you please address those issues and how mohcd's budget is actually adhering to the budget instructions from our mayor? that would be great. mr. controller, if you could supply us with actually the information that the department has submitted to the mayor, i believe that that is public information and it's something that we can actually access through the board. i think we could have a robust conversation when we have all the documents in place. other than that, i think that's it. thank you very much. i appreciate you coming today. >> thank you. >> thank you. >> so let's hear from the department of human resources.

>> good afternoon chair fewer, members of the committee. kate hour. i'm happy to be here with you today to present d.h.r.'s budget on behalf of micky callahan who was unable to attend today. i would like to thank our team at d.h.r. for their work to advance our mission which is to use fair and equitable practices to hire, develop and support a highly qualified workforce. i would like to thank all the individuals who were preparing the budget every year in the

controller's office and mayor's budget office and the board of supervisors and budget annalists as well as linda wong and john gibner who are here with and you support the work and effort. as i mentioned a moment ago, our mission is here to use fair and equitable practices to hire, develop and support a highly qualified workforce. we have a five-year strategic plan that guides our work and incorporates the goals that you see below which i will not spend a lot of time on today. over all, i've provided you with a summary of our budget which is proposed in the mayor's budget at $112 million for fiscal year '19-'20. as you can see in this chart,

workers compensation reflects 80% of our budget because it includes the direct medical payments for individuals who are injured as part of their city employment. the remainder of our department, about 20%, reflects the important city-wide work we do to ensure that we're investigating and responding to e.o. complaints, including negotiating new contracts which we've just conducted, meeting grievance resolutions things like that. as well as general human resources, responsibilities such as managing exams, hiring people and then finally promoting pipelines and gave us recruitment into set employmentt so people have that opportunity and they get to stay and grow in their employment here.

the changes in our budget are primarily due to changes in workers compensation as well as the hiring modernization project that the controller mentioned to you a few moments ago. our key initiative is focused on these four areas so diversity, equity and inclusion. director callahan has been in front of you and the full board in the past talking about some of the workweek doing around equity, diversity and inclusion. our hiring modernization project as you may know, at d.h.r. we have processed 150,000 applications for employment and hired 9,000 people and we need a more modern system to do that. promoting emergency preparedness including better training for city staff and preparation in their roles as disaster service workers and support for the

housing authority transition as you know there's a lot of uncertainty about how that transition will happen and what kind of support will be needed and so we want to be prepared for that. and you asked about position changes. the budget includes a growth of seven fte supporting these kit initiatives and emergency preparedness and some additional support around compliance related to medicare in workers compensation and then in employee relations as we moved to implement the negotiated labor agreements. finally, you requested just some high level summary of performance metrics and they're included in our budget books but our performance metrics vary by division and they focus on -- they vary and includes things

like completion resolution time and employee satisfaction with their experience of working with d.h.r. and the wait time between exam announcement and listed option so how long does it take to get through an exam process before a department can hire off that list. and reducing our over all time to hire which is a key metric for our hiring modernization project. the average time, based on a controller's report of a few years ago takes 118 days to hire a city employee and we want to bring that down to be more competitive in this labor market. with that, i'm happy to answer any questions you may have about d.h.r., our budget or our important initiatives. president yee. >> supervisor yee: can you explain the seven new positions you will be adding?

>> i'm happy to. the budget includes positions to support our efforts around diversity, equity and inclusion. staff to do additional recruitment focused on diversity and recruiting a diverse candidate pipeline as well as staff to address what we've identified as a challenge in the way that employees feel about their work here. as part of the mayor's executive directive on a diverse workforce, she ask we work with h.r.c. and convene a stakeholder working group. and part of that working group, one of the things we heard was i have a complaint about my working environment. i bring it to e.e.o. but it's

not an e.e.o. complaint. i just have a bad boss or bad co-worker or a team dynamic that is not positive. and so, that will focus on equity inclusion and a sense of belonging is really about trying to address that gap between complaints that are legitimate complaints but are not e.e.o. and we need pay better process for managing those. as well as digging into the data that exists so we can understand where we may have the dis parties we needs to address. that's one component of the new staff. the staff person to focus on disaster preparedness working closely with the department of emergency management around disaster service workers, training for city employees and deployment of the disaster service workers as well as mutual aid if we're a recipient of it and those sorts of things.

we're proposing an additional senior labor relations position to really focus on more efficiently staffing grievances and meet and confers as well as implementing the workplace associated with the labor contracts moving through the board. as you know, during labor negotiations we staff up and then we staff down. so we think given the amount of changes that are proposed in this set of contracts, it would be helpful to the city and our department to have an additional person to manage that. and as i mentioned, we want to make sure that when we are -- when workers compensation claims are appropriately designated as workers compensation, that the

city is paying for those claims and medicare is not paying for them. we want to make sure i'm doing that quality control and call qy assurance and that's the additional position. >> how many do you have currently? >> we have in the condition curt 166 budgeted and funded positions. >> how many vacancies do we have? >> we have six or seven vacancies. which are -- it's about a 4.2% vacancy rate. the range of vacating is between throw anthree and six months bue in active recruitments for several of the pending listed options. >> so, your general increase of seven f.g.e.s for fiscal year

'19-'20, how many of those are for your work force equity? >> four. two on recruitment and two focusing on dispute resolution and promoting a more inclusive workplace. i'm just going to say that it's actually premature for you to have these positions to work on work-force equity before we get the office of racial equity up and running. which we should in a year's time. it's something, through many sessions we have here at the board and committee meetings and hearings we've heard distinctly from the workers about your

particular department and i think that this is why the office of racial equity is so important that it is a place where i think can the departments can also look to for advice and also for direction. i think these positions, while well meaning, i think are premature actually to be put into budget for fiscal year '19-'20 however, we are not making decisions today. i wanted to mention that also you have seven vacancies that you could actually -- and i'm wondering, per the mayor's budget instructions once again, why these -- why you are not incorporating these new positions into the vacancies you have and looking within the existing budget as your department is pretty large, 166 employees and i believe that per the mayor's budget instructions

we repropitiating with existing resources first and reprioritize and not to add any f.t.e.s. that's my first impression but maybe my colleagues see differently. i was trying at the diversity piece and i was going to ask what is the relationship between these positions and the office that they're going to begin to start and how are they coordinating their efforts? it seems so that's one thing. but i have a different question on the angle of staffing that i

could have asked the controller but i'll ask that question late and i'll ask that supervisor ronen is on the roster also. >> thank you. i'm wondering if any -- [ please stand by ]

>> that being said, the real way that we think we are going to be able to support departments in moving more quickly to hire is through this hiring modernization effort. sylvia mentioned we accept 150,000 applications a year, we hire 9,000 people a year, and what are the factors -- one of the factors that help us

identify the need to take on this project was the controller 's report which is called time to hire, and that report identified that because of the system we used, we aren't able to accurately identify where the holdups in the process are. and new system that we are in the process of procuring will allow us to say, is the hold up in the hiring process because we are waiting on an exam to be conducted? is a hold up in the process because we are waiting on a hiring manager to schedule interviews? is a hold up with d.h.r. and that we are not moving the appointment processing through quickly enough? so i believe we will begin to see real improvements within the next year, but a system by itself does not solve the problem, so we are continuing to work with departments to find any innovations they can use and

approaches they can take to reducing that time to hire without relying on temporary workers. >> we can talk about that more. we can hold a hearing, we should hold a hearing. i know there actually has been a hearing on that recently. i missed it, unfortunately. but we can talk about that later for me, i want to echo what my colleagues have been saying. if we're not talking about speeding up the process, i'm not sure how open i am to new positions. >> actually, when we had the hearing, if i may, it isn't just about human resources. it actually has to do with civil service, which is another big huge thing, and so i actually don't think that if you have

more positions it will fix that issue. i think that is a fundamental issue as i speak to department heads about hiring, all fingers turn to the civil service department. i actually don't see -- of course, we are not actually making decisions or any actions at this point, but i do think that we should be able to give you a little bit of a heads up about our thinking, so i think this is an honest assessment after we have had hearings, and had deep discussions about it, and also speaking to department heads. i don't know those positions. after, maybe, the root issue is fixed, then i think there might be cause for that, but in the meantime, i just have to concur with supervisor ronen that through the hearings we have had , it shows that some of the key problems lie in the civil

service department, actually. anymore questions? >> earlier, when you were doing your presentation, you talked about -- the question was asked by supervisor mandelman how many positions are open at this point , and they are not filled, and he named like 20 or whatever it was, the number was, and then he went on to talk about that those are unfunded positions. there is a number of unfunded missions, and it almost matched the number of positions that were open.

is this a common practice where we are actually allocating more positions that you could fill without funding it, and whether it is common or not common, is this a tactic to actually hire people quicker? because you have empty positions now and you could start interviewing, even though you really don't have funding to hire those positions. so i hope i'm not making it too complicated, but there are a couple of issues here. i wonder how it all plays together. >> sure. thank you. let me make sure -- i will try to answer your question, and i will invite to the controller to join me in answering if there is more that i should say.

i think your question is about, essentially, how does what you see in the mayor's budget book in terms of the number of budgeted and funded positions relate to the total number of positions that a department might have available to them from which to hire? the difference there is essentially the difference between the a.s.o., the annual salary ordinance authorized number of positions, and i think the way that people tend to think about that is that is the menu of positions from which a department may hire. you have authority to hire across a set of broad positions, and then you have positions that are -- then the budget itself --

people go on leaves of absences, they take promotions, so to try to account budgetarily to the fact that departments don't necessarily use their full, a full salary allocation for every

position, because there will be particularly, in larger departments. >> so the question then becomes, it is not the case, why don't we allow for all the departments to have a bigger number of positions that they can hire into, knowing that every presentation today, the answer is i have so many openings. you could actually start to process hiring before there is an empty position, knowing someone will leave at one point. it only works if you have a lot of positions in the same category. obviously if you only have one position and particular job description, then it doesn't work as well.

so that is the question. is that a potential way to cut down the length of time that we would have a position open? >> i think i understand the question. the question is, if departments had additional position authority, even if it was unfunded, could that potentially allow them to fill positions more quickly? i think the answer is yes. typically the way that we allow departments to begin the process of hiring is based on whether they have full funding for that position or not. if a department starts -- most new positions are funded at 0.77 of a fiscal year, they are not a whole fiscal year, with an idea that there will be a delay in

the hiring and recruitment for that position. it tries to account for that already, but certainly, if the department has a vacant position , and they can identify funds to support it, they could begin the recruitment. >> the 0.77 is for new positions >> that's right. >> so most of the positions that people are talking about our ongoing positions. >> that is correct. >> so coming back to the controller, i guess what you were explaining was, is that a tactic for you? >> tactic implies something devious, so i would not wanted to come across that way. it is true that attrition, this kind of thing that we're talking about, is inherent in every department. this is a standard budgeting tool across the city.

what might differ is the percentage of positions. the difference between what is funded and what is authorized, that number is probably different in different departments. we can take a look at that and report back to you, but every department in the city has an attrition or adjustment in the budget. it accounts for the fact that there's always natural turnover occurring in the workforce, so it is unique to the controller's office. >> i don't see it as devious. to me, this is another way to manage, you know, fully staffing your organization, so if there is a way to do this, i don't know why we wouldn't want to do it. >> i think, what we will do is we will look at the difference and report back to you with departments i really feel like that difference is very narrow, and they don't have much flexibility. i think that is kind of where the strategy you are talking about might come into play. we are having more position flexibility and it might allow

them to fill positions more timely. >> thank you. >> any other questions or comments? thank you very much. >> thank you. >> all right, i think now we are down to trent, come on down. i have a whole page on you. this is a human services, and we have our executive director here , and also, the executive director and another director. all friends here.

>> good afternoon, supervisors. i'm the executive director of the human services agency. i have five minutes, just for clarification, there are three departments within the agency, are we looking at five minutes for each? >> if we are doing increments of five minutes, if you would like to request an additional five minutes or increments of five minutes. do you think that you would need ten minutes, 15 minutes, just let us know and we will set the clock. >> let's go 15 minutes. >> would you mind, madame clerk? >> we may probably be under. okay, just to start, our mission is to promote the well-being and economic security among individuals, families, and communities in san francisco, and we do that through our dozens and dozens of programs. i will list some in a bit.

as you know, it is comprised of three departments. the department of human services , for which i will be presenting. you can see in our 1920 -- our 19-20 proposed budget, the break down across the three departments, and then the grey is the administration the reflects the h.s.a. piece of our budget. we use this money to deliver services including cash assistance, student nutrition support, health insurance through medi-cal, employment training, job placement, early care, and protective services among seniors, disabled, and kids. and every year, through our three departments, we serve about 225 and duplicated seven his -- unduplicated san franciscans. you can see our breakdown of where our proposed budget of over a billion dollars goes towards, predominantly three

buckets. payments and services, these of benefit services and supports about that, staff, salaries, it over $200 million in contracts with community -- community-based partners. 419-20, the proposed budget is the increased general fund costs that is about $54 million. a total budget increase of about $67 million which reflects the general fund. i will walk through some of the enhancements. the largest increase is the in-home supportive services program. you can see from this chart that the increase that is in the proposed budget is over $25 million in the next year, and then for budget year two, another $13 million in general fund. this is attributed to the compensation ordinance increase wages for 19,000 in-home support

services providers. their wage will be going to $16.50 an hour in july, and then another dollar going into effect on july 1st, 2020. there is also an annual inflator for the state law governing i.h.s. that is included in there as well. f.t.e., you can see across the agency, across the departments, almost 2200 f.t.e. a proposed f.t.e. of 2182, and the breakdown you see there, 70% in human sores -- services. in terms of the f.t.e., we have about 150 vacancies. that has been the conversation of today so far. however, when you look at our

salary budget, given our attrition adjustments of about 7%, we are about in line, that is about 150 vacancies. for the first time in many years , we are projected to fully spend and probably exceed by a bit, our salary budget for the current year. the budget takes into account the natural rate of staff turnover. if we were to fill -- if we were to be completely full, 100% staff, we would exceed our salary budget by $25 million. the new f.t.e. for 19-20, we are proposing to add 20.6 f.t.e., and these are reflected in new initiatives that i will talk about in a second. the budget does annualized 35 positions that were added by the board in the current year to allow us to implement the s.s.i. , the termination of the

s.s.i. cash out for cal fresh. you will see in the budget book on page 240, we have 49 different performance measures across the three departments. i will not walk through those, but broadly, they are in the three buckets. our protective services is timeliness of response to hotline calls, rates of reentry after we have actually had a successful discharge, recurrence of abuse, and those things. and i would be happy to answer questions in more detail if you'd like to look at those 49 measures. new initiatives reflected in our proposed budget, as i said, positions that were already approved in the current year

from the supplemental, to allow us to implement the cal fresh expansion to individuals who are on as as. there are 41,000 people in san francisco who are either aged, blind, and disabled and are receiving federal s.s.i. they were not eligible for cal fresh, and they received $10 a month. they are now eligible. so far we have enrolled about 25 % of the eligible population in just the first month. we are doing a really good job that is far exceeding the initial projections. the second biggest increase our the grant increases going directly to recipients. the cal works grant increase that will go into effect in october and 13% will bring the grant for a family of three up to $993 a month. because of the way the, ordinance is structured, any time there's a cal works increase, we do a corresponding

cap increase which will result in an increase to $580 a month october 1st. the new staff that i mentioned a couple slides ago, we are proposing five new eligibility workers to work with the department of homelessness and supportive housing in the navigation center and other shelters to connect clients to medi-cal, cal fresh, and other benefits that they are eligible for, and then the other additional f.t.e. are part of the welfare work jobs, and there are 20 additional that we are calling career pathways slots, and this is on top of ten current positions targeted to public-service trainees who are completing their one-year job with whatever city department they are in, most typically human services, public works, recreation and park. if they have had a successful 12 months and completed all the corresponding training courses, they are eligible to be selected

for a three-year career path or city employment position, and it puts them in good standing into becoming permanent civil service people. they are also able to successfully passed the civil service examinations. that concludes the part of my presentation. i can answer questions now, it is up to you guys. great. >> good afternoon, supervisors. so the office of early -- my name is ingrid, i am the director of the early office of early education. we sit within the larger system of h.s.a., and we are charged with ensuring that all children have access to high-quality early experiences.

we also are working on strengthening practices, so children do get those high-quality experiences, and it is something that we are really focusing on in the next for years, his compensation for early care and education educators. and that means we can work on school readiness, which is the benchmark of everything that we do, to ensure our kids are -- have the best experiences and the best start. we work very directly and intently with high need populations to ensure that early learning opportunities are available in the communities in which they live. our focus is to learn dual language development inclusion, family engagement and support, and we are developing a comprehensive early childhood system, in partnership and alignment with first five san francisco to ensure we are looking at the whole child within the context of their community and of their family. our budget for next year is that

we are focusing our dollars on teacher compensation, very similar to the school district in looking at high need neighborhoods. we are also using the funding that we are getting from the windfall to continue the work around expansion of early learning spaces through childcare capital projects. our focus is on incident -- and fit in -- infant and toddler care because that is one of the areas that is the least available in san francisco, and especially in communities where we have a large proportion of children under five. we are strengthening the capacity to ensure that we have early education opportunities, and so we have over 8,000 children enrolled in city funded space, and these are mostly predominantly enrolment within the eastern side of the city. we will be providing the cost of

doing business for all children programming, and that includes the student reimbursement, and of course, we want to make sure that we are also improving every level of the system, including the match between children and the spaces where they go, and supporting quality improvement is, again, something that is core to our mission, ensuring that there is excellence in early childhood programming, including the structural practices. if there are no questions... >> i do have one question. do you have any plans to actually combine with first five it seems like so much of the work complements each other and is aligned to each other, and so , and i know that you come from the five, and i was on the commission with you. so i am just wondering, are we looking at that?

i think that what first five has done, the work -- it is a model that is strong, that i think has proved its effectiveness, and now we rely on them, and what you are doing it seems as though it is strengthening also what first five does, what they do foundation only and you are building off of it, too. >> short answer is yes. we are investigating that. first five is a commission. it is part of the state charter, but there is also a local charter, city charter, that establishes children and family commission. with that, we have to look into what that may entail. in the time being, we are working really closely with first five, and part of that is because there is work that overlaps, part of it is the school readiness. this is something that first

five established in san francisco unit measuring children's academic experience once they enter the school district and making sure where there were gaps, we were addressing those opportunities, so with the work of them, our work is also about getting children ready for school. so how do we begin looking at our joint evaluation efforts, how do we start aligning some of our investments and our strategies to ensure that we are creating the most impact we can. >> you having been in a unique position with both organizations , do you think the motion of it is it a good idea? >> i think it is always a good idea when you maximize efficiencies, especially in government, which can be difficult at times, and first five is a government agency, just like others. the work is very similar, and so

, yes, it wouldn't be wise stewarding a public dollar if we were not looking at that. >> great. thank you very much. advisor ronen? >> it is kind of along the same lines. i know that there is declining tobacco tax in the state which is a great thing on many ways, but means that first five's budget is shrinking, and i'm really worried specifically about the family resource centers and what we are going to do about keeping those strong, because they are so important in our communities given the ever shrinking tobacco tax. i just wanted to hear little bit of your thoughts on that, and maybe if this strategy of combining the two entities is a way of dealing with the fact that that is a shrinking industry. >> right. and first five will be presenting their budget tomorrow

or the next day, but that was something that was planned for for the loss of that tobacco tax , so a reserve was established. and what we are trying to do is, you know, ensuring that we are on a timeline so we don't wait until the clip happens, and so family support is a key indicator that influences school readiness, and so, again, it would, it is a great alignment piece to look at, how do we support the family resource center, specifically as they provide parenting and other supports, supports for pregnant people, and other support to families in the same communities in which we are holding these assessments. >> thank you. >> okay. thank you. come on up. >> good afternoon, supervisors.

i'm the executive director of the department of aging and adult services. our mission was in the human services agency and supporting the well-being, safety, and independence of older people and veterans. i will quickly highlight some of our budget enhancements for this new year. the first is a program called home safe. in this new fiscal year, will be launching the home safe program pilot per dumbly funded by $774,000 grant from the california department of social services to support collaboration between the homeless continuum of care and aps. it is a great opportunity for us to partner with the homeless department to ensure that clients at risk of eviction and homelessness due to abuse and self neglect will be adequately cared for, so what this does is provide intensive case management provided by adult protective services and one of our community partners, and the

effort is supported by $1 million and one-time funding from the mayor that has been directed to support assisted-living placement. so it will really help support people living in supportive housing. also move people into assisted-living, which will help create flow and space in supportive housing stock. next is public conservator, and we are requesting two positions to create a full unit of four staff who will work on creating a specialized community-based conservatorship unit. it will have caseloads of up to 20 clients, compared to what we have now, which is an average of 45 clients. it is really hard to provide the kind of clinical care that we need to provide to our clients when the caseload is as high as it is. we will work closely with zuckerberg hospital and other psychiatric hospitals in the

city to quickly move appropriate clients from these states to community-based settings. these clinicians will be providing higher intensity services then we can currently provide, and it will be really focused on the population that we have been talking a lot about , which is people with co- occurring mental health issues and substance abuse disorders. so we already have two specialized units and service models that are working very well, although the numbers are always small. the first is community independence participation programs, and the permanent conservatorship. and then we have the rollout of the electronic visit verification program, which does not roll off my tongue very well in 2020, we are required by

federal mandate to implement a new electronic verification visit system to track provision of i.h.s. services, and as you probably know, we have over 22,000 clients, in over 20,000 caregivers. these populations are highly diverse in terms of language, culture, education, age, and disability. currently, only 20% are enrolled in the electronic timesheet systems. most still use a paper-based system. we have received additional funding from the department of social services, and for staff to ramp up and provide ongoing support for the next system. okay. sorry, i'm not quite done. we anticipate about $1 million for this, and we will work with the public authority to do outreach in the community. with community services, this past year we developed the dignity fund services and allocation plan, and i believe all of the realist -- received an electronic copy of that, as have your staff. it is our four your funding plan

that outlines how we will allocate the annual fund growth to address unmet needs and equity. to support a clear and consistent process, we plan to focus on specific service areas in each year as we allocate new funding growth, and so, in this year, we have 3 million to allocate, and we are focusing in two areas, case management, and community connection and engagement, and of course, we always have the cost of doing business piece as well that comes out of the $3 million. in case management, we are looking at equity driven care, navigation of peer support, case management systems improvement, and then in community connection engagement, we are looking at neighborhood initiative programs , which is new for us, and may interest you as supervisors. we support neighborhoods because this is a chance for people to

come forth with neighborhood -based ideas and propose them to the department and we are really excited to see what new things might come from neighborhoods. the second is the disability cultural community center that we have been working to plan with the institute of san francisco state. we are hoping to implement that in the coming year, and the third is transgender programming right now we are pulling together stakeholders and in the transgender community to help us figure out what that program may look like. i think that is the end of my report. i am happy to answer questions. >> yes, could we talk about the conservatorship positions? you are saying now that the caseload in the public conservatorship office for a caseworker, working with someone with a diagnosis is 40-1? >> is 40-1, but there's a whole

process. obviously we have put together the investigations, we go to court, and then we are responsible for working with clients when they are in treatment, and so sometimes that higher ratio works okay if somebody is placed, and we are assisting them, and they are getting the treatment they need. in this particular case, we think we need a specialized unit because we will be working with a lot of people who will be in communities, were getting treatment, and probably need more visits and more support from our office. we would like to add to that unit and that specialized caseload to our portfolio so that we can better serve the clients that need our help. >> i could not agree more. i just feel like 20-1 is an absurd ratio for that population of people. i can't believe that the ratio we are currently working with is 40-1. and you are able to be successful in conservatorship? and these are people that are

involuntarily conserved, usually it just seems like such an insane workload. >> we have really good clinicians on our staff. i think, as i said, this is a multi- departmental approach. we are working very closely with people in the department of public health as well, and if somebody emplacement, they are being worked with there. i think when we start thinking about, you know, supporting people in this new environment, then we need to really make sure that we are staffed up, so, you know, what we want to do, and what we are already starting to work on is really looking at the outcomes of conservatorship, and that will help us determine what the staffing ratio should look like. >> i am also really confused because during all the hearings that we had on conservatorship, we were told the ratio is 17-1.

>> i'm not sure what that ratio is. for us, it is about 45. >> are there different types of caseworkers? >> so they are different things. i think what you heard at that hearing was the department of public health and they were talking about there in can't -- intensive case management program. they have a lower ratio and that is partly why our higher ratio is okay, we because we work closely with them. >> what you were talking about is an medical staffer, what type of -- >> we are talking about licensed clinical social workers whose job it is to be a deputy public conservator, which basically means that they worked to ensure that the person is on conservatorship, is getting the adequate treatment and write treatment and services. >> and case management, which maybe coming from somewhere else >> they work in collaboration with the case manager who has a caseload of 17-1, but the

clinician currently has a caseload of 40-1. >> correct. >> it would be great to learn a little bit more maybe off-line, not in this conversation, how they work together, but i think, for the population we are talking about, 40-1 is an absurd ratio, so i am very supportive of the 20-1. i am just wondering if that is the right number, that perhaps we can delve deeper into that off-line. >> i think we need to do some research to know if that is the right number, and we need to look at this new unit, and we are starting to deal with a slightly new population in this program with 1045. so, you know, we are going to be collecting data, and we are happy to talk about it off-line. >> okay. >> are there any other questions any questions for any of them?

yes? >> i want to say first of all, i am new, but getting to work with folks in this department, i have been really impressed by the extraordinary competence and commitment from these folks, so it is great to have you here, but i do want to ask about that two thirds of folks were getting hired within six months, that suggests that once they are in those positions, those positions have been vacant for more than six months, and it seems like a challenge for the city to have that going on. >> sure. i'm the director of the human services agency. so, yeah, the six months is sort of a standard kind of length of time to fill a position. assuming we have an eligible civil-service list, we go through the interview process,

et cetera. the reason we have a third that or more than nine months, or a multiple -- there are multiple explanations. some were intentionally being held vacant so they will be substituted, and the substitutions reflected in the proposed budget. i think we have 60 substituted, so that accounts for a lot of those, and then the remainder are just i.t. positions that sometimes take longer to fill because of the skills. we have a lot of special conditions on some of our positions, so we're looking for cantonese speaking eligibility worker, or spanish-speaking childhood protective services worker, those take longer to fill. it is certainly not because the one third of positions aren't as vital to the operations as the other two thirds. >> when you had to think about reductions to proposed to the mayor, how did you think about that? what did you do with that instruction? >> we are fortunate in our instruction of over a billion

about 65% of that comes in federal and state revenue. rather than making cuts, we increment -- we recognized increased state revenue in various programs so there is no impact. we are able to offset the county general fund with state or federal dollars. >> thank you. >> i just have a question about your projected budget for 19-20, and that you add 20 f.t.e. to your budget. it says annualized as 35 positions, so, i guess, we approved a supplemental for your department because of -- okay, but these are 20.6 new f.t.e. on top of the 35 positions that we allocated through a supplemental is that correct? >> yes, but they are different

positions. the slide reads funny. they are two separate categories one is the annualized asian of the positions you approved in the middle of the budget, set those aside. the 20 new f.t.e., 20.5 represent five new eligibility workers who will be doing work with our navigation centers and our safe centers and shelters getting the 1500 or so people who are in them onto benefits and making sure they stay on benefits. so that is five new positions, and then the other ones are 20 new career pathway positions which are targeted to individuals on public assistance who are participating in our jobs now program. these positions are city positions targeted to individuals who have shown great promise and have been very

successful in their initial jobs now and there's public-service position, it is a path toward city employment. we currently have ten of those in our budget that we are proposing because the program has been so successful, proposing 20 more. >> how many people have been transitions? these are permanent civil-service positions that you transitions them to. >> they are not. they are three year positions. the idea of being it provides them with extra training, extra experience in a classification that is different from the public-service trainee classification, which is mostly a 99-10 or 99-16. >> so are they permanent civil servants? >> they are not. >> you are putting them from one temper a template position to another temporary position and that is highly successful? >> it is successful, and the reason we do that is there is no permanent civil-service 99-16

position. we take a in 99-16 individual who is successful, they get put into a 14 -- a 1402 towards a pathway of being clerical support or or admin support, and it is a three year position, but then it allows that individual to take the 1402 examination, to use experience as a 1402 to qualify to meet the minimal qualifications as set out in the civil service rules, that is the idea, and we have only had ten of those, but it is not the only path to permanent civil-service for 99-16 p.s.t. it is one of many paths that we do for our many, many hundreds of p.s.t. that we employ every year. >> so how many have gone through this program, and have transitioned? >> the pathways program specifically, or the p.s.t. program? >> what you are talking about is this path career program, and

this is exactly why you need the 20 new f.t.e., is for this career pathway correct. >> have piloted it already. the pilot. >> with the ten positions that we put in last year, i will have to get back to on the specifics. it is easy dated to pull because it is just ten positions. i'll have to let you know if they are now permanent civil-service or whether they are still in their current position. the more successful path just in terms of numbers is working with the p.s.t. while he or she is a 99-16 or 99-10 and making sure that they know when civil-service exams are being offered and when positions go up for proposed -- for posting. we have hired dozens and dozens of eligibility workers, admin support, i know the d.p.w. has hired from the