the big issue for us is staffing. we are down about 200 officers, 200 officers -- and this goes up and down a little bit but will keep going down in the succeeding charts. we lost 68 officers in 2012 to the drop and the option program and will lose another 111 or more in 2013, and we will lose the balance of the 265 total before the end of fiscal year 2013-2014. this will be exacerbated when the current contract expires -- and there are things with them a contract that mayor may not continue. certain benefits have gone away in the other contracts. with the wellness program. we could lose as many or more, as 100 officers. at the end of 2015. the total net loss of current staffing between now and then, would be somewhere around 400 officers. less we turn up of 500 officers down. it would be difficult for the police department to do much of the front end stuff. the primary responsibility is answering the 911 calls. the other agencies that have suffered losses of personnel are suffering increases in violent crime because

it has to do with the methodology by which we are staffing. what i have here that i am putting up is basically our full-time employee count, and it is for uniformed members from 2002 forward. we had a high of 1845 uniformed employees in fiscal year 2002- 2003. president, we're down to 1374. that is significant -- present day, we're down to 1374. that is again but that is why our overtime expenditure is at the rate it is at. another thing that has come up, and supervisor campos came up last year in the gao committee, started the discussion regarding overtime. for me, it was very counterintuitive. about four or five years ago, we changed the way we staff. we have a higher percentage of overtime. we have worked with the mayor's budget office, the comptroller's office, and the budget analyst to do this analysis. and over time has been proven to be more efficient in terms of the bottom line and with increased pressure for every department to reduce their operating budgets, we have relied on overtime more than hiring full-time equivalent. i am here

that could be new level staffing. just for consideration. we can probably have the discussion when the fire department comes before us. >> yes, that is a suggestion that is worth looking into. we would be happy to follow up. supervisor chu: thank you. you talked about how the uasi program is for supplies or on making shelters ready in the case of an emergency. from what i understand, our shelters are not pre-a divide because he did not know the conditions of different facilities after an incident occurs. do we have it centrally located somewhere the would be disbursed to shelters we end up creating? >> we actually have a shelter plan. that is one of the annexes to the city's image as a response plan. we have identified a large number of potential sites that we would use. what we do not want to do is tell the public in advance. and if earthquake happens, for deborah, report to marina middle school -- for example, report to marina middle school, because we do not know if the middle school will be standing. we will have a list of potential site

supervisor avalos, we were at $6.2 million, and when the staffing went as close to full staffing, the overtime came down. it is at or around $10 million. it wil lbe at or around $10 million, and i don't think this is excessive. we had the homicide case that was solved in 48 hours, but cost $80,000 to make the case. it calmed a neighborhood, and a bad guy got put in jail. this is one instnace, nance, ane are at $1.3 million in occupy expense. this gets expensive, when those things go on. all of this added together requires us to move some money from the salary infringed overtime budget. >> supervisor avalos? >supervisor avalos: is there cost recovery? we don't charge the fee for service in that. >> when our people travel they get the same benefit and we are not billed. supervisor avalos: we don't have kings and queens in san francisco. >> it depends on who you talk to. >> i should learn to say -- >> the next slide is on vehicle replacement. when we talk about staffing, we don't want these cars in the station. i want an electronic tablet that acts as a phone so the officers just leave t

and nick point out it is under staffed and lacks methodology to assess the staffing needs and no supplies that just one week after this hearing v.a. announced they're hiring 1,900 additional mental health staffers. that's great. good start. man, what have we been doing up to this point? we need to do it better. we have people's lives depending on these decisions that we're making. it is a good step as i said but how long will it take to actually fill these positions and what happens to that soldier who calls as has been happening with jacob manning and others and we'll hear from community groups that are helping, tom, general tom johns, to help veterans from the conflict manage mental health and i want to thank you, sir, for that effort going above and beyond and help veteran volunteering their time to help fellow soldiers cope with the invisible wounds of war we all know about it and it is a great example of the community coming forward and addressing needs, not currently being met, so thank you for that. the end, simply hiring more staff and fixing the broken scheduling system will not

we are a good place for the system is in place to hire to fill 247 staffing. we have an agreement on what those are, and remove them through the process very quickly. we are working to control the overall level of cost. >> if there are no questions for the department of public health, i will open it up to general questions overall. >> if i may, i wanted to ask the department of human resources, and many of these questions relate to the department of public health, but the issue is probably more prevalent. and at the outset, let me apologize that i will not be able to stay for the entirety of this hearing. there is a prior commitment that i have to attend to. i want to thank all the members of the public that were here and the workers that were here on this very important issue. 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

that is why we need to manage the staffing in such a way that we have the right level of staffing. i would hope that the civil service commission looks at this issue when they want to become permanent, because i think that it is consistent with good public policy and fairness to take into consideration the fact that the employee has been doing that job. >> people that have been doing the job will do better on the exam, but we have he circumstances where it doesn't work out. >> just a quick clarification, i think he talked about the federal jobs now programs in the proportion of the as-needed employs related to that program? >> is a successor to the federal program, and the thing that you could have more data on that. i think we have 282 people that are full-time, as-needed under the local program. >> as opposed to how many in total? >> it looks to be about 10% of the total. supervisor avalos: are we allowed to take information on how many are minorities, women? are we seeing disproportionate numbers of folks that are as- needed they have a former they don't have to check in if they

we found we're now able to bring up the support staffing and physician staffing to reasonable levels associated with the standards around the country. i would like to take off record, offline any information you have about specific places where there's a 50% vacancy rate. i'm not aware of the fact we have this around the country. i would be delighted to meet and talk with your staff and find out where these areas might be so that we can address them specifically. >> my time has expired. but secretary shinseki, as we face budget constraints, we must all work to improve our efficiencies and redouble efforts to look for ways to get the most for our budgeted resources. my question to you is can you talk about any steps you had taken to improve the acquisition process at va and any efficiencies you've been able to realize in this area? >> senator, i would tell you that we have been working for several years now on restructuring our acquisition business practices. three years ago acquisition was spurred throughout the organization. now it's consolidated in two centers. one comes directly u

on the issue of activating parking lots around entertainment venues with staffing makes those parking lot safer. we get lots of information about car break-ins. the department supports the legislation. we have reviewed it. i think that the security measures talking about lights and cameras and mirrors are all good ideas and things we would recommend that currently i think are more ad hoc. for everybody in the industry, it seems the 800 parameters out there, it seems to verify with the obligations and responsibilities are. i am glad to answer any questions you may have. supervisor avalos: if you could just share with us -- what was the main input the police department gave in crafting this legislation? what were the areas you wanted to address? >> activated areas are safe -- the main one would be activated areas are safe. it fills up, and the operator leaves, and it is gone for the rest of the evening. our concern was we felt that those should have an operator there to provide at least a sense of safety and keep it activated when the patrons are away. it is interesting -- at 2:00 when

that is staffing requirement at 3:00 -- when does the staffing requirement begin? it has to go until 3:00, but what time does it begin? does anyone have an answer for that? as i read the ordinance, it says "at all hours of operation." if that is the case, we will have serious problems with it. for instance, i will give you one example -- we have a parking lot on the corner of san some and pacific street, which is about a block away from broadway, and we have had that what -- that what has been in existence since 1954. it has about 50 stalls. we do about 75 cars during the day on the surface portion. monday through friday, we have staff 7:00 a.m. to 7:00 p.m., and that is the bulk of our business. nights and weekends, we do about $5,000 a month. if the staffing requirement is all hours of operation, like i said, nights and weekends are on a self-part basis with a machine. is that requirement -- $5,200 would not even pay for one week -- the staffing requirement, $5,200 would not even pay for one week. my question is when does that start? if it starts all hours of ope

and refine the staffing model. we are currently piloting this in three divisions and this is a work in progress that will be continually improved as part of our comprehensive approach to children our facilities have the resources to ensure that we accomplish this mission. and veterans have access to the most effective methods for ptsd and other mental health ailments, we are making more of it widespread and improving our training for those who are receiving care and delivering care of evidence-based treatments. we're shifting from a more traditional approach to one with newer treatments and we acknowledge that we have not always communicated these changes as clearly as we might to our nation's veterans. so we're rebubbling our efforts to improve communication, not only to our providers, but to your veterans, to ensure that these evidence-based therapies are implemented in a way that can be supported by the veteran and fully educated and trained personnel to ensure that is delivered. in summary, we thank you again f

staffing agencies dispatch migrant workers on demand. these workers engage in relatively simple work such as packaging for several weeks. factories have to pay more to get those helpers from staffing agencies than hiring migrant workers on their own. but factories emphasize they need the labor. >> translator: we have been trying to improve our employee welfare, such as housing. but it is difficult to resolve the labor shortage by ourselves. >> reporter: the number of staffing agencies is rapidly increasing in china. an agency in shen zen, southern china, set up a large scale worker site and keeps several thousand people at peak times. the agency hires migrant workers as employees at wages higher than what they usually get and then dispatches them to client factories. the agency receives more than 10% of the workers' wages from the factories. this system is also good for migrant workers. that's because they can avoid risks such as factory managers disappearing without paying them. >> translator: generally our income changes depending on h

-- relies on being at full staffing. this fiscal year is over in 60 days. in july, hopefully, that is more opportunity to have a minimum of three with as many as five depending on how much we can maneuver the dollars around and the board of supervisors and the mayor can make it happen. i do not think anybody or these myself, i do not think anyone figures we will have less than three classes next year. we cannot get to full staffing if we just do three classes of a five-year plan. we're going to have to figure out somewhere on the line, we need to or four classes to get there. once we get there -- two or four classes to get there. once we get there, our attrition rate -- or the expiration of the drop program is around 90 officers. between 60 and 90 a year. two academy classes. >> what you said was perfect. the idea that we are adding a treasure island but they're not adding personnel. >> i will put together something very brief. it will not be a binder. three or four page powerpoint that will tell you what we are talking

commissioner avalos: just a question on the other staffing light out. for the transition of workers. francis dang to new jobs within the city and county -- transitioning to new jobs within the city and county? >> as of march 30, there were 40 layoffs. we concluded bargaining on a number of term sheets. it was agreed upon term sheet. it provided for a comprehensive package, i don't want to step on the toes of what we can and can't say. the budget director to standing up. >> the city has been working with labor to come up with an agreement. we are still in negotiations. part of the agreement that we are moving forward with relates to the service rule changes. our director is exploring whether there are any opportunities to allow for folks at the agency to have additional opportunities within the city. my understanding is that the city has provided transition support for individuals who were laid off. information about how to apply for jobs within the city and certain employment counselling. >> thank you, supervisors. >> i would like to ask for the directo

you plan to develop a staffing plan? it's not yet in place? >> no, we did. we submitted to you that was part of our actual plan in november. we developed the staffing model and we're in the process of implementing it in business one for 2022 to understand how to implement it. we don't went to say, here's the number of our staff without a plan for how this rolls out, is this the right number of staff to really evaluate how well and how effective this methodology ist is. our plan is not to wait to get a full evaluation of this plan, but to staff up so we'll be ready by the end of the fiscal year. the plan itself is based on identification of existing staff at the facility, the veteran population. the plan is to use this to protect the need so we will have a standard model in the future that is imperically validated that we will all know how many staff we will need. >> my time is out. i want to come back to this, because it's critically important, but i will let others have their turn. >> you announced last week that the va

we have staffed it up. we have put more resources in terms of the sampling equipment, and we're doing much faster sampling now. one of the things that was going on with the samples, it was a bit of delay at that time, was they were doing some experimental research with this cdm device that's being developed to try to figure out if that's going to be a quick tool to be able to quick sample. so that was part of the delay that was involved in that. >> the gentleman's time has expired. dr. bouchon. >> thank you, secretary, for being here today. and i grew up in a coal mining community. my dad was a united mine worker for 37 years. and any time a disaster like this happens, it hits close to home, because basically everyone i grew up with and everyone i knew were coal miners. so with that, i'm interested in finding out, it says the internal review the abatement time for the one respirable was 30 days when the allowable was 7 days. why was msha setting deadlines weeks beyond what was allowed? i think one of the th

the staffing model -- >> i'm sorry, you planned to develop a staffing plan, it's not yet in place. >> no, no, we did develop the staffing model but we submitted to you that that was part of our action plan in november. we developed the staffing model and we're in the process of implementing it in 14 and 22 to understand how to you interpret so we don't want to just simply say here's a number of staff without actually a plan for how this rolled out, is this right number of staff to really evaluate how well and how effective this method ol is. our plan, however, also is not to wait until we get a full evaluation of this plan but basically to staff up so that we'll be fully ready to implement this plan throughout the country by the end of the fiscal year. so we will have -- we are planning -- the plan itself is based on identification of existing staff at facilities, the veteran population, the range of services offered and the demand for services. our plan is to be able to use this to project the feed so that we will have a standard pod del in the future that is empirically validated th

the police permit staffing has dropped below charter mandated levels. with the approaching retirement of hundreds of experienced officers and no academy class is scheduled for the upcoming fiscal year, officers will be unable to provide protective services and only be able to respond to emergency calls and community policing will suffer. the reduction of san francisco's silent cry weight will be reversed. a program serving high risk queues will suffer proportionately. we are aware of staffing is currently down 200 officers from the charter mandate and 265 officers are due to retire over the next two fiscal years. four to five academy classes would be required each year for the next two years just to meet the charter mandate. i am here to urge you to prioritize police department funding to prevent the erosion of police services and recommending funding support of four police academy class during the next two fiscal years. to maximize current resources, funding should be provided as previously mandated by the voters, a civilian as asian of police departme

staffing agencies have workers on demand. they engage in relatively simple work such as packaging for several weeks. factories have to pay more than hiring migrant workers on their own but they emphasize they need the labor. >> translator: we've been trying to improve our employee welfare such as housing. it's difficult to resolve the labor shortage by ourselves. >> reporter: the number of staffing at sis rapidly increased in china. an agency in southern china set up a large-scale worker site and keeps several thousand people at peak times. the agency hires migrant workers at wages higher than what they usually get. the agency receives more than 10% of the workers' wages from the factory. this is good for workers so they can avoid risk such as factory managers and the risk of disappearing before they pay them. >> generally our work increases. working through the agency is good, as we can get a stable income >> reporter: sales people at the staffing agency visit factories suffering from a labor short yanl. they negotiate worki

of our crossing guard program as well as some enhanced staffing with -- for our safety program. supervisor chu: in terms of the maintenance component and the investment there, do you think the mta will be taking a strategic approach to where you do the maintenance work, so it will -- will be based on the largest failures or the lines that carry the most ridership? is there something you would do to prioritize that? >> we will propose some kind of overall increase in level of maintenance. increasing the frequency of preventative maintenance across the board and that is mileage base. the busier buses will get -- or at least the ones that are troubling the most will get done sooner but we are also doing what we call campaigns and what we do is we identify the components that are feeling the most -- filling the most and we focus resources on those components, lvr's, for example. we have had a number of us -- of failures of the steps that go up and down because they are fairly complex. we are doing a campaign on the steps which data has shown the mean distance between failures which

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

the staffing levels continue to be lower than what is needed to service the district. additionally, we are seeing more officers getting ready to retire in the future. are you supportive of increasing the number of police academy classes in this fiscal year? what is your strategy to make sure that stations have the resources they need to continue collaborative community policing strategy? thank you. mayor lee: thank you for that very important question. i know that it pertains to the whole city as well. i hear your concerns that if the bay view and other stations are not staffed, how they can succeed. i am a strong believer in having community leaders work directly with leaders to craft appropriate ways to construct positive police presence in neighborhoods. this will only work if we have officers to implement it. i am always supportive of ensuring the number of police academy class is is directly in line with the staffing plans of the police department. as more officers retire, we must work to ensure that more recruits are ready to join the ranks and ready to protect e

numbers you will see, there are some additional staffing that goes along with that. what we are also presuming here is that we are currently in labor negotiations with employees that represent about half of the mta. there is no wage increase. those of the purposes of the budget. we are assuming some level of concessions from the partners on the labour side. there are some kind of swaps for management reductions have other things. if we go to the next slide, was also in here, this is the heart of the budget relative to where we were before. i realize this is difficult to read, but this represents nearly $30 million of investment in the staffing to provide closer to the level of maintenance that i think we need to deliver the level of service that we are providing. this is largely in the system, but there are costs elsewhere. for crossing guards, there is some investment. in late summer, we have design work that is ready to implement so we can start realizing some of the benefits is to improve service. the lion's share of this is a smaller number in the first year beca