and yet only 23 percent of the department's staffing. paramedics not only don't work out of the fire houses they often tell me they feel very uncomfortable and unwelcomed. funding has been allocated for new ambulances but they have not been purchased. this is a real problem that i am hoping we can address today. millions are spent on new fire engine and fire boats while the ambulances have taken out of service for repair because they are so passed their usable life, if there is a sense that ems is not part of the fire department or it is not important, it needs to change. the mayor has provided funding for six new medics and three new ambulances in this year's budget. i want to thank him and his office for working with the fire department to make this possible. but, we clearly have a lot of work to do as this report lays out. and at this time, i want to invite chief joanne white up to the podium to provide feedback on the report from the san francisco fire department. thank you good morning, chair breed, and supervisors tang chiu, san fr

supervisor mar through the chair the overtime issues ties to minimum staffing. we did a supplemental and tied to one time expenses because the timing of our cad system we implemented a new system and cut over in may so that was a primary reason we're needing the supplemental for this year. overall it's really for us trying to hire new staff but at the same time increase the availability of staff and the control's report identified issues for the department and we're still trying to grapple with those matters. >> okay. thank you very much. >>i would like to add that the controller's office report was helpful to us and i was able to hire a new deputy director for 911. i will bring him next week. he is out of town but he is wonderful to work with and i think we will get this under control next year. >> okay. colleagues any further questions? okay mr. rose. >> yes mr. chairman, members of the committee on page 53 of our report our recommended reductions to the proposed budget total 582,536 and we have on going savings. and we have one time savings. these reductions

i know it's 2200, 2300 might be full staffing. so, that will be a policy choice we'll have to make in terms of whether we continue the three class he per year once we hit 1971 ~. but i guess the question is just from the perspective of to the regular resident of san francisco in our neighborhoods, as you know and you hear it as well, we hear it, about why don't i see more police officers, i want to see more officers walking beats. i want to see, you know, more of a presence. and we know that obviously, you know, responding to critical calls is job one and also there are times when there are officers who are not in uniform so they're in the neighborhood but you don't know that they're there. but as we start increasing the numbers gradually over time, what can a regular resident of san francisco expect to see in term of seeing more beat walking, just seeing more presence in the neighborhood? >> so, the, the short answer would be about 15 -- every station is going to gain about 15% in staffing. so, plus or minus every station will en

supervisor mar through the chair the overtime issues ties to minimum staffing. we did a supplemental and tied to one time expenses because the timing of our cad system we implemented a new system and cut over in may so that was a primary reason we're needing the supplemental for this year. overall it's really for us trying to hire new staff but at the same time increase the availability of staff and the control's report identified issues for the department and we're still trying to grapple with those matters. >> okay. thank you very much. >>i would like to add that the controller's office report was helpful to us and i was able to hire a

our staffing summary is next. while it's known that our jail population is declining, that doesn't mean that there's less to do at all especially as i outline for you all the areas that the department impacts. my concern is on part of the vacancies that exists, i want to thank the mayor's budget office and others for the academy class that had he help with your help, support funded last year which just now graduated. our first academy class in five years, we look forward to another one, but we have a staffing deficit of 69 fte's even if we did an academy class of 20, 25. something we want to be mindful of. we're committed to the effort of doing everything we can to save. in civilization, it's something we're committed to just as we had launched with our it, we want to do it with our records unit. so fte funded seven and we believe in civilization, we'll realize it in the future. it wasn't that long ago, there was a tragedy at san francisco general hospital, and what that -- what that very, very unfortunate event h

lynch, i'd like to ask a question about the va staffing and productivity standards. had the ig that was here a coup weeks ago made an interesting kind of an assessment. he pretty much said be careful what you wish for to our committee on this issue of fee basis care versus va care. i did investigation in my state. i learned there are a number of va hospitals including in the one in fort wayne, indiana that are not functioning at full capacity, turning patients away, sending them to nonva hospitals due to lack of appropriate staffing or facilities. in this case, the va, their icu is closed. the er is now using criteria over what he patients they'll accept and those they'll turn away based on their faults. by paying for nonva care in addition to operating half empty hospitals va appears to be paying for two systems of care. do you know how many va hospitals fit this description? >> i don't. >> can you give me that number? i found the fort wayne one quickly. >> i think there are facilities that are struggling. they're older facilities not always in fort wayne where they

we saw some additional staffing movement. that's not a new thing, perhaps not to this degree as we've gotten more accurate about where our programs are located. in some cases to meet our groel of aligning program stranldz for instance and it's going to be something we're going to continue to pay attention to and wif made the offer to collaborate on additional town halls so we make sure and provide opportunities for the community to share its input and feedback. >> i want to make comment about our -- i see [inaudible] our non public [inaudible] placement and i think we're going to have to really cut that, you know, eventually. just wanted to pension that again. mention that again. i think we're ready for roll call vote. >> mr. haney. >> yes. >> miss maufas. >> yes. >> miss mendoz-mcdonnell >> yes. >> doctor murase? >> yes. >> miss norton, miss wynns? >> i. >> miss fewer. >> yes. >> six is. a: >> i wanted to say thankout to rita and joe. all these years i've been on this board, you've presented this budget and i wanted to say t

and what is done with that information to address the staffing shortage? >> congressman, i'll have to take that for the record. i'm not familiar with that policy or the data associated with that policy. i know that we currently have information to our office of productivity efficiency and staffing. that is looking at the number of physicians that we have. the specialty of those physicians. and they're ability to provide care in an efficient fashion using this model. >> please report back to me because i feel you should have that information with aye now, today. so anyway, thauj thank you very much, mr. chairman, i-year-old back. >> mr. waltz? you're recognized for five minutes. >> thank you, mr. chairman and thank you both for joining us again. i'm going to start out and ask, is the chairman made note of it. a lot of this stems from the ability to get information and us to do our constitutionally-mandated job. over three weeks we sat in here and after the audit several mentioned our facilities were flagged and wairp guaranteed we would be told why that was

you've heard our concerns about staffing and patient safety. you will see on the news tonight that the nurses held a demonstration in city hall in front the mayor's door to call upon the mayor to fill the unfilled nurses scrubs that we presented to him so that we can provide the kind of care that we all want to give to the basis of san francisco. i'm giving to you a white paper position prior to our release and get to the press tomorrow. this is our best interpretation of the data that we have of the problems with staffing at san francisco general. whatever the right number is, we do know that the hospital is under budgeted for the kind of staffing that we need to provide legal, safe and excellent care to our patients. whatever the number is, we know that it's going to take some doing to get there. right now i am authorized to buy my bargaining team as we are in bargaining to tell you that the nurses are ready and willing to take a strike authorization vote in order to gain the staffing that we believe that we need to keep our patients safe. wh

. >> obviously we are preparing to deliver more project and perform an extensive analysis of the staffing needs should the ballot plans for november pass, this shows how we could not do that and we are well aware of the increase of fupds that would increase our staffing needs and preparing this by determining now when we will need the new staff, and what roles they will fill and when it will make sense to hire new employees or contract out to consultants and and shows the staffing needs and our division and the construction that will show an uptick in work as we begin delivering more projects. this slide provides members with an overview of the changes that we have implemented and at a high level, we can see the concerns that were identified in providing in terms of recommendations from the audit, and things like time and cost over runs and reporting an oversight and confusing financial information, and trying to rectify that and process improvements of the projects and as we go through the presentation, we will talk about how we are doing the improvements to some of these items. >> capit

animal care control has some serious structural staffing problems. my understanding is that the mayor's office did include the augmentation for enforcement officers or animal control officers, whatever you call them. i'm appreciative of that because i think there just was not enough capacity in safety issues so i'm very supportive of that. can you just -- of that, what was the total request that you had included and what was the amount of the mayor's office included? >> sure. so, to support animal care and control we requested just shy of a million dollars to add 11.5 positions. as one of my -- what i always maintained is i am focusing on public health and safety. so, in the priority of positions that we had requested, we had requested three animal care control officers, a half position for a veterinarian to provide full-time scheduling and coverage of veterinary services at the shelter. one veterinarian technician, again, to help with the full-time scheduling coverage. three animal care control attendants to ensure sufficient scheduling coverage, an

lynch, i'd like to ask a question about the va staffing and productivity standards.had the ig that was here a coup weeks ago made an interesting kind of an assessment. he pretty much said be careful what you wish for to our committee on this issue of fee basis care versus va care. i did investigation in my state. i learned there are a number of va hospitals including in the one in fort wayne, indiana that are not functioning at full capacity, turning patients away, sending them to nonva hospitals due to lack of appropriate staffing or facilities. in this case, the va, their icu is closed. the er is now using criteria over what he patients they'll accept and those they'll turn away based on their faults. by paying for nonva care in addition to operating half empty hospitals va appears to be paying for two systems of care. do you know how many va hospitals fit this description? >> i don't. >> can you give me that number? i found the fort wayne one quickly. >> i think there are facilities that are struggling. they're older facilities not always in fort wayne where they'

got on the commission there was a very large backlog and the police department has added to its staffing in that area. and we have experts in that area and so, when we found out that there were 22 cases pending and we wait for is a close out from the san francisco district attorney's office and as many of you know that every officer involved shooting has multiple investigations the police department has the management control division does one investigation, and the homicide division does a separate investigation and then to show that there are different angles that are not affiliated the da's office does a separate investigation to see if the charges should be brought against those who were involved including the officers and then, director hick's group at the occ also responds to every officer involved shoot and once they receive a complaint, they continue with it and start the initial investigation without a complaint and then they move forward with an investigation and so we have the independent investigations and what everybody waits for is the da office to sign-off on these, there

established a nationwide staffing policy for all v.a. medical facilities. can you briefly describe what the policy is specifically. how does the medical center's no which positions are needed, the andrt that information to, what is done with that information to address the staffing shortage? >> i will have to take that for the record. i am not familiar with that policy or the data associated with the policy. i know that we currently have information through our office of productivity efficiency and staffing that is looking at the number of physicians that we have, the specialty of those physicians, and their ability to provide care in an efficient fashion using the rv you model. >> these report back to me because i feel you should have that information with you now and today. thank you very much, mr. chairman. >> you are recognized for five minutes, mr. waltz. >> thank you for joining us once , ain and to start out and is lot of this stems from the inability to get information and for us to our constitutionally mandated job. >> over three weeks ago we sat i

i will take your comments back to the office of productivity efficiency and staffing. and ask them how we can validate the information we have so that we can establish the integrity of that data and assure you of the confidence that we have. >> the range you gave was six to 22 patients a day. that's your claim today? >> yes, sir. >> that's not valid? >> i think -- that information valid. i think it's very difficult to, to try -- >> i had a whistle blower has approached my office from a facility and i am and my congressional districts were lucky that way claims there are primary care physicians that see as few as five patients in an entire day. that would be definitely outside the range. do you have any other -- could that be possible? >> i would have to look at the information and evaluate it. i, at this point, anything could be possible. and i'm certainly willing to look at any -- >> i agree. that's my problem. when you say anything can be possible, this is not independently confirmed. how do you make decisions when you don't know if your data is accurate. gaming stra

and the other locations along the border were adequately or -- we are better staffed or the same staffing that we had last year. so there is some risk involved here, but the reports that we heard on friday don't concern me. >> thank you. i yield back. >> chairman recognizes gentleman from new york, mr. king. >> thank you, mr. chairman. secretary johnson, let me thank you for your testimony today. before we get into this issue thank you for what you've done as far as counterterrorism efforts. i want to personally thank you for that. it's greatly appreciated. on this issue, let me get to the question that the chairman is raising regarding deterrence. in your statement you say that you want to emphasize there are no free passes. i understand what you mean by that, but if you're parents in central america, in effect this can look like a free pass. you're making the situation more humanitarian. you're making more facilities available. as mr. fugate said, you're providing support to families. all which is understandable. that's our obligation as human beings. on the other hand, if you're a fami

miami airport has told us you will not share the staffing model. is the staffing model something to osha with the airlines and airports according to them they don't know what the staffing model is for how you search -- surge personal? >> i think we meet twice a day with the airlines and airport operators to plan out the days events. so we look at the manifest that we received an advance from the airlines. we do some calculations that it takes about one minute to process a u.s. citizen, about to announce minutes for a non-u.s. citizen because of fingerprint requirements. we model out with a projected wait times are going to be and what the projected primary boot camp should be and do we let our staffing over the to see how many booths can we afford to open in how much overtime we used to close those gaps and fill in the slots spent so you do share the staffing model? >> we share the information with the airports. >> what about the model to sure -- not the actual determination by how you came up with it. are they aware of what used to determine how m

that is so the equipment and the staffing to the tune of about 3 million dollars as well as restoring an h43 position or an operation section sheet and so i think that chief to answer your question specifically, supervisor tang, this will not get us into compliance, but it is heading in the right direction and i think that it will show that we are seriously, looking at getting back to where we need to get, recognized in that there were four years of uncertainty. and what we also agreed to, and it came up through, a suggestion and made at the mayor's budget office and kate howard that although we did not get the 42 members that we were requesting we were getting 16 and the agreement could have a work group and really analyze this impact of this additional 16 members and how that works towards getting to that percentage. and all of the while looking at our response times as well. and in the work group will be will be comprised of the fire department, and the department of the emergency management and the mayor's budget office and the controller's office and possibly dph as well as our m

>> staffing levels are the same. in fact, i would tell you that corizon's staffing levels have been coming up on a monthly basis, to the point that the hours they were working with their existing staff exceeded the contract requirements. >> so you are confident that corison is providing adequate good health care within the prison system. >> i am. >> that is not true, according to a prison watchdog group. >> the american friend committee found staffing levels and health care spending plumb eted after the state privatized health services. even though legislators were promised the same services at a low cost. >> care. >> reporter: are they saving system. >> i don't know. >> are you paying more or they public? >> i am not sure what the numbers were in public. it's probably a little more. again, as time moves on, and medical costs move on, costs go up. it wouldn't surprise me if it's more. it was not a decision by the department of corrections. this was legsize lated, mandated. it was the war. mistake? >> i can't comment

the workload staffing. about 170 different activities that we counted to come up with the workload for the ports of entry. the average processing time to reach one of those activities. you know go there is nothing secretive or controversial are classified by that kind of information. >> is completely contrary to what the airport has told me. >> absolutely. >> one more question, but all wait if there will be a second valve. >> we have a vote of 11 to five. >> senator. >> one more question for which cox. >> you have these programs now. they put in like 75 new kiosks. here is problem. they're wait times, those kiosks as they're currently configured only work for u.s. citizens that are returning. as they are currently configured the award for the international passenger. what they need is a software upgrade of the fiasco that their work for international travelers can you work with us or pledge with us that we will get the software in there so that these kiosks that will work. >> they work today for u.s. citize

. >> reporter: the chief's office tells me he needs to meet the minimum standard staffing levels in order to keep his officers safe on the street. so mandatory overtime looms for his rank and file. these officers captured two people today after a foot chase with the suspected burglars. beginning this weekend, those same officers may be forced to work part of the next shift as well if the need arises. >> we have certain mandatory minimum staffing levels in the department that we need to adhere to. >> reporter: san jose's assistant police chief says there have been days when the number of on-duty officers can't meet those minimum staffing levels. not anymore with the mandatory overtime. >> we'll take volunteers first, obviously. and reversing seniority that we're still working out, we'll hold over that amount of officers that we need to ensure that we have the minimum staffing levels in patrol. >> overworked and fatigued officers will not improve safety in our neighborhoods. >> reporter: the police union points to this 2-year-old report by the city auditor. it says workers comp claims incre

we have savings because we are not fully staffed, but we are budgeted to be fully staffed and we are collecting the revenue by the end of the year and a little over 30 percent more than we are budgeted. if, we were fully staffed, which would take care of the backlog that would take our responses up to equal our budget, and so to have our revenue that much over our budget, really knows that we have more revenue, than we need to spend to provide the service, even at full staff. when you ask about we look back and say that also, our large permits are valid for three years and so we have a deferred credit program that we administer in finance, and so if you have a million dollar project and your permit is good for three years, we collect all of the money when you get your permit but on the finance side, we call and we recognize the funds as being used. and in thirds, and so we will take it and we will take two-thirds of the permit fees that you have paid and we will put it in a deferred credit program and we will recognize it over the life of the program. and so if the permit is good for

office we did go through a review of the animal care control needs and looked at their budget and staffing, and tried to figure out what made sense for them and we did propose a budget to the mayor's office that included, 11.5 additional ftes. >> okay. >> and as with all departments including the other departments under the city administrator's umbrella, we have had to go through and prioritize because there is not enough money for what ever department needs. >> if someone is doing this on their own, how do they know that you have proposed to the mayor's office, 11.5 ftes? >> we have previously shared that in the animal care hearing that was in these chambers. >> and we provided that department and showed what the request was with all of the break out and spread sheets. >> and it was a public department. >> thank you. >> and so the city administrator had prioritized previously the public safety and health and the most important. areas that we have considered and so that is why the animal control officers were the priority for the decisions that were included in the budget. >> and it was re

we are short staffed. we have been short staffed for many years and we can ill afford to not have the human resources to fill this capacity. you see a little bit of hr support in this column in terms of how we balance the budget and you see another big investment in technology. we need to kind of keep track with a variety of system of up grades for program registration and for interfacing with our parks in a variety of ways. i think these slides actually just get into a little bit more detail about our investments under park safety. in this particular budget, we have asked for two additional patrol officers and removal of hazardous trees and an additional elect electric an and our own ability to respond to a major disaster is up to snub. you see our specifics here in environmental sustainability. we have over 130,000 trees in our can me. -- canopy. we have 10 arborist. we should be maintaining our trees once every 5 years. we are not going to get there in this budget, but it's something we need to think mo

bear in mind this mission parameter is staffed with voc rehab officers. they testified on many occasions regarding the benefits of the program. they can provide opportunities for immediate transition to employment upon separation, career counseling and supportive services and plans if employment is not aligned prior to separation. the benefits may not be realized by the benefits. however, dav and our independent budget partners recommend we that congress remove the 12 year -- regardless of when that need arises. with the wide ranging of benefits offered through the program it's imperative service members have complete understanding of this benefit as possible it could prove critical at some point in the future if circumstance in their lives change and in conclusion resource needs must be identified, procured and utilized. goals and parameters must be aligned to meet or exceed this mission. dso involvement during the process is vital and should receive greater support by all program partners. eligible participants must continue to be identified. it shows p

they have some sense of what the demand is but it's difficult to articulate what the staffing might be to address that. >> we've done some baseline studying and you know benchmarking i know that the san francisco unified school district had 8 to 10 full-time interpreters so that's their full-time job you know demand will vary you may have tremendous volume for spanish and chinese we know that and not as much for other languages but we think 8 to 10 full-time interpreters and translators who can also go out and conduct community outreach and education would be sufficient to handle citywide requests. currently we have requests that range from emergency public safety and crisis requests which we give always first priority to. we got one just a week ago that involved contracts and very complex information there's a drop down menu of one hundred different terms that we can't even understand in english so it would take someone full-time working on that a couple of months so we think 8 to 10 people on a full-time basis is adequate based on the current volume that we're experiencing. >> okay t