again, dhr will prioritize the following exams in order to get this to -- lists established to fill those positions. you have any questions about any part of the presentation? >> i probably will hold my comments until the end and we can hear the other testimony. i might have a question for you, related to timing. >> the part of building inspection. -- the department of building inspection. i want to make a few remarks and then i will tell you all sorts of good news. >> i am from the mayor's budget office and i wanted to thank you for having this hearing this morning. i want to reiterate our commitment to working with the department to fill the positions the mayor is committed to, to make sure there are enough positions available for the department to continue operations. one thing that we have to do as well is to make sure that apartments stays within their budgets throughout the year. it is a dual role that we play. we have to advocate for the department, but also do our job with the citywide picture. that is what we continue to do throughout the year. the department is very active and v

the principal clerks we are about to hire, those people were referred, a referral from dhr. there are some things that we can do ourselves, and are doing, based on what has been given to us. that is what i was reporting about. there are things that we need help doing, and that is the position-based testing. those are positions that we wanted to fill, we have got the authority to fill them, we just need help getting the test. >> and these are position-based. so that is the help we are getting -- >> they are all departmental specific. obviously, ted could point this out a little better, but what comes out our people that can do what we need them to do. >> thank you very much for your time. ted, obviously, thank you for this presentation this morning. as somebody that has parachuted into this situation, this gives us the road map. as a commissioner, we want to see the future, understand our past. we came from a difficult time, a lot of layoffs, etcetera. there were a lot of mitigating factor that got us to this point. what is the moral of the story here? when we get the budgets

then we have the class based testing, which generally dhr is responsible for. the class-based test, usually involves a test for the title is used in multiple departments throughout the city. it is a large-scaled kind of thing. when we do a job analysis, we are not doing a job analysis that focuses in one department. we are bringing in subject- matter experts to reflect what is one classification in all departments. the scale is much larger. but the testing process is the -- is a little longer than the position-based process. no one of these criteria is exclusive. but a number of these may factor into the decision. generally, if we're focusing on a specific position in an apartment, then we would go for the pdt -- pbt. and if there are lots of positions that fill that cause vision, that we will do the class-based test. if there is an urgent need to fill, the pbt process is much faster. usually, we have large kennedy populations, in the hundreds of thousands, it is usually a class-based examination. -- windt we have -- when we have large candidate populations, an

it would require -- we are working with dhr very closely. secondly, it would be the emerge system. we a push to be one of the first departments to be in the first wave of conversion to the system. we have been working very closely with the controller's office to be able to be assured that in the new system, we will be able to avoid these types of issues. parts of the discrepancies that we have is that we have a completely separate time capturing system. there are some discrepancies. we have been working with the team and will be part of the first rollout in the fall, august 4 september. we are looking forward to that and resolving some of these issues. supervisor farrell: going forward, they will be merged together? >> we are looking very forward to that. to touch on the open items. we are actively working to resolve those. we have resolved those even in the time we submitted our greatest response. those are works in progress. a couple of those will be addressed with the new system. we are looking forward to that. i will touch on the contested items. first, there was a settlement b

i guess my question to the head of dhr, what is the situation in terms of the use of as-needed employees right now? >> i think that we have been hearing this morning about overtime use, and we have new limits on overtime use. and there is work that must be done in the city, typically 24/7 operations. we have heard from some of the department's, typically with miscellaneous employees, a restriction on the amount of overtime were work must be accomplished will result in an increased use of as-needed employees exacerbated by a reduction of resources available to conduct examinations, including our own department. and because this was an issue that was raised in negotiations, we spent a number of days looking at polling data out of our systems, and i can share some information with you about that. it has been pointed out, based on the information we provided, that 21% by headcount of the employees are categorized as temporary exemption, which is usually as needed. some are used sporadically, others are filling in for people on leave. some are waiting for it to be completed under the merit sy

our goal is to make sure that there are viable lists always available, and that is the goal of the dhr, to make sure we have all lists available whenever there is a need. we are also resource- constrained, so we want to be wise and how we allocate our resources. this department has specific needs. we have engaged in a real partnership with the director, and i'm hoping we can continue that commitment. >> thank you. if there are no more comments from the commission, we can close this item. >> is there any public comment on item 4? >> good morning, sean kegren, rba. i want to add some historical context. about five years ago, the department began an expensive and exhausting bpr process. that process came up with a list of goals, objectives, and recommendations, performance standards for the department. naturally, some of those goals and objectives took more resources. that led to a conversation about an increase in fees. there were hearings here, and at the time, there was a compromise -- to be blunt about it -- increase in fees for increase in services. that is how it was sold to the ind