so, i mentioned the workload staffing model. this is where we submit to congress every year based on a number of workload factors and threat factors, how many personnel we need in each area of our operations. it's actually granular down to the specific port of entry. so, we've requested another 2,500 officers nationwide on a prioritized basis, and we've provided recommended fee proposals for congress to consider that would allow us to hire that staffing. and the port of l.a. is included. we do appreciate -- by the way, i had the leadership of the port of l.a. visit i think about a month ago, tremendous partnership there, and that communication and dialogue is i think critical. the other way we try to balance that staffing is recognizing the impact of our innovation. you mentioned the automated commercial environment, single window, which is providing significant capability, but we've also done several things to help make us more efficient. radiation portal monitors we have at every exit to the terminal to the port of l.a. those

when you look at the staffing along the border, the diagram of the staffing, it has been on a downward trajectory since president trump took office. in september of 2016, there were border patrol.er and in april of 2018 it's actually down 500, 400 and some staff. and that is in spite of the fact that there is an authorization for many more as you are painfully aware of, i'm sure. have an authorization for 21,370. we are hundreds and hundreds lower than we were when president trump took office and we are many more under for what are authorized. and we keep debating additional

. >> on the police department staffing. you'll see on the first page a lot of the analysis was based, the 0 based analysis based on a number of factors and see the factors relate to the significant growth we have seen since 1997 to 2017, and probably most meaningful is the column on the right that talks about the percent change in the factors, and it's a function of the growth we have experienced and some of the impacts that it's had. you can also see it, our request as a function of the new facilities that we have opened since this time, and those are also listed on the page. many of the projects related to the airport capital improvement program of the late 1990s and early 2000, and the projects underway related to the $7.2 billion capital program. on page 2 of the analysis, some metrics we looked at. the first being the increase in passenger and plane, and the growth, the line is the budgeted officers that we have experienced since 1997 to current. and then the bars are the passenger growth we have experienced. so you ca

what the 0 based staffing numbers would indicate. so 0 based staffing would show a number of 278, we are getting to 229 with this budget. and with that, i would be glad to answer any questions. >> supervisor cohen: thank you very much for the presentation. colleagues, as reminder, the airport is one of those unique departments. the budget is entirely based off its revenue and thank you. because you also give a portion of its revenue to the general fund. i believe 12.7% of the budget is increased in year 1 and 10% increase in year two. does that sound right? >> yes. >> supervisor cohen: and then we have a -- increasing the number of full-time employees by 12.75, which will bring you, correct me if i'm wrong, bring you up to almost 1500 employees. 1585.95. i don't know how you account the.95, but that's good. so, are last week we asked questions about why there were so many police officers designated or allocated, and i just want to also acknowledge that you have answered the questions and in the answer to the question is, is that the

and a lack of sufficient staffing as major challenges. in the summer of 2016, we saw unacceptably long wait lines and wait times at tsa checkpoints as staffing levels were insufficient to process the number of travelers. tsa has increased its staff since that time. but it has not kept pace with increases in passenger volumes and the president's fiscal year 2019 budget proposal. does not request enough staff to close the gap. i hope future tsa budget proposals will be more realistic when it comes to staffing lev s levels. increasing trusted traveler program enrollments and staffing levels, tsa could take another step forward in developing a risk-based security model. i also want to mention an article from this morning's "new york times," which i like to enter into the record, mr. chairman. >> without objection, so ordered. >> thank you. this article discusses a secret watch list that tsa maintains to monitor people who may be potential threats at airport checkpoints on the grounds that they may appear suspicious or rowdy. i look forward to

when you look at the staffing along the border, the diagram of the staffing, it has been on a downward trajectory since president trump took office. in september of 2016, there were border patrol.er and in april of 2018 it's actually down 500, 400 and some staff. and that is in spite of the fact that there is an authorization for many more as you are painfully aware of, i'm sure. have an authorization for 21,370. we are hundreds and hundreds lower than we were when president trump took office and we are many more under for what are authorized. and we keep debating additional authorizations as if that is somehow going to solve the problem. and we talked about this in various hearings and i know everyone wants to point it to the polygraph but doesn't seem to me that is the only reason. you can't keep up with attrition and we have some outrageous contracts for recruitment -- one of the things i want to talk about today, are we missing the boat here in terms of improving pay and working conditions? i mean many times people leave a job because they don't feel that they are getting adequate

so staffing changes, we have a total of 3.5 new fte, but that's completely offset with atrition. we have 12 now project funded positions, and 31 new substitutions and reassignments. those substitutions and reassignments were all director desire to organize the operation in a way to achieve our maximum results, and that's really the aalignment of the planning and environment staff that you just described and real estate and environment under one director. we also haven't grown our staff very much but we've grown our capital spending, so we're growing a new pmo office. we have 12 off budget positions in total better detailed on this slide. i've been talking of how well we're doing on spending on capital, but this chart is a revealing diagram as it shows we really have a long way to go to meet the port's needs. our enterprise simply does not produce enough revenue to come up with our capital backlog and maintenance requirements, so i'm showing you where we are at 18-19, and the gap between where we need to be annually to not be adding to our backlog. i'd like to speak a bit about th

we cannot be bound by antequated staffing levels that do not reflect today's reality in our streets andneighborhoods. that is why today i am very proud to announce that my budget plan this year will include the addition of 250 new officers being deployed on the streets of san francisco. -- san francisco from our business department. in the fiscal year alone we will graduate 80 officers in the current academy classes, add 50 new academy recruits. we will also increase opportunity for promotions and shift highly trained civilians into positions that are currently being staffed by sworn members to allow them to be out patrolling the neighborhoods of our city. these new officers will act as a catalyst and be the building blocks of our 250 officer plan. when these officers join the department they will be working on existing initiatives that have been undertaken to strengthen our police department. i have been proud to partner with police chief scott on innovative new public safety measures which include increasing our city wide foot patrols, adding investigative teams at district stations a

border as it relates to border patrol staffing. i am concerned about border patrol staffing. i think that men and women of border control do an amazing job. i think they're brave and courageous. this is law enforcement week in washington. it is important to recognize all of the men and women across the country who protect us. if you look at the staffing across the border, the diagram has been on a downward trajectory since president trump took office. wereptember 2016 there 9800 border patrol agents along the borders. down 500.018 it is that is in spite of the fact there is an authorization for many more, as you are painfully aware of i'm sure. we have an authorization for 21,370. we are hundreds and hundreds lower than we were when president trump took office and we are many more under for what are authorized. and we keep debating additional authorizations as if that is somehow going to solve the problem. and we talked about this in various hearings and i know everyone wants to point it to the polygraph but doesn't seem reasonable to me that is the only reason. you can't kee

times and second the tsa and stakeholders results in missed opportunities for flight schedules and staffing plans and facility times in real time and it typically overestimated the passengers to receive expedited training by those pre-check or a global entry. specifically tsa assumes 50% of passengers will use expedited screening but only 20% used it in 2016 and we have to work on that. the house and senate passed the checkpoint optimization act to address the checkpoint throughout the united states to boost enrollment in the pre-check. i look forward forward to discussing how this legislation has impacted tsa and how they plan to continue expansion efforts. tsa has come a long way from 2016 i would be remiss if i did not acknowledge those conditions as passengers grows by 4% per year and that contingency rate is troubling and that screening rate translates it with those screen measures to facilitate. it without pre-check status to those who are involved in the program and i myself have witnessed this on many occasions. and to manage traffic under the guise of risk insecurity. and then that

i am concerned about border control staffing. i think the men and women of the border patrol do an amazing job i think they're brave and courageous and hard-working and this is law-enforcement we can washington and it's important to recognize all the men women in your from across the country who protects us, but it's interesting because when you look at the staffing along the border, the diagram of the staffing has been on a downward trajectory since president trump took office. in september, 2016, there were 19828 border patrol agents along our southern-- along the border. in april, 2018, it's actually down 500, 400 and some staff in spite of the fact that there is not authorization for many more as you are painfully aware of, i'm a sure. we have an authorization for, 21370. hundreds and hundreds lower than we were when president trump took office and we are many more under for what are authorized and we keep debating additional authorization as if that somehow will solve the problem. we have talked about this in various hearing

on our site that requires major investment in infrastructure technology and staffing. we are currently in the midst of a 3 billion-dollar capital investment program and have spent more than $20 million in thstaffing and technology to reduce the burden on tsa and increase the efficiency of the checkpoints. similarly, tsa is being required to increase their capacity to handle our growth. we deeply appreciate the partnership that we have with them including both local tsa staff and tsa leadership in washington, d.c.. i also want to thank the subcommittee for your work on the checkpoint optimization efficiency act, which has resulted in improved collaboration, communication and information sharing at the local level. however, if there is more work that needs to be done. we have set a weeks time goal with 20 minutes or less at the passenger screening checkpoints to read we see this effort not only as a customer service priority, but a critical security measure. we know the best way to protect a soft target, such as an aggregation of people in the public area is to process t

the thrust of your recommendation that would take a look at staffing, staffing patterns and the number, for years that number.

. >>> san francisco police has never met a staffing goal. that will change after announcement today. >> but realistically, what is the likelihood this will happen? >> abc7 news lyanne melendez takes a look. >> reporter: san francisco supervisor told cadets at the police academy that the crime

>> well, because in terms of staffing or serving the president, that first six months was pretty chaotic. there were people hired that maybe shouldn't have been hired. but it's not that things were a disaster that first six months, but i believe they could have

the thrust of your recommendation that would take a look at staffing, staffing patterns and the number, for years that number. to look at how they are deployed. what i like is the collaborative effort, the spirit you put this forward in. as we move forward with every other d.o.j., i think it makes sense, i am fine with it, i think it's a great idea. i mean that, i do. >> supervisor yee: would you like to serve on the task force? >> i'm not going to say no, i'm not going to say yes. i hope that doesn't affect your vote. bias is something i'm working on. we will see. that's my honest answer also. >> supervisor yee: at least i appreciate your honesty. >> thank you. >> supervisor safai: commissioner marshall, i think your background not being an attorney but rather someone that comes as a community organizer, someone who has been out a youth mentor and the work you have done with the youth i think that's a very, very important perspective. how it has influenced your decision making on the commission and the decision making of your colleagues. >> when i was first asked to be on the commissi

on that side that includes technology, infrastructure, and staffing. we are currently in the midst of a $3 billion capital investment program and have spent more than $20 million in staffing and technology to reduce the burden on t.s.a. and increase the efficiency at their checkpoints. similarly, t.s.a. is being required to quickly increase their capacity to handle our growth. we deeply appreciate the partnership that we have with them, including both local t.s.a. staff and t.s.a. leadership in washington, d.c. i also want to thank the subcommittee for your work on the checkpoint opt anyization and efficiency act, -- optimization and efficiency act, which was passed into law. however, there's more work that needs to be done. at sea-tac we have set a wait time goal of 20 minutes or less at the passenger screening checkpoints. we see this effort not only as a customer service priority but a critical security measure. we know the best way to protect a soft target, such as an aggregation of people in the public area, is to process them to the sterile side

on our side, that required major investment in infrastructure, technology, and staffing. we are currently in the mist of a $3 billion capital investment program and have spent more than $20 million in staffing and technology to reduce the burden on tsa and increase the efficiency at their checkpoints. similarly, tsa is being required to quickly increase their capacity to handle our growth. we deeply appreciate the partnership that we have with them, including both local tsa staff and tsa leadership in washington, d.c. i also want to thank the subcommittee for your work on the checkpoint optimization and efficiency act, which has resulted in improved collaboration, communication, and information-sharing at the local level. however, there is more work that needs to be done. at sea-tac, we have set a wait time goal of 20 minutes or less at the passenger screening checkpoints. we see this effort not only as a customer service priority but a critical security measure. we know the best way to protect a soft target, such as an aggregation of people in the public area, is to proc

there is a significant amount of staffing capacity there that can be redirected for more programming, for example, or even safety and security because that's a top priority for us, as well. >> supervisor cohen: so is it -- so to be fair, i think that this is kind of like in the nice to have category as opposed to necessary, and i just want -- that's my take on it. how would you categorize it? is this really an investment that is necessary to the core functions of the library? >> i would characterize it as a necessary investment at this time. we had hoped to implement rfid at the outset of the branch library improvement program. we were unable to secure funding at that time. the checkout equipment that started coming on-line in 2005 with the first openings of renovated and new libraries, that equipment is now nearing the end of its useful life. we're needing to upgrade that equipment, and it's becoming more costly to maintain an older standard. the industry -- the majority of the industry has moved to rfid, and asth marie mentioned, we'r surrounded by bay areas that adopted this techno

saying she is frustrated over what she calls an adequate funding in staffing. oakland city council member rebecca kaplan agrees. >> the department cannot function with this level of vacancy. >> reporter: according to kaplan, critical positions at the shelter have not been filled for years. >> these are positions that are funded, so the fact that they're not filled is definitely outrageous because the public isn't getting a service. we voted to fund these positions. >> reporter: the mayor's office says it is the city administrator's job to e folks. the remaining staff struggles to care for the animals. this shepherd mix is nursing five puppies. these rabbits crouched to the back of the cage. yes, there are roosters confiscated. there are other animals too. the lack of proper funding creates a multitude of other issues including the folks who tell me rats have been running for the ceiling, down this wall, and have chewed their way into where the food is stored. the dog run area is overgrown with weeds. while some parts of the outside are so bad it looks like an a

we can look at what it would be to bring staffing in for security -- or we had savings and that was quantified when you approved the prop j's, but i do think because of the micro-lbe set aside program, we're getting a very good result in this work. >> supervisor fewer: if you could send me that data and the impact that it's having on the lbe categories. it's just when we're looking at secure employment, that always through the city, and we can incorporate themselves ourselves, i always think it's better than to contract out. i understand in emergency circumstances, but for people's livelihoods, i think it is much better to have a secured position within our city and county of san francisco. >> we're happy to look at it and get you some data. >> supervisor fewer: thank you. >> thank you. supervisor. >> supervisor cohen: i don't see any other questions, we will see you next time. >> thank you so much. >> supervisor cohen: no problem. thank you. next, we will hear from the library. officially want to welcome mr. michael lambert. >> good morning. thank you, chair cohen, supervisors. i'm joined by

and really to dedicate police staffing to help bart. we are short almost 30 bodies in the bart police department. we are desperately trying to hire high quality candidates, but it's very difficult. as we are continuing to try to hire, we need help from the san francisco police department and that's what the mayor and chief scott has helped us with. on wednesday, i was there in the morning doing site visiting and immediately, i saw san francisco police department at the top of the top of the entrances and patrolling in the concourse area. and i started to receive lots of compliments from people. they're cheerful, just again, adding that positive energy we desperately need at that station. this will continue. we had a follow-up meeting with the mayor and his team. this partnership is going to continue with sf police department and we're excited about that and it's going to be fantastic for our customers. >> co-chair blacksten: sounds good. any more questions? >> council member mcdonald: i don't understand how it costs $1.2 million to serv

. >> we have to get full force staffing of our police officers. we have 1600 police officers presently, we'll have 300 less because of people retiring in june, and full force staffing is 2200. >> reporter: three other candidates say they are running so voters can have more options. >> we have a left, and left-er government. my job will be to bring back -- >> i understand it would take a miracle for me to become mayor, but i'm open to miracles. >> i've been demanding for government change. now is the time. >> reporter: each candidate was to name their endorsement for second choice. >> mine is jane kim. >> my is london breed. >> and my number three choice. >> weis -- >> i'm not endorsing number two. >> my second choice is greenberg, and angela. >> i have no number two and no number three. >> reporter: speaking of alliances, republican rich greenberg said london breed's campaign asked for endorsement for second choice and they declined. >>> >>> a candidate for the santa clara county board of supervisors is peeking out. he -- speaking out, he said a p

it relates to each member of this board of supervisors will interact with the sf mta, in terms of staffing, in terms of engineers and planners, and so on, as well as what they see going forward. and then, we'll get into some of the details of this legislation. but essentially, it allows us to have some review over some areas of concern that often come up the most when -- when they are highlighted to us as members of the board of supervisors. so we have the review under this legislation to discuss green, blue, yellow, white zones, street sweeping, parking restriction, taxi stands, shuttle zones, tour bus zones, so essentially, some of the temporary stopping zones. parking time limits for meters. also, the residential parking permit program, stop signs, as well as car share parking and vanpool parking and on street parking restriction, motorcycle parking only, and then some vehicle size over height of 6 feet, oversize vehicle restrictions which is a big issue in my district. motorcycle parking only, compact vehicle parking or marking stall designations, and then restrictions of iscot permitt

it looks like you're working to realign staffing. so, if you would talk a little bit about your vision for the business center, the services that it's going to support, and what kind of timeline are you looking at to put this in place? >> excellent question. i know there are also other issues and concerns and questions about staffing. what i felt was the right thing to do is to get our undersecretaries in place. as you know, in our business reorganization, we realigned our fsa offices along with our nrcs offices as well as the crop insurance, our rma offices there, that are directly customer-facing. senator merkley reminded me of my conversation and my vision of being the most efficient, the most effective, but he also left out the most customer-focused. and we know that we do that with people, and with bill northy finally on board as the undersecretary for that division, we're undergoing a strategic, missionwide staffing plan. we know there are obviously some deficiencies based on attrition in various places. there have not been any

which costs for the cultural district staffing are one-time costs versus ongoing costs? >> i would say that an example of a one-time cost could be the cost for consultants that might be engaged to assist with the initial plan. ongoing costs, for example, our department would be as we prepare the chess report each year, that it would be an ongoing cost for our portion. oawd portion where they continually work with each small business district is likely to be an ongoing cost. and the planning department in terms of preparing the context statement, is likely to be an ongoing cost. the planning portion is likely to be one time. >> supervisor cohen: one time for a year, six months, nine months? we're the budget committee. so we have to budget. >> yes. i would anticipate it would take at least a year for a full plan to be developed. >> supervisor cohen: fair enough. can we make this funding a negotiated part of the developer agreement? >> it's an interesting idea. i can say for the transgender district, there were community advocacy around one development property, which did r

and do you think you have sufficient staffing to handle the work load you have? >> we are trying to be creative. our challenge is we have no more space. so even if -- like many others in our fair city with some great, you know, we are not alone, i think, as far as city employees and city departments in having difficulty securing space. having said that, currently we are dealing with the work load we have with creative strategies, like i mentioned, more strategic planning around what can we process without a hearing, how could we simplify, we have had a board that's been very supportive. they have done away with process for the hardship application. they streamlined it, made it easier for tenants but also easier on staff. > supervisor fewer: thank you very much. >> thank you. >> supervisor cohen: all right, seeing this are no questions, we appreciate your presentation. >> thank you very much. >> supervisor cohen: next we will hear from the appeals board. >> good afternoon, my name is julie rosenberg, new executive director of the board of appeals. as you are proba