baseline production of foreign election. we don't -- we are not in the business of trying to say this is who will win, we just try to get a number of the total people who will vote at the election for baseline projection regarding our personnel materials and resources, and so from there, we look at the number of ballot cards projected to be on a ballot because there are trends from election to election, and amo ural election has a trend that is reflected through time as does a presidential primary, as does a presidential general election. you look at those factors, then you look at the process of what we have to do to meet the service levels, and then you start to put the pieces together what changed for the next fiscal year is a new voting system going in. and also with the presidential primary being back in the calendar from june to march, we are probably running to elections simultaneously.

that will impact planning. september is the beginning of the filing period for the march election and the charter amendments -- going into the next fiscal year, the numbers don't drop for staffing is much as you would expect, and the reason is that it is a presidential general election, and we have had a string of very high turnout elections in san francisco, and in 2016, that was the highest number of voters in the city's history, and i think 2020 will be the biggest election in the city's history. again, we look at our different factors, look at our processes and just consider how many people we need to bring in.

>> these are permanent, full-time positions. >> no. >> okay. >> they are all -- all the ones that are in my presentation are temp as needed. they are not people. >> i'm looking at the budget, you went from 49 to 76. >> okay. that is different. if you look back in time going forward, one -- we do the same factoring that i just explained, but also, we have additional factors that are newer in our budgeting considerations. the inclusion of filipino as an official language for the city, that required some extra staffing, extra materials, extra product that we had to deliver, adding nonsystem voting was something else that we had to bring into the factoring. also, the conditional voter registration where people who didn't register to voter changed their registration before the formal deadline, 15 days before election day, then come to city

hall, and register to vote on the same day. that requires a lot of extra processing handling on our part, and changes the dynamic at city hall, so we have had, since 2017 , we have increased the number of stations in city hall at the voting center by sevenfold, so when you increase the number of stations by sevenfold, the people supporting that operation, directing traffic, handing out materials to people, they have to increase as well, so as we go forward in time, our service levels increase and then when you get into these bigger election cycles, that's why you see those numbers the way that you do. >> so we go from 49, 76, back down to 57. it is just a lot of fluctuation, but those are permanent? >> the permanent staffing hasn't changed. i think we have added a position and a half in the last two or three years. >> so these are all temperate positions? >> correct. >> thank you.

supervisor mandelman? >> i guess along the same lines, i think this is the first apartment we have seen where many of the positions, much of the growth is not permanent, and also it is a little hard to tell from these numbers what is happening with the underlying department, so you are saying it is pretty much staying the same size as it has been for some number of years. >> yes. >> how many permanent employees are there? >> right now we are at 29. we do have some people on project status, mr. controller? >> while john is gathering numbers, i can speak in general terms. i thank you are looking at the mayor's budget book pages where you see salaries in a single bucket. obviously, there is a lower level of detail that sits in the

budget system itself. a lot of that detail will be presented by mr. rose and the budget and legislative analyst office when you see it next week the level of detail regarding how many positions are permanent positions, how many are temporary, for example, is clearly differentiated. we can provide all of that for any committee members who are interested. >> thank you. >> so this question may have been answered, because this is along the same lines. you are asking for -- i have this analysis of changes from fiscal year 18-19, the total f.t.e. increases by 27% for fiscal year 19-20, and then decreases by 19 for fiscal year 2021. i think that is reflective of the temporary staffing and everything, but that means there's eight left. so do they just stay in the department?

how does that work? >> we do have, there is eight positions in the department that are permanent exempt, in one of those includes the six -- six actually. one of those includes executive assistants for the elections commission, then there is the deputy director, then we have some people who are permanent civil service who we have reassigned and given them a higher classification, so they are permanent exempt. i think that is what you are saying. i am not following your numbers. if i saw it, i could probably follow it easier. >> okay. how many permanent exempt do you have in your department? >> six. >> six permanent ease it does exempt. >> one is the commission's executive assistant. it is allocated in our budget. >> okay. i thank you have a very confusing budget, but i think we will be looking at it more and more, but i know it fluctuates, so what i wanted to ask you,

since you are here for us and for a high level overview, is the prop and noncitizens voting. i wanted to know, by your estimation, how well will we get the information out to our community that would actually, are actually legally -- we -- were not legally able to vote, and then where granted the legal right to vote through prop and as a charter amendment.

>> i don't think the concern was always the voters themselves.

i think that a lot of people -- other people in the community were fearful for the non residents. i think fear was spread that perhaps prohibited or stopped some people from bridging the vote who would have otherwise. for this november's election, there will be a board of education contest. the department is already preparing to get the word out and -- in your department, it was your responsibility to train personnel also to be able to address this issue when they're doing voter outreach. i'm asking you is, through your

management and your department, did you hear anything in particular from your employees that actually charged the responsibility to actually give this new voter information out to folks? >> no. there was no negative feedback. we did -- from the very beginning of the process, and in the information we sent out to the public to when the folks were doing outreach to the polar materials to the ballot formatting, to the poll worker training and how we addressed them, it was aware of the prop and voters and potential concerns around that. again, that's what i'm saying. we didn't get a lot of negative feedback for people who were eligible to vote in these elections or san franciscos regarding the topic of these

elections. no. >> the reason i'm asking is we will have a school board election this year and another one in 2020. we were guessing a little bit about the the information and what kind of questions folks would have about this so i wanted you to know whether or not you collected anything on questions that people asked that we did not include in our training and we should include in our training for the elections in 2019 and 2020. i think this -- and i'm hearing right now you probably did not document questions or concerns from people so we can add it into our training is that correct? if that's correct that's ok. i thought i would ask you, seeing how we will implement again in this election cycle and in 2020. >> no, we did not specifically collect questions from people. at the same time, we weren't

getting that sort of feedback from people. that's the thing with elections, we get feedback pretty quickly when people have got questions or doubts about a process. we didn't really get a lot of feedback from people on this. >> anymore questions for the department of elections? seeing none. thank you, very much. ok. let's go back to our other category now. next in line is our controller. mr. controller. sitting back there and relaxing a little. come up and welcome to the hotseat. just a joke. [laughter] it's just a joke. it's not real. >> afternoon, again, committee

members. i'll be brief. as requested. very briefly you know our mission. we're here to ensure the city's financial integrity and provide effective and accountable government. we have nine strategic goals outlined in our strategic plan. i'll save myself 15 seconds not reading through them. we see ourselves as here to help, departments, the mayor and board improve city services to provide high-quality financial services to sports city operations to provide meaningful information to the public and other stakeholders regarding the city's finances and how we're doing. to support our employees in the other parts of the controllers' office that let our organization do all of those things. generally speaking, to show you kind of how our budget breaks out by service area. our budget next year is $74.7 million. the light blue and pink pieces

of the pie here reflect our city services auditor function and kind of our analytica offices. it's a third of our budget. we have the payroll and account accounting. representing 20% of our budget. those are our core financial services we provide to all city departments. you can see how important systems are to the work we do in the controller's office and help support city departments and we have our payroll systems and the city is administering its benefits and a host of the plumbing under the city's processes. a quick snapshot at high level of our current year budget and how it changes heading into 19, 20 and '21. as proposed by $7 million next year and about $2 million the

year after that. the majority not coming up and build out to enterprise build and he is rely on our services. the general fund growth and next year and growing by about 700,000 a year after and president yee asked about about that. we've held our positions flat through the budget period. we have a lot of projects planned looking ahead into next fiscal year. i will focus on those that effect our budget and our money and they explain that variance year over year and the budget you see in the system related projects and many of you will remember we've gone through two

very large generational technology upgrades in the last 10 years in the city and in the controller's office, eight years ago, we completed or seven years ago now we completed a replacement of the city's 30-year-old payroll and benefits mainframe system and two years ago now we completed a replacement of the city's financial procurement system so that was turned on in 1986. they provided $40 million for one of those projects and $60 million for the others and we're clear of those large legacy projects origin rational projects at this point. these are significant but much smaller projects that will continue on into the future to kind of tune those systems and make them work better for our employees and those that use them. the first here at the top of the stage has to do with replacing the city's budget system so this is the smaller system we use to prepare the annual budget for the mayor and the board.

it was installed in 2008. it's no longer supported by the vendor and we're having challenges with it. the system is not functioning crashing and not doing what we needed to do and it will take us several years to replace it but our proposal for the common year which the mayor has put forward is $1.9 million to begin that project. $1 million of that from the general fund. we have a $1 million request to begin the project. we expect the total project will total $6 million. and secondly we have another set of system projects that are smaller in nature that tune our exiting systems and one is accepting and d. r.h.s and highering monitorrization and a host of other changes to our payroll benefit and other systems to make them work better for our users. the general fund investment for

those is $1.8 million. i will not talk through our performance measures in great depth. they're reflected here. you see them in the mayor's budget book but i would be happy to answer questions you have regarding it. >> do you have any questions for our controller. aside wow, i didn't realize you have that many p.f.e.s. >> supervisor yee: i want to ask you about the -- i guess the replacement system. when do you start -- i thought we started our process already? >> so, i believe president question you were calling large investments the mayor and the board made four and three years ago to replace the city's financial and procurement systems. we've completed that project. that system went live at the beginning not of this fiscal year but the fiscal year before

and we're troubleshooting that system to make it work better for us and our clients, our client departments. the system we're talking about here say much smaller sub system that feeds into the financial system and it's used to prepare the city's annual budget. it's a much smaller sub system and used in that purpose and not the any timely and the city's financial procurement systems are used for. >> for that particular smaller system, are the plans to develop a new system that is independent of the larger system that you just completed and are trying to fix? or is it going to talk to each other somehow? >> they absolutely need to talk to each other. the market really doesn't -- they are different systems brought by the market. there aren't systems that do all of this together. so i do envision that we are

buying a product that is used only to prepare budgets and then it's important for that system to ultimately, after the board a proves the budget, to interface into the financial system to then sit there. so it will be a stand-alone system. >> would it be the same vender or different vendors or not necessary one or the other? >> we will work threw through a procurement process to determine the right solution here. our financial procurement benefits payroll system is a people-soft financial system which is the system that is dominant in government. people soft doesn't have a native budget prep system so it's likely to be a smaller tool. they have purchased a couple of smaller companies that might be a selection but it's not a standard people's soft product. >> ok.

thank you. >> any comments or questions for our controller. it seems mr. controller, that your budget, the inchris reflects just your systems upgrade projects. >> that's really correct. our operations are really flat and the reason our department seems larger than you might recognize is because the portion of it that we interact with day-to-day are those that work on budget and performance but there's an army of folks behind the scenes in the controllers' office making sure they get paid and making sure our accounting works and paying vendors and all the financial infrastructure of the city. >> so you have -- have you always had this level of funding and there's these f.t.e.s or is this a recent increase? >> the new systems, those two the payroll and human resources and then ultimately the financial procurement that we turned on in recent years have

caused the growth to support those new systems. other parts of the office have been flat for a decade. >> so do you think with these new system upgrades that you may be able to decrease the amount of your f.t.e.s? >> we've had that conversation at this committee in years past and president yee has asked that question as well often. these new systems are much more they can do more. they're also a much more complex. so while i would hope -- i would love to say they're going to allow us to shrink the opposite is actually probably true. the complexity of being able to do so much with these systems means that you need more staff in the central shops to care and feed them. that's been part of what has driven our systems budget up in recent years. >> do you have any vacancies? >> we have 27.

it compares to a budget attrition rate of 21 positions so at any given time we have to have 21 positions vacant to make our budget work. so we have six funded vacancies currently. in accounting classifications and i.t. classifications that we would hope to complete hiring offices on in the coming two to three months. >> ok. any comments or questions? now can we have the general city responsibility? which is also a division of the controller's office. >> the group is done by our group it's me. it's many people. this is the part of the place in our systems that is part of our budget where we put items that don't belong to a single operating system or belong to

the city as a whole so for instance, it's funded by all the tax revenues that belong to the government generally and it's largest expenses are the again fund transfers that support the base lines city mandated transfers to the m.t.a., public libraries, et cetera as mandated by the voters. so those total $1.2 billion in the budget year and the largest is to the m.t.a. for $520 million. the general fund also supports the hospitals and over $250 million and the second largest expense is $550 million. as well as the general fund portion of benefit costs including the retiree health subsidy of about $60 million for all general fund departments and

this is where we budget our reserves and fund for real estate, utilities, aud it's andd operating costs. it doesn't belong to anyone in particular. it's administered by my division largely or other parts of the controller's office in terms of debt service payments. >> ok. any questions or comments? >> seeing none. thank you very much for your presentation. let's have the mayor's office now. and i think that this is -- we need more than five minutes for this presentation. it includes also the mayor's office, housing. >> correct. we will speak to benjamin, the

c.f.o. and the mayor's administrative budget is under that larger umbrella so benjamin will lead the presentation. it's about six minutes. so hopefully we can stay within that but happy to answer questions after that. >> that's great. let's set the timer for six minutes. thank you, very much. >> good afternoon supervisors, benjamin for finance and administration at the mayor's office of housing and community development. as kelly just mentioned, it's a large part of the mayor's office budget. the proposed budget for fy19-20 is $330 million and just 3% of that is the mayor's administration and the rest is mocd. as far as within the department, how do we spend those funds? three quarters of that money is allocated to affordable housing

loans. about 13% are grants to c.b.o.s and 7% is rental assistance and the local operating subsidy program and just 7% is salary fringe and other operating expenses. the mission is to support san franciscans with affordable housing opportunities and essential services to build strong communities. as you all know, we create and preserve affordable housing. do many things with our non-profit partners to protect vulnerable residents and empower communities, neighborhoods and people seeking housing. within the affordable housing realm, we have some key budget changes mostly related to one-time expenditures from the eraf funds. if you recall from kelly's presentation this morning there's two buckets of funds that are being allocated in this year's budget process.

$90 million was dedicated to affordable housing, $76 million for gap processing for three new multi family housing development projects and we're proposing about $14 million in funding to repay existing outstanding housing trust fund commercial paper debt allowing the city to save on interest costs going forward. from the second pot of the 19-20, about $85 million is allocated to afford ablable hou. $83 million for new units and $29 million for acquisition and preservation which includes a small sites program. about $14 million of this one-time money is envisioned to be spread out over a five-year period for a rental subsidy

pilot for rents for seniors, families and transgender or gender not conforming people. as well as an emergency rental pilot. there is one additional larger one-time funding that is self-supporting and that's $13 million that we anticipate from the sale of market rate partials at the hope sf site and that revenue from the market rate parcels will be reinvested into the affordable portion of that project. on the community development side of things, we're continuing our cost of doing business increases for our non-profit partners. the mayor's budget proposal includes a 2 million-dollar increase over the '18-'19 funding amount for the tenant right to council program for a total commitment of $4 million per year of the budget. and it also includes just short

of $1.5 million of new funding for grants to non profits focusing on culturally appropriate services for communities of color, c.b.o. capacity building and training for general social service organizations in-housing specific services. i do want to address some position changes. the first is, as you are aware, the san francisco housing authority is in a period of transition. the proposed budget is $2 million in salaries and o two regular position to support this transition period so the city can provide appropriate integration and oversight. one position is a clerk-level position for an existing housing authority staff person. we've also included two and a half limited duration f.t.e. funded by ocii who will provide

support for the sale of new ownership units at an ocii project in transbay and those will be limited duration for three years. we anticipate the work will be done within 18 to 24 months. and over the last several budget cycles, we have hired temporary ploemployees. some encloud cultural districts, the program which moved from homelessness and supportive housing to our office. construction management of small site projects. the dalia housing portal and the restrictions on existing bmr units and we staff those in a temporary exempt way and proposing to move those to a permanent funding situation.

the majority of the increase in the mayor's budget is in ocd and is one time. you will see in the second year of the budget that those one-time expenditures are backed out. on the mayor's administration side, separate from ocd there are no changes. it's increased salary and fringe cost and their continued efforts to provide appropriate equipment for the people who work in the mayor's office. i'm available to answer any questions that you have and i'm also joined by my colleagues from mohcd and the mayor's budget office. >> thank you, very much. colleagues, any questions? comments? president yee. >> supervisor yee: i want to make sense of this. i don't see where this is at and i'll troy to ask the questions.

word is that in this operating expenditure in the mayor's budget book, versus operating subsidiaries. is it in there somewhere? >> i'm not sure exactly what you are referring to? what page number are you looking at? >> i guess in talking, maybe it's under a larger umbrella in here. i'm not sure. there's something called operating subsidiaries. is that what you are recovering to? >> yes. >> supervisor yee: so the lost program is funds the city commitment to permit supportive housing. and the way that it works is within many of mocd's new

development projects a certain percentage of the units are set aside for homeless people. some of our buildings are 100% for formally homeless households and the lost program provides on going su subsidiaries to those buildings because the homeless households cannot even afford the affordable rents because income is so low so the loss subsidy fills the gap between what the building needs to operate and what the rents are received from the tenants. >> supervisor yee: this is -- does this come out of general funds? >> it does, yes. it could be a work order from hsh because it's dedicated to homeless people so in order to appropriately capture it's a homelessness extendture they work order it and we do annual reviews with our buildings to

determine what the appropriate amount of subsidy is. >> reporter: when the program started, there's a commitment to make sure that it's funded and on going. you really can't cut it off. >> yes, sir. >> supervisor yee: thank you. >> supervisor mandelman. >> thank you. i'm on page 257 on the budget data summary. i want to kind of understand the f.t.e.s and what is happening to the budget over two years. so the current f.t.e.s are 63 and then that's proposed to go up to 78 and i'm sorry i stepped out for a minute but what are those? >> sure. i have a slide about the f.t.e.

changes. as far as the f.t.e. account that you are looking at, two of those are related to the housing authority transitions. two and a half of those are limited duration f.t.e. funded by ocii that will be for a period of no more than three years and 10 of those are -- >> ocii related to housing? >> yes. so, ocii is funding new housing development in trance bay of an opioiownership property that ise large. it's over 100 units, i think 13r for us to accurately and in timely manner get all of those households and review their financial statements and many of them also will need down payment

assistance loans so we'll need additional staffing and ocii has agreed to fund that for the time period that building is beebe leased up or sold. >> that's four. what are the other 11? >> the 10 at the bottom are existing, temporary or exempt positions that we've accumulated over the last several years addressing mayoral and board priorities. some of those priorities include the cultural districts program that the board started last year. the program as it moved from h.s.h. over to mocd for administration. construction management of our small sites rejected and projecd continuing enforcement of restrictions on exiting b.m.r. units. as our portfolio has grown, we need to follow the rules and not trying to cheat the system whether they're rent errorer or

owners. we've addressed those immediate needs through temporary employment and following the board's direction over the last few months, we are recommending that these moved to a more permanent basis because they're not truly temporary work. >> got it. >> and then -- >> so there's a significant increase because of one-time extensions and acquisition production stuff that is going through and it isn't going to live there forever. the money gets spent. >> yes. >> and we end up with a lower dollar figure but more f.t.e.s than they currently have. what's going to get reduced? because we're doing some of the sort of one-time stuff now that we won't be doing. >> the positions are largely

whether they're on or off budget is not new funding. they've been funding temporary or exempt positions. it's a change in the nature of the positions separate from the positions we have and the one-time expenditures on housing development from the erav funds. that goes away in the second year of the budget. >> how many vacant funded positions are there? >> so, when we answered -- they can fund it. >> this snapshot that we used to answer this just so that we're consistent in answering the budget and legislative annalist today is as of april 1st of this year and as of april 1st, we had five vacant positions. two of those we already have employees with offer letters and start dates.

one of those we're conducting interviews currently and two of those are in the recruitment process. >> are there new vacant positions since april 1st? >> not that i'm aware of. >> ok. >> all right. thank you. >> supervisor ronen. >> yes. continuing supervisor mandelman's line questioning. of the 78 positions and maybe this is more of a question for kelly, can you you break it down of the four different service areas under the mayor's office how many positions are in each area? are all 78 of those positions in the mayor's office housing and community development? >> the mayor's office administrative budget which is what you think of as the mayor's office on the second floor has 43 budgeted and funded f.t.e. which is a subset of the 78. >> and the balance of the

positions at mocd are off budget. they don't appear in the budget document because they historically are funded by the community development block grant program and it's a accept at accept and extend. if we included the home and hopwa in the city's budget process, we wouldn't meet the federal timeline that is required to receive the funds. so the board reviews that as a separate accept and expend earlier in the year. usually in mid may. that's were the balance of the positions are funded from. mocd over all has 100f.t.e. >> if we're looking under -- i'm referring to the same page supervisor mandelman to page 257 of the budget book. so if we look at the top line, the mayor's office housing communities development has 100 positions. of those, what is reflected in

the 78 you said was 40? >> so of the 78, 43 are in mayor's admin and the balance are mocd. i don't know the breakdown between public policy and -- do you know the breakdown? if you need the breakdown between the parts of the mayor's admin? >> so, sorry. these 78 positions so it's the difference of 78 and 43. so 35 of these are mohcd? >> correct. >> and the remaining 43 comprise of the mayor's office of public financing. the office you oversee? >> yes, my office. >> and how many employees are in that? >> there are 10f.t.e. and the mayor's office of public finance

and committee. between the 43 positions, especially as a new administration that's worked to allocate positions to need, these aren't fixed numbers. they can be fluid but i'll share what we have right now allocated to anticipate of the divisions. the mayor's office of public policy and finance has 10 f.t.e. and we have the communications office with six and mayor's office of neighborhood services has five. and then between the mayor herself and chief-of-staff makes up the rest. >> which is? >> so there are eight budget and funded f.t.e. for a policy and government affairs. >> so that's the mayor's stats? >> yes. >> so just to be clear, so this

should all add up? of the 78 positions there's 35 in mohcd. there is 10 in the mayor's office of public and finance. there's eight in the mayor's office of legislative and government affairs and five in mohcd. it should add up to 78? there's communications team. and the rest are various administrative senior staff. the mayor, chief-of-staff, et cetera. >> that's different from the mayor's office of legislative affairs? >> the mayor's board liaison as well as the mayor's senior policy advisor. >> this is just not clearly -- is there any place where i can look and have a clear list of

how many f.t.e.s are in each area? this is very confusing. >> so maybe -- >> i can follow-up with you off line as well. it's not adding up. >> actually i think that would be helpful. if you could submit to this whole budget committee a breakdown of those positions and also -- so what you are saying is the additional budgeted positions for fiscal year 2019-2020 is really all on an mohcd. it's none in these services that the mayor's office actually has? >> there's a reduction year over year in f.t.e. and the mayor's administrative offices. and that is giving us the 43 budgeted and funded within 78. >> and then, my other question is so do you have any positions

that staff are hired through other departments like d.p.h.? what i'm hearing is that there are people who actually are really funded by different departments but actually working in the mayor's office. >> it's a longstanding practice as executive branch of the government that we oversee the implementation of policies and budget within the city's 50 departments to have a limited number of requisitions on assignment to the mayor's office from any department. >> my question is, are there any? >> yes. >> how many are there? >> i believe right now there are four but i would have to verify to make sure it's accurate. >> ok. >> and if we can get that accurate number along with the information that supervisor ronen has questioned it would be

great. this is going to continue for the next three days so we can actually fit it in somewhere to have another discussion about this. are there any of the questions or information that we would like for the mayor's office to get back to us. so we can further and deepen the discussion? >> yes. if you could also explain the work of the five individuals who work in the mayor's office of neighborhood services. i've always been a little confused by their role. i have seen one of the employee assigned to bernal heights in the mission and i've seen her in the direct and also seen her out of the district staffing the mayor at different events. i'm just wondering how does that

really differ from the admin services and given how much of constituent services falls on the supervisors office because it's where people know where to go and it's the point of districts offices. it's always been a little bit confusing about what that office does. i description of those five employees and what their duties and responsibilities are would be helpful. >> we can follow-up with that. high level, they are both front-faced of the mayor's office and there is an office downstairs on the first floor. so that office is staffed with staff and the mayor feels very strongly that there needs to be a community presence in the neighborhoods of staff and so we have office hours and assignments. we can work with the director of

mons to describe their work plan and allocation of staffing to meet both the neighborhood-based receiving of requests especially improvement requests as well as the front door when people are looking for the mayor's office for constituent services which i recognize they come to both offices. what the roles and functions are within there. they are working closely with the fix-it team to align the responsiveness to constituent service request so sandra zuniga is the head of fix it and mops so we can have her speak to the alignment of resources to ensure that we have that front door as well as neighborhood-based work responsiveness in the community. >> what is the actual budgeted amount for these five

individuals in mons? >> i don't know off the top of my head what the cost is of the five budgeted f.t.e. for mons but we can respond. >> what you are hearing here is that, although there's a neighborhood presence, they are not corint coordinating with our direct. we're answering constituent e-mails. we actually have our ear to the ground. we are hearing from constituents whether we like it, some of the stuff they're saying on a regular, regular basis to many different venues and the people who are in the mons office we feel there's a sentiment among supervisors that they don't not coordinate with us, they do not let us know what is going on, they do not reach out to us about events. that we could actually engage the mayor in. wire not doing it

collaboratively and it seems as though we're duplicating the work of community engagement with our legislative aids doing the 99% bulk of it and i think this is what you are hearing today and i think you've heard that before. if you could get us the budgeted amount for those five individuals in mons that would be great. we should continue this conversation, colleagues, until we get the information from ms. kirkpatrick. is that agreed? if you wouldn't mind, we'll continue this and we can add it as part of our conversation tomorrow or friday. when you think you can get us the information. that would be great. thank you so much. let's go on to -- >> do you have any further questions for mayor's off of housing and community development? >> no, we don't.

except, so there were 100f.t.e.s. >> yes. and oust those 100f.t.e.s you are telling me that 35 of them are being funded newly funded positions, is that correct? >> no, 35 of them are on budget through this budget process and the other 65 or so are off budget through the accept and expend process. >> and are there any vacancies at mohcd? >> they're are five vacancies. two of those we already have offer letters and start dates for new employees. and one of those we are finalizing the interviews for. >> given the own mayor's instructions, a budget instructions, it's not to add

f.t.e.s. it's also to reprioritize the staff. to identify errors of reductions and to also repropitiating existing resources. and so, if you come back to us when the mayor's budget, could 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