the red line is the is the 1971 fall to the staffing. -- fall into the staffing -- full duty staffing. if we have 60 officers come in in april-may, we can reduce all those numbers. that is the objective line between now and june 2015. that is assuming no accounting glasses. the numbers are not great. we transpose those directly from the report that was provided, directed to the police commission. if you look at the current numbers at the time the report was done, it was 1909 full duty officers. we are down a significant amount. the targets moving forward are based on how much time is spent or how much time is available for community police efforts. this is what commissioner slaughter asked about last week. i sent that to them, but i wanted to include it for the commission, just so you have that. just a comparison with other cities that perf provided. this is a screen shot from that report. the targets of staffing levels and how many -- i think what is important to note is that throughout the report, the reported that 456 civilian or non-sworn personnel -- i think we have about 286. al

the chief being the staffing requirement. as was mentioned, entertainment establishment, and the reason they can't come up with a map, in san francisco, any place that has any kind of music -- i tried to figure it out and understand it, but from what i can gather, almost every parking lot in san francisco would have to fall under this requirement to have staffing until 3:00 a.m. staffing is extremely expensive for companies that are union like myself. our attendants cost upwards of $22 an hour plus benefits, which brings them up to almost $35 an hour. i did a quick calculation, and to put on staffing on a lot where we don't require it now would cost over $100,000. we are faced with having to close them down. however, that presents another problem, because many of our parking lots, one of the reasons -- one of the great benefits of a parking lot versus a garage is people can come and go any time of the day or night. in a lot of locations we have mixed use, including residents, monthly parkers who can come and go any time of th

our staffing levels have been down. the homicides have been down. now we are down in our staffing. the question i would present to the mayor's office -- which way do we want that chart to go? are we looking at protective hiring people to try to keep a lid on crime being proactive or reactive, which in for things to happen? the other issue is simply on overtime. there is some overtime involved in police work. we can talk about that at another time. we talked last time about the chief and the command staff. over time, it is just hours of labor. if we do not have on duty personnel to do the work, we have to do it on overtime. beyond staffing, there are a few other critical needs. the chief is working with the mayor's office to try to come to some resolution. it is instrumentation for the crime lab, try to bring the crime lab back on board, rebuild it and reenergize it. also, it is part of building up that stephan -- that staffing, which we have to move out of hunters point 4. -- hunter's poing for. -- popint for. -- point for. with the america's cup, there have been issues as far as s

this is the impact on staffing. with officers having been hired and completing a 30-year career, the 1971 charter mandate -- with anticipated attrition, this is what the staff looks like. in april, we have done 1700 -- if it follows through and there are no changes to the budget, it will be down about 400 officers below the charter mandate. this tells you what has happened in the past. it is part of the positive, we highere in waves. there is a lower number like in 2006, there is a hiring phase, the budgets crash, we stop hiring. you see the impact and the downward cycle. that is where we are moving forward. that being said, the mayor's office has asked for staffing plans. the red line, agianain, is the 1971 full to the staffing plan. the chief continues to work tirelessly to get the mayor's office to add these classes back in. the purple line would be the most aggressive hiring plan that is being proposed, requiring five classes next year, then three classes, two classes moving out. this is in order to maintain the

the black line is what our current staffing level is. i don't plan to try to go over that because the fear of not having enough work and having to lay people off. the question is how do we perform the work above that line? we use dpw or consultants. the blue is the specialized work like tunnels and projects that are specialized that we need expertise to perform. the new slide identifies the resources we have in each category. each year, the amount of resources needed is decreasing and the amount of resources that are needed in the other programs are increasing. the current staff needs are the fourth column and that is consistent with the green line on the previous chart. if you look at this green line on the chart, the numbers will coincide with the years. one of the other things we look at is how we provide supporting services in forms of work orders to really assist us. over the past years, we have helped other agencies, give them resources so they can help us deliver these capital projects. one of the big indicators we look at measuri

we don't look at doing staffing plan by organization. we do by functional groups. >> you make a good point on that. what i would ask you to do is before you come back on the 14th, take a look at what would take to do that through substitution where you get rid of some vacant positions and use those to fund those. >> by be transferring the number of vacancies to reduce -- >> you would look really good. >> not a problem. >> any questions from commissioners? >> i have one on the budget as a whole. we had a couple of resolutions from the citizens' advisory. one was supporting the action we took on power rates and that was appreciated. they also raised a question about the money we provide to city apartments for their services for work orders and it suggests a couple of things. one is we try not to let those increase in to the next budget and we establish a nexus between what we pay and what we get. one thing that would help in approaching that -- i'm not sure what the appropriate budget resolution would be but if we could have a listing of w

>> in this staffing plan, we see this increase in other programs. at bull capacity -- maybe this does not project fully adult -- at full capacity, are -- maybe this does not play fully adult. -- fully adult i would imagine this going to go up again if we go further out. >> if we have a better idea of what the commission decides for the project and the digesters is a big driving force and it is a whole conversation about when do we want to do it and do we want to work on it and that drives the staffing plan. if you put a project on hold, i would rather know that before so i can move projects to fill in. >> i agree completely. this will have your projects at larger dollar amounts than recent, so that will change some of the staffing pattern. a big chunk of that will go into the southeast facility. >> the other thing i would point out is there was a lot of work we were not experts in performing. we have very good knowledge and some of the older people were involved. we plan to do a higher percentage of work on that. >> we are looking at 10 years. would

takes, with whatever the market will bear, and then staying there, at two class is a year as minimum staffing, would be a great idea. commissioner dejesus: if there is anything we can do to help you, i agree with commissioner slaughter. we need to have this at the forefront with the mayor and the board of supervisors, not just with how many people are leaving, but the fiscal impact if we continue to delay it. chief suhr: i do not think it can be understated. in other jurisdictions, where they are down even more than we are, and all they are able to do is answer calls for service -- all the front end things we do to reduce crime long term, working with schools and nonprofit, in gauging with community policing -- as evidenced by the report we put in last year, that spare time the officers have to engage the public goes away first. then we do not have these declines that are sustained in violent crime. regardless of the efficiencies to put in place, we do not have the people out there, in gauging the public that are talking back and forth. commissioner dejesus: i agree with you. but also hate to

i thought that in addition to the budget, at a later date, you were providing a staffing five- year plan is separate from this. chief suhr: nope. that is it. commissioner kingsley: i see. ok. because this is an incredibly important topic. i thought we would have an opportunity to explore in more detail ideas and around staffing, as a commission. chief suhr: i am happy to do that. however those classes get funded or paid for, or however, these are all the things the mayor's office is exploring, in deciding what might be a plan we could do. commissioner kingsley: i see. you and i have talked about ideas around getting academy class is through in alternative ways to traditionally how we have done it, and depending upon how this goes, maybe there is another conversation the commission as a whole can have with the department, in that term. thank you for clarifying that. the other question -- are we going to see a line item budget similar to last year? chief suhr: the proposal has been submitted. it is tentatively with the comptroller and the mayor's office. it is probably 3 inches thick. comm

he asked what is staffing. does it have to be an employee of the parking lot directly? can it be a vendor or food trucks? maybe there are creative solutions. again, i'm sympathetic with using data to drive these plans . i think that is absolutely appropriate. one size fits all does not work. it is not necessary. but at the same time i am in favor of actual people being out there. i am. i mean we are automating, we are taking people out of the equation as much as we can. people are too expensive. people are different to -- difficult to manage. at some point we are going to have to say you know i have a person out there because it is good to have a person out there, and that is a job for that person, and there is somebody willing to do that job, and that is a job worth having. i am sympathetic to that argument, having people. again, there are a lot of ways to work on this legislation with fencing, with closing, with staffing, and also with working with the police department. so i am in support of it. >> commissioner dwight? >> i might suggest that we look to universities

the yearly staffing costs and staffing time and resources in managing the e-mail application on side and on premise -- on- site and on premise, and our staffing provisions due to city budget cuts and deficits and reductions in force each year, we were less able to maintain the quality of service from an e-mail support perspective. so we did not want to impinge or degrade the level of e-mail service or the quality of service we were providing the city and county, so we had to look for a solution that would allow us to maintain a quality of service, maintain the availability and reliability of e-mail in the city and county, and also to get us all on one single solution for the city and county. prior to our decision to move to the crowd, many of our agencies were under disparate e-mail systems, so we were not able to effectively communicate. all 25,000 of us were communicating in different areas in different ways, and we wanted to be more collaborative. we wanted to be able to communicate in a more uniform manner, and we felt that a single solution in the cloud was the best option for u

we are proposing additional staffing proposal. since the economic downturn back in 2008 and the resulting budget deficits, the department reduced its overall position account and made other budget reductions. the department began to experience some growth in its fee revenues. as a result, the department has been able to leverage this growth in revenue to address some staffing issues to fill some vacant positions. this staffing effort began through the creation of the plan or technician classification series and other support staff additions over the past two years. the department has run civil service examinations for existing planner classifications and has been filling them over the past few years as well. to continue this implementation of the department's staffing savage -- strategy, there are needs in the payroll, technical support function and for a website and permanent tracking system support. moving on to the non personal services item, these include things such as professional service contracts, advertising and postage.

these funds would be allocated to increase staffing. here we have the opportunity to provide services on the side, the funds will be before providing licensed mental health clinicians. they already have high primary care as well as some other services. this is an opportunity to expand on that effort. they will also be a addressing some of a complicated issues that our clients may be addressing, so it is primarily for staffing and all of those sites for the funds for this initiative. supervisor chu: thank you. and this does not require any matching city funds or staff? >> that is correct. supervisor chu: supervisor kim? supervisor kim: for the tenderloin, where are the service locations? >> city clinic, which is the std clinic that we have. supervisor kim: that is the only one? >> yes. supervisor chu: thank you, supervisor kim. this item does not of a budget analyst report with it. why do we not open it up to members of the public? either any members of the public wish to speak on item number two? please, . >> good morning. good afternoo

is going to be staffing for those areas around the venues themselves. in years past, we worked the event from the inside. a number of people created a larger footprint in the venue. it would have to be considered, looking backwards from a culture of service, staffing up words in those areas. silvering centers play a big part. as the promoters have been willing to do, they have engaged in police officers doing enforcement efforts with the legal alcohol sales and marijuana cookie booths. one year we had a lot of cookies being sold. it was peddling without a permit. it was not the marijuana. some of those things deal with our fringe issues. having been at a number of these events. probably safer there the most other parts of the country. north and south of the park, i think that we can do a better job there. >> thank you, cmdr. -- supervisor mar: thank you, cmdr. >> i wanted to let the members of the community know that myself and members of staff at richmond station are going to be working very closely with concert organizers and members from park and ira