staffing. so as we look at positions and you're asking about vacancies and new positions, there have been no increases to d.t.e. staffing last year or this year. we do have vacancies. these vacancies are in the process of being filled. interestingly we have filled and taken 88 different h.r. actions this year. that's a tremendous amount of work and we certainly appreciate g.s.a.h.r.'s partnership that help us try to bring this workforce on. of course, our area is very competitive and it's difficult to hire here in the bay area. but we are doing an excellent job of bringing the right people on, it may just take us a while. we do have 22 hires in progress right now, whether through an exams process or interviews. and we are refactorring and reallocating 12 positions. so you asked about performance measures. and we truly believe if you can't measure, you can't improve it. so we measure and monitor many of our services, most importantly our availability of the network and our infrastructure. we als

to date, we've been staffing overtime to budget -- we're staffing overtime to budget and not to need. so the reality is we really need to staff to the needs of policing our city as opposed to just staffing to the budget. we also want to use existing budgets to civilianize the 15 positions this year, as a part of a three-year plan to convert 50 overall positions to civilian positions. new investments in this budget request are one is the union square ambassador program. now i don't want to get too caught into the name. i know we have an ambassador program already in the city. but the concept is to hire back retired officers, to increase the presence in the union square area and around the powell street station. this is the area that we would like to pilot this program. these ambassadors would be non-armed, they will be a force multiplier and the eyes and ears of the area. they receive 110,000 visitors per day and 5,000 visitors per hour. with the increase in tourism and work-day populations, the area we believe needs more support. this is a cost-efficient program to put extra eyes and

six staffing in particular. i know there's other things in here that are important to the department. but i had the privilege, along with aaron, in my office, of doing a ride-along with april bassett and i just was amazed by the heroic efforts that i think three of them that are in the unit. >> correct. man make with these folks, who otherwise would be generating even more 911 calls. and the wonderful way that she worked her clients and the relationships she had formed fod with people. you know, and i know simon paining has been contributing to policy discussions here. but, you know, it's -- i think there's a general recognition that having police be the first or only outreach for many people in distress is not great. and having other folks, particularly, you know, folks on the e.m.s. six, clinicians, folks from d.p.h., but people who are able to handle pretty high stress situations and work with people who have a lot of challenges and improve outcomes for them is really important work right now. so thank you. >

the staffing level changes there's been a reduction of parking fasts. while some have been realized through normal attrition and retirement and others most reductions can be attributed to a handful of valet parking programs. 30 valet shifts and 15 fewer post-fixed cashier shifts and 10 additional cashier shifts will be reduced again once the parks program is completed. however, approximately 10 full-time employees will be transitioned or added to staff our command centers i'll talk about which will be a 24/7 operation. the valet demand could return if demand returns but fixed post cash ers -- cashiers will not. and a couple changes happening city wide. there's development scheduled to start late this year, early next year. the lot will go away and we're seeing that across the parking industry in the city not just city garages but in public garages as well and the mosconi center garage could have an impact. i'm putting a pin in 2022 as a possible onset for that garage. aliso ferrell. we'll hear a lot from the folks. i recognize a number of faces. i was a

i ask we keep the staffing levels we have at this point in time. >> commissioner: thank you. next speaker. >> i'm steven garcia. i've a 27-year employee as the aliso ferrell garage. we have seen the garage go from a first-class garage to slum garage. the light is terrible and there's people urinating and it's feces and drugs and needles. stuff all over the place. i'm the only one there in the facility from 5:30 in the morning to 7:30. the next guy is 7:30 and the next one doesn't show up until 2:00. there are no other ambassadors but me and david. the customers have complained they don't feel safe. one lady told me she felt she could be raped at any time there. it's dark and they're scared. our entrances are dark. there's nobody around. we've been told to stay off the main floor and be upstairs. we're spread so thin at our facility from going from 45 people down to about six. it's insane. the studies of the facility showed in the past they added two and a half floor and talked about doing this self-park many years ago. it was unfeasible to do this. we've gone from 14,65 0 to

there has not been affirmative additional management staffing or service staffing specifically for hsoc, it has been utilizing existing resources. that's why answering the question that chair fewer outlined, that the resources allocated to this coordination effort have been utilizing existing resources. i will say that the police department, fiscal year, as part of the hiring plan, additional officers, a portion of those were planned to go to supporting hsoc, this is the first ask. but happy if members of the committee would like to have a more wholistic briefing about what resources the department is allocating toward that, but it was resourcing. >> president yee: i wish i had the briefing before this. the question related to staff that has been used since january 2018, is it -- are these staff members that are pulling overtime, or is it just this pulling it from their existing services and taking away from that? >> well, i can only speak for our department with that question. i will say that one of our senior managers who does not get paid overtime is essentially probably working 12-1

staffing programs on march 5, and i know the b.l.a. had reached out just that week in order to get information, and they informed us, you know, just the other day that they still have not been able to get all the data from your office. it's been three months now? and what's going on? why aren't we able to get the data that we're asking for in a timely manner? >> well, i think part of the reason for that is our department is relatively lean on the administrative side. we don't have a team of analysts. we have three analysts that are working on a variety of functions. we've had quite a bit of turnover in our finance office, and so as i described earlier, one of the policy analysts moved on, so the challenge really has been the resources. and i know that our staff have made some significant progress with respect to getting that information, and we fully look forward to being able to provide that to the board of supervisors. the challenge simply has been the resources. >> supervisor ronen: okay. i think it's hard to believe that in three m

>> the permanent staffing hasn't changed. i think we have added a position and a half in the last two or three years. >> so these are all temperate positions? >> correct. >> thank you. supervisor mandelman? >> i guess along the same lines, i think this is the first apartment we have seen where many of the positions, much of the growth is not permanent, and also it is a little hard to tell from these numbers what is happening with the underlying department, so you are saying it is pretty much staying the same size as it has been for some number of years. >> yes. >> how many permanent employees are there? >> right now we are at 29. we do have some people on project status, mr. controller? >> while john is gathering numbers, i can speak in general terms. i thank you are looking at the mayor's budget book pages where you see salaries in a single bucket. obviously, there is a lower level of detail that sits in the budget system itself. a lot of that detail will be presented by mr. rose and the budget and legislative analyst office

for 18 months, i staffed the president the way i thought a president should be staffed.resenting him options, getting experts with him to talk. that's what chief of staff does. that was vitally important. for 18 months i was there. we staffed the president very effectively. david: was it the hardest job you ever had? the most memorable job? the most enjoyable? or just another interesting job? gen. kelly: it was very hard but very meaningful. not very enjoyable. you know, staffing the president of the united states, you are trying to bring together the white house staff in the entire federal government to help him make the kind of decisions, economic, social, life and death wartime decisions. david: in washington, people often stab you in the back. sometimes they stab you in the front. that is the job that the chief of staff is said to have. you get criticized by everybody. do you feel that the criticism by people, for any reason, did you get used to it? gen. kelly: i wasn't used to -- one of the things that struck me right away that i was not used to coming out of the mi

the president way i think a president should be staffed. presenting him options, giving experts to talk and hash things out, that is what chief of staff does that was highly important. 18 months i think we staffed to the president effectively. david: was it the hardest job you had? most memorable? most enjoyable job, or just another interesting job? gen. kelly: no, it was very hard, but very meaningful. not very enjoyable. staffing the president of the united states, you are trying to bring together not only a white house staff, but the entire federal government to help him make decisions, whether it is economic, social, or life-and-death wartime decisions. david: it is often said people stab you in the back, but sometimes they stab you in the front. that is the job that chief of staff is said to have, you get criticized by everybody. did you feel the criticism was unfair or not tolerable, or you just got used to it? gen. kelly: i was not used to -- one of the things that struck me right away, that i was not used to coming out of the milita

for 18 months, i staffed the president the way i thought a president should be staffed.resenting him options, getting experts with him to talk. that's what chief of staff does. that was vitally important. for 18 months i was there. we staffed the president very effectively. david: was it the hardest job you ever had? the most memorable job? the most enjoyable? or just another interesting job? john: it was very hard but very meaningful. not very enjoyable. you know, staffing the president of the united states, you are trying to bring together the white house staff in the entire federal government to help him make the kind of decisions, economic, social, life and death wartime decisions. david: in washington, people often stab you in the back. sometimes they stab you in the front. that is the job that the chief of staff is said to have. you get criticized by everybody. do you feel that the criticism by people, for any reason, did you get used to it? john: i wasn't used to -- one of the things that struck me right away that i was not used to coming out of the military was t

the other element of staffing too, there's a charter requirement. the controller certified we have met that charter requirement as of now. am i wrong? net of positions is enough officers. do you want to clarify? the other point i want to make too is that this idea that the department was funding the overtime through its own budget doesn't mean there's not an opportunity to delete the overtime and repurpose it. means department's budget by balanced. finally, this idea that the overtime -- it is also a timing issue. a certain point they're saying is that they have the staff to come and be able to fulfill all these duties without using overtime. that's what they say every year. that's what they said last year about civic centre. it's really just a timing issue about when you want these foot beats to be accomplished. is it july 1st or could it wait four months or six months until there's sufficient staff to meet these foot beat requirements. i n

the committee did discuss the staffing ratio and requested that we note -- and this is my error, this is my oversight. i had intended to note in the background the committee's direction to staff, that next year, we would study the staffing ratios and being in conversation with our labor partners around that directive, so it wasn't received as an amendment to policy per se, but the committee was very clear that we wanted to look at that next year. >> commissioners? commissioner collins? >> yeah. i'm shocked that we have 22. my kids weren't able to participate in t.k. because it came the year after, but i had twins, and we were in a parent involvement kind of preschool, and we had two teachers, and we had multiple parents in the room. and my daughters were younger when they entered school, so i just can't imagine one adult, you know, going from preschool to that. i feel it's something that we should be taking immediate action on making sure that we have just a higher adult-to-student ratio in the classroom and teachers feel supported and students are supported. [applause] >> i agree. my

if we don't need that set of staffing and need a new set of staffing come and prove to us you need a new set. >> and how many ftes were you granted at the time to address the wrong -- backlog? >> i think it was six. >> supervisor: do you know the amount it came to? the dollar amount the six ftes amounted to what positions they were? >> i believe there were two principle appraisers and four 6241 appraisers. so this board when those positions were approved they were put into the budget and i absolutely think this board, you can review any part of our work load or all 150 or so of our employees. it's within your purview to review what you're doing and what happens. i don't think there's nothing special about when there's an increase in the budget and it becomes part of a baseline we then are required or under special obligation to come back to justify those. but in general. >> if i may interrupt, sir. i think the procedure is if you come to us requesting for a specific project, that project is now completed. those ftes should not stay in your department without coming back to the board

in the last few years, our budget staffing has been going down for 1%. that still accounts for the overtime, but we still have to go up a little in overtime to continue to work in these positions in order to bring the overtime down to what we have. >> we could paint a picture to show you how the overtime came down as a result of these civilian positions. there are also -- if we add all of the nuances to this picture, you'll also see an increase, a temporary increase for next year only that allows us the funding to bring in an additional academy class. >> madam chair? >> chair fewer: yes. >> so our understanding is the department wants to add these positions to redeploy deputy sheriffs to other areas of work, which was recommended in the controller's report. so these positions, that's what their goal is. our recommendation still allows them to do that. it's just instead -- we would allow eight new civilian positions in the first year and two new additional -- two additional new civilian positions in the second year, totaling ten new positions in the depar

and those need to be staffed. and i'm wondering where would you like to see us invest more and -- and you're also saying you don't have enough staffing. i heard that as well. what specific needs are you seeing in schools that are related to wellness for students? >> well, specifically to students receiving special ed services, one of the big holds we find in some schools is social skills. we have the highest area of students being identified right now within the eligibility category of autism. and one of the definitions of that is social skills deficits, right? and we find very often it's our school social workers who step up and run the groups. the lunch bunches. and do some of -- along with our speech and language pathologist and many other people, but often time that is where we say the need for staffing is so great. and it's important to identify all the different supports so we can staff. and going back to your question earlier about unique needs. when you're talking about individualized education plans, thos

coming up, not new staffing but new bodies available that can take up some of this. again, i don't you nor the public to think that we don't support 1% of your increase for next year, we don't support the police department. thank you. >> thank you sir. >> supervisor brown: thank you. thank you chief. i really appreciate everything that you've been doing for this department last couple of years. it really changed. it changed for the better. i have few questions though. when we're talking about the beat officers, i know you have already existing pot of $20 million allocated for overtime. is this for mainly for the beat officers? >> yes. are you talking about the 2.8? >> supervisor brown: you have $20 million allotted in general fund overtime. that's everything. how much extra overtime does an average officer work? >> it varies. we did a breakdown. >> supervisor brown: i know when you look at what people in their overtime you can see the city government. i know you have officers that are making an overtime as much as almost they're making in their salary. that's working

my only point is that if we are going to do that, it should be based on a thorough staffing analysis. >> thank you. >> you're welcome. >> supervisor stefani? >> thank you. i just want to add something really quick that, you know, i am open to cutting these four positions because i feel like we can re-examine their need as we do our work on the brute -- blue-ribbon panel, as we reimagine the juvenile justice system, and as we work together. i want to make a point because this has been such a contentious topic and i think, often we don't always come from a place of hope, and we don't always come from a place of realizing how much we actually have accomplished in san francisco, and i don't want to let that go. i want to emphasize that, you know, everyone on this committee wants better outcomes for youth. everyone on this board of supervisors wants better outcomes for youth. our mayor wants better outcomes for youth. i know you want the same thing, and that is something, i think, to celebrate in san francisco. when we see what is happening on the federal level, when we see what is happeni

of the other staffing. and we know we want to get to a certain -- a certain staffing level. if we need more than we have this contingency to staff up. if we don't intend -- if we don't need to staff up, then we won't dip into the contingency and it's already essentially funded. >> that answers one question. i might have a recommendation on that. but the other question of, again, on the expend chure side, we have about $3.5 million of contingency. we're using $2.5 million from the reserves to partially fund that. but that means there is another $1 million that is sfrong other sources such as transit. [laughter] >> and strong from other sources such as rm-2 and rm-3, but i get your point. yes, you are -- you could be contributing to that but we'll do our best to keep our expense down so we're not having to use the contingency. >> if i could add something, director. given that we don't have an operating history, our staffing is very lean when it comes to building engineers, when it comes to janitorial and othe

we're talking about staffing and is there a clear idea how many more cuts will happen?is there in your opinion 16 valets in one garage and they said a certain amount but the numbers keep getting bigger. what's your experience in the number of cuts that have happened? >> they're coming without notice to us, first of all. and we found no pushback from laz and emco. they seem to be coming from decisions made at the sfmta and when we sit with them in a couple rounds the fast few months we asked what's the next batch of cuts to expect and we get no concrete answer. >> as i sit here it makes no sense to me everyone's enjoying and participating in and you remove that service and people are paying customers for that service. what's been your experience talking to the front line people and staff involved in going valet? have may been net-net? are they getting laid off? >> this is disruptive to their families because they're expecting a normal routine of shift and routine of days off to participate with their family on a regular basis but probably more important and this is absol

. >> supervisor from the police department's standpoint, we increased our staffing over the past 18 months to make adjustments. so we believe that with -- we would love to see the other departments support it. we went all in from the start. we didn't ask for additional funds for this budget. but to have the other departments supported would really get us closer to what this model envisioned anyway, which is to lead with services. recognizing all the challenges that supervisor mandelman and supervisor fewer and supervisor ronen brought up, we recognize and acknowledge that, but i think the where the police department is in a good position, the budget director said, last year we made a conscious effort with our infusion of officers to focus on staffing properly and that's what we did. so we feel like we're in a good position. i think we can manage the overtime. i think if this budget is supported, it will probably reduce the overtime, so we're very comfortable with that. >> president yee: okay. i really appreciate that the departments are willing to work together and coordinate. i mean it's

in the last few years, our budget staffing has been going down for 1%. that still accounts for the overtime, but we still have to go up a little in overtime to continue to work in these positions in order to bring the overtime down to what we have. >> we could paint a picture to show you how the overtime came down as a result of these civilian positions. there are also -- if we add all of the nuances to this picture, you'll also see an increase,

is an area where we recommend and will recommend in later slides that you augment your internal staffing to be able to have some of those subject matter expertise, particularly as you start going into heavier tunnel construction for phases two and three and interacting with much more of the operational integrity of the different services operating in and out of transbay center. the completed project was very keen on what the operating model was going to be for center. very impressive operating model with a balance of internal and outsoured workforce to provide an nation a.c. transit and caltrain and muni and bart also can have some connectivity to so that there is a safe, clean operating model that can be sustainable through the future and so it seems like you're set up to be in a really good place for how that is going to operate going forward. so i hinted to it earlier, but the recommendation is that the staffing levels increase for the tjpa particularly when it comes to the critical subject matter expertise like structural engineering, tunneling, some construction management, some pro

it would require an additional 600 cvp officers until the agency's staffing needs are met. hiring authorizes support staff and technicians to perform nonlaw enforcement functions, allowing officers to focus on law enforcement priorities. it would also require reporting on infrastructure improvements that would enhance our screening capabilities. entirely it's an feasible goal to meet and would ensure you have the staffing, resources and infrastructure needed to keep our ports running safely. the bill was passed unanimously yesterday by the homeland security committee in the senate and i hope we can bring it up for full consideration by the senate soon. and moreusmca effective and efficient ports are critical to maintaining a competitive and smart border. but without action to get to the bottom of what has led to many of the challenges, we will continue to find ourselves in a battle of wills, and a battle of physical versus economic security. my point is here today we do not have to pick between those. we can have both and we need to focus on both, physical and economic secu

right now we're looking at -- we've been allocated to maintain staffing levels. on the e.m.s.ide, there were significant investments in ems-6. we were allocated five additional ems-6f.t.e.s to sub mrement operational staffing that we currently have. we have one program administrator and one 12-hour shift per day dedicated to ems-6. so, these five additional personnel will dramatically increase the amount of operational coverage that we have related to ems-6. ems-6 has been discussed quite a bit at the commission. it has been a very successful program for the department. the issue mainly has been bhanlds -- has been bandwidth with the members that we have. we're hoping to expand the program and reach a whole -- more of the population that is in need of our services. so, in additions to the five f.t.e.s, we've also been allocated funding for ems-6 training. there are certain requirements as far as what training the members participating in it need to have. and so that's both for full-time staff allocated as well as the pool of individuals that are working in those positions on a