward to it, and feels as though they are being supported emotionally, mentally, and also physically in our work environment. we have this level of mandatory overtime where that people have to work these overtime hours, i just think it is not sustainable for human beings, but quite frankly, for even having a personal relationship or a family life. thank you very much. i appreciated. i know you have worked really hard on it. i know we always jack you up over it, thank you for being able to answer all those questions. colleagues, any comments, questions? i want to thank the controller and every department that was here. i think that we have a deeper understanding about the overtime level and the overtime needs, and thank you mr. controller, thank you for coming today and giving a report, and thank you to all the departments for answering our questions, and

forgiving as a deeper understanding, and also seeing, i guess, revealing what we as legislators may need to be doing i would like to take public comment on this now. are there any members of the public would like to comment on the budget impact of overtime spending? seeing none, public comment is closed. i would like to make a motion to file this item, please. could i have a second? seconded by supervisor madwoman. if we could take that without objection, thank you very much. madame clerk, please call item number 3. >> an ordinance amending the ministration of code to establish the affordable housing production and preservation fees appropriated and revenue augmentation fund. revenues received by the city by the purpose of funding and production of 100 affordable housing and acquisition and preservation of existing housing to make that housing permanently

available. >> thank you very much. colleagues, i would like to make a motion to continue this item until the next meeting of the full budget and finance committee. but first, i would like to take public comment. are there any members of the public would like to speak on item number 3? >> this is a bit blurry. shoot. so the darker spots are the leaks of the pipes. >> please speak into the microphone. >> the darker specs are the pipe that was pretty much laid in 1880. those are the areas where you can see the leaking. the other spots are from about 1935 or 1910. the pipe that is leaking, and from what i understand, it would

take about 17.5 years to replace the 20% of pipe in the worst condition, and i believe the rate you are being charged me be -- being charged may be a different rate. assuming that there are 265 linear feet per block and you are doing 16 blocks a month, 16 blocks being one linear mile at a rate of $45 per foot, which would cost about $190,000 per mile, but i thank you are paying something like to $.4 million per mile. in a separate issue, the porta parties, the pitstop toilets you guys are spending about $6 million over a 30 year period for those instead of just using construction site style toilets

that people could use 24 hours a day, and save yourself some money of cleaning the streets the following mornings because they are soiled despite the exorbitant cost of the pitstop program. >> thank you. any other members of the public? seeing none, public comment is closed. i have made a motion to continue this item, item number 3 until the next budget and finance committee. could i have a second, please? we can take that without objection. thank you. madame clerk, do you have any items before us today? thank you very much. this meeting is adjourned.

>> [inaudible] i'm a illustrator by day and a [inaudible] composition teacher. right now i'm practice by transscribing [inaudible] that is what i have been doing the past couple years, teaching myself. california college of the arts, illustration there has really great teachers. robert hunt, vance story taught me a lot. what i'm working on is a portfolio

[inaudible] riding a donkey unicorn in the process. >> my name is dawn richardson and musician, drummer and drum teacher. i guess i would say i started my professional path quh i started playing in bands and teaching drum lesson when i was in college. they were definitely not that many women that would do what is doing. in 198 8 i graduated from cal state los ang and studied mostly classical percussion and music education but at the same time i was in hollywood so played at night in rock bands so was doing two different things. >> the reason i'm [inaudible] the people. there is a extremely vibrant art community especially arounds the

red poppy art house [inaudible] as a artist in the past 2 or 3 years there is a event called the [inaudible] every 3 months a free art music festival that i usually play at and just met so many people. >> i was teaching a little bit and doing odd jobs like waitressing and going at night and playing in bands and meeting a lot of people. i chss in ban that had cool break jz get parts on tv shows or things like that. a friend of mine, we had mutual friends that got signed to a record deal in san francisco called 4 nonblaunds and i addition frd the bands and moved to the bay area. i think things are different now than 30 years

ago, the world evolved a lot. it could be a challenge but have to know how to negotiate everything and sometimeatize is [inaudible] it was great to get to a point where i was just treated like another one of the people, a musician not a female musician and that is always what [inaudible] >> you don't hear stuff on the radio [inaudible] i need to write music [inaudible] be more conscious in their decisions and somehow make that poetic so they will be convinced. i think i will do that. [singing in backgrounds] drawing and writing music since i was a really little kid and fortunate enough to have a good education in art and parentss who supported me. i hope my life will continue to allow me

to do both. >> for me now having all male, female girls, boys students it shows the world has changed a lot and people areope toon open to a lot more than they were in the past. you can get a deep satisfaction from responding a lot of year practicing in one thing and becoming really good at something. sometimes i think that it is better to get lost. you have to practice and become good at what you do, so if you have everything together then go out in the world and do what you do and then i think people weal accept that.