Staff to address what weve identified as a challenge in the way that employees feel about their work here. As part of the mayors executive directive on a diverse workforce, she ask we work with h. R. C. And convene a stakeholder working group. And part of that working group, one of the things we heard was i have a complaint about my working environment. I bring it to e. E. O. But its not an e. E. O. Complaint. I just have a bad boss or bad coworker or a team dynamic that is not positive. And so, that will focus on Equity Inclusion and a sense of belonging is really about trying to address that gap between complaints that are legitimate complaints but are not e. E. O. And we need pay Better Process for managing those. As well as digging into the data that exists so we can understand where we may have the dis parties we needs to address. Thats one component of the new staff. The staff person to focus on Disaster Preparedness working closely with the department of Emergency Management around Disaster Service workers, training for City Employees and deployment of the Disaster Service workers as well as mutual aid if were a recipient of it and those sorts of things. Were proposing an additional senior Labor Relations position to really focus on more efficiently staffing grievances and meet and confers as well as implementing the workplace associated with the labor contracts moving through the board. As you know, during labor negotiations we staff up and then we staff down. So we think given the amount of changes that are proposed in this set of contracts, it would be helpful to the city and our department to have an additional person to manage that. And as i mentioned, we want to make sure that when we are when Workers Compensation claims are appropriately designated as Workers Compensation, that the city is paying for those claims and medicare is not paying for them. We want to make sure im doing that Quality Control and call qy assurance and thats the additional position. How many do you have currently . We have in the condition curt 166 budgeted and funded positions. How many vacancies do we have . We have six or seven vacancies. Which are its about a 4. 2 vacancy rate. The range of vacating is between throw anthree and six months bue in active recruitments for several of the pending listed options. So, your general increase of seven f. G. E. S for fiscal year 1920, how many of those are for your work force equity . Four. Two on recruitment and two focusing on dispute resolution and promoting a more inclusive workplace. Im just going to say that its actually premature for you to have these positions to work on workforce equity before we get the office of Racial Equity up and running. Which we should in a years time. Its something, through many sessions we have here at the board and Committee Meetings and hearings weve heard distinctly from the workers about your particular department and i think that this is why the office of Racial Equity is so important that it is a place where i think can the departments can also look to for advice and also for direction. I think these positions, while well meaning, i think are premature actually to be put into budget for fiscal year 1920 however, we are not making decisions today. I wanted to mention that also you have seven vacancies that you could actually and im wondering, per the mayors budget instructions once again, why these why you are not incorporating these new positions into the vacancies you have and looking within the existing budget as your department is pretty large, 166 employees and i believe that per the mayors budget instructions we repropitiating with existing resources first and reprioritize and not to add any f. T. E. S. Thats my First Impression but maybe my colleagues see differently. I was trying at the diversity piece and i was going to ask what is the relationship between these positions and the office that theyre going to begin to start and how are they coordinating their efforts . It seems so thats one thing. But i have a different question on the angle of staffing that i could have asked the controller but ill ask that question late and ill ask that supervisor ronen is on the roster also. Thank you. Im wondering if any [ please stand by ] that being said, the real way that we think we are going to be able to support departments in moving more quickly to hire is through this hiring modernization effort. Sylvia mentioned we accept 150,000 applications a year, we hire 9,000 people a year, and what are the factors one of the factors that help us identify the need to take on this project was the controller s report which is called time to hire, and that report identified that because of the system we used, we arent able to accurately identify where the holdups in the process are. And new system that we are in the process of procuring will allow us to say, is the hold up in the hiring process because we are waiting on an exam to be conducted . Is a hold up in the process because we are waiting on a hiring manager to schedule interviews . Is a hold up with d. H. R. And that we are not moving the appointment processing through quickly enough . So i believe we will begin to see real improvements within the next year, but a system by itself does not solve the problem, so we are continuing to work with departments to find any innovations they can use and approaches they can take to reducing that time to hire without relying on temporary workers. We can talk about that more. We can hold a hearing, we should hold a hearing. I know there actually has been a hearing on that recently. I missed it, unfortunately. But we can talk about that later for me, i want to echo what my colleagues have been saying. If were not talking about speeding up the process, im not sure how open i am to new positions. Actually, when we had the hearing, if i may, it isnt just about human resources. It actually has to do with Civil Service, which is another big huge thing, and so i actually dont think that if you have more positions it will fix that issue. I think that is a fundamental issue as i speak to Department Heads about hiring, all fingers turn to the Civil Service department. I actually dont see of course, we are not actually making decisions or any actions at this point, but i do think that we should be able to give you a little bit of a heads up about our thinking, so i think this is an honest assessment after we have had hearings, and had deep discussions about it, and also speaking to Department Heads. I dont know those positions. After, maybe, the root issue is fixed, then i think there might be cause for that, but in the meantime, i just have to concur with supervisor ronen that through the hearings we have had , it shows that some of the key problems lie in the Civil Service department, actually. Anymore questions . Earlier, when you were doing your presentation, you talked about the question was asked by supervisor mandelman how many positions are open at this point , and they are not filled, and he named like 20 or whatever it was, the number was, and then he went on to talk about that those are unfunded positions. There is a number of unfunded missions, and it almost matched the number of positions that were open. Is this a common practice where we are actually allocating more positions that you could fill without funding it, and whether it is common or not common, is this a tactic to actually hire people quicker . Because you have empty positions now and you could start interviewing, even though you really dont have funding to hire those positions. So i hope im not making it too complicated, but there are a couple of issues here. I wonder how it all plays together. Sure. Thank you. Let me make sure i will try to answer your question, and i will invite to the controller to join me in answering if there is more that i should say. I think your question is about, essentially, how does what you see in the mayors budget book in terms of the number of budgeted and funded positions relate to the total number of positions that a Department Might have available to them from which to hire . The difference there is essentially the difference between the a. S. O. , the annual salary ordinance authorized number of positions, and i think the way that people tend to think about that is that is the menu of positions from which a department may hire. You have authority to hire across a set of broad positions, and then you have positions that are then the budget itself people go on leaves of absences, they take promotions, so to try to account budgetarily to the fact that departments dont necessarily use their full, a full salary allocation for every position, because there will be particularly, in larger departments. So the question then becomes, it is not the case, why dont we allow for all the departments to have a bigger number of positions that they can hire into, knowing that every presentation today, the answer is i have so many openings. You could actually start to process hiring before there is an empty position, knowing someone will leave at one point. It only works if you have a lot of positions in the same category. Obviously if you only have one position and particular job description, then it doesnt work as well. So that is the question. Is that a potential way to cut down the length of time that we would have a position open . I think i understand the question. The question is, if departments had additional position authority, even if it was unfunded, could that potentially allow them to fill positions more quickly . I think the answer is yes. Typically the way that we allow departments to begin the process of hiring is based on whether they have full funding for that position or not. If a department starts most new positions are funded at 0. 77 of a fiscal year, they are not a whole fiscal year, with an idea that there will be a delay in the hiring and recruitment for that position. It tries to account for that already, but certainly, if the department has a vacant position , and they can identify funds to support it, they could begin the recruitment. The 0. 77 is for new positions thats right. So most of the positions that people are talking about our ongoing positions. That is correct. So coming back to the controller, i guess what you were explaining was, is that a tactic for you . Tactic implies something devious, so i would not wanted to come across that way. It is true that attrition, this kind of thing that were talking about, is inherent in every department. This is a standard budgeting tool across the city. What might differ is the percentage of positions. The difference between what is funded and what is authorized, that number is probably different in different departments. We can take a look at that and report back to you, but every department in the city has an attrition or adjustment in the budget. It accounts for the fact that theres always natural turnover occurring in the workforce, so it is unique to the controllers office. I dont see it as devious. To me, this is another way to manage, you know, fully staffing your organization, so if there is a way to do this, i dont know why we wouldnt want to do it. I think, what we will do is we will look at the difference and report back to you with departments i really feel like that difference is very narrow, and they dont have much flexibility. I think that is kind of where the strategy you are talking about might come into play. We are having more position flexibility and it might allow them to fill positions more timely. Thank you. Any other questions or comments . Thank you very much. Thank you. All right, i think now we are down to trent, come on down. I have a whole page on you. This is a Human Services, and we have our executive director here , and also, the executive director and another director. All friends here. Good afternoon, supervisors. Im the executive director of the Human Services agency. I have five minutes, just for clarification, there are three departments within the agency, are we looking at five minutes for each . If we are doing increments of five minutes, if you would like to request an additional five minutes or increments of five minutes. Do you think that you would need ten minutes, 15 minutes, just let us know and we will set the clock. Lets go 15 minutes. Would you mind, madame clerk . We may probably be under. Okay, just to start, our mission is to promote the wellbeing and Economic Security among individuals, families, and communities in San Francisco, and we do that through our dozens and dozens of programs. I will list some in a bit. As you know, it is comprised of three departments. The department of Human Services , for which i will be presenting. You can see in our 1920 our 1920 proposed budget, the break down across the three departments, and then the grey is the administration the reflects the h. S. A. Piece of our budget. We use this money to deliver Services Including cash assistance, student nutrition support, Health Insurance through medical, Employment Training, job placement, early care, and protective services among seniors, disabled, and kids. And every year, through our three departments, we serve about 225 and duplicated seven his unduplicated san franciscans. You can see our breakdown of where our proposed budget of over a billion dollars goes towards, predominantly three buckets. Payments and services, these of benefit services and supports about that, staff, salaries, it over 200 million in contracts with community communitybased partners. 41920, the proposed budget is the increased general fund costs that is about 54 million. A total budget increase of about 67 million which reflects the general fund. I will walk through some of the enhancements. The largest increase is the Inhome Supportive Services program. You can see from this chart that the increase that is in the proposed budget is over 25 million in the next year, and then for budget year two, another 13 million in general fund. This is attributed to the compensation ordinance increase wages for 19,000 inhome support services providers. Their wage will be going to 16. 50 an hour in july, and then another dollar going into effect on july 1st, 2020. There is also an annual inflator for the state law governing i. H. S. That is included in there as well. F. T. E. , you can see across the agency, across the departments, almost 2200 f. T. E. A proposed f. T. E. Of 2182, and the breakdown you see there, 70 in human sores services. In terms of the f. T. E. , we have about 150 vacancies. That has been the conversation of today so far. However, when you look at our Salary Budget, given our attrition adjustments of about 7 , we are about in line, that is about 150 vacancies. For the first time in many years , we are projected to fully spend and probably exceed by a bit, our Salary Budget for the current year. The budget takes into account the natural rate of staff turnover. If we were to fill if we were to be completely full, 100 staff, we would exceed our Salary Budget by 25 million. The new f. T. E. For 1920, we are proposing to add 20. 6 f. T. E. , and these are reflected in new initiatives that i will talk about in a second. The budget does annualized 35 positions that were added by the board in the current year to allow us to implement the s. S. I. , the termination of the s. S. I. Cash out for cal fresh. You will see in the budget book on page 240, we have 49 different Performance Measures across the three departments. I will not walk through those, but broadly, they are in the three buckets. Our protective services is timeliness of response to hotline calls, rates of reentry after we have actually had a successful discharge, recurrence of abuse, and those things. And i would be happy to answer questions in more detail if youd like to look at those 49 measures. New initiatives reflected in our proposed budget, as i said, positions that were already approved in the current year from the supplemental, to allow us to implement the cal fresh expansion to individuals who are on as as. There are 41,000 people in San Francisco who are either aged, blind, and disabled and are receiving federal s. S. I. They were not eligible for cal fresh, and they received 10 a month. They are now eligible. So far we have enrolled about 25 of the eligible population in just the first month. We are doing a really good job that is far exceeding the initial projections. The second biggest increase our the grant increases going directly to recipients. The cal works grant increase that will go into effect in october and 13 will bring the grant for a family of three up to 993 a month. Because of the way the, ordinance is structured, any time theres a cal works increase, we do a corresponding cap increase which will result in an increase to 580 a month october 1st. The new staff that i mentioned a couple slides ago, we are proposing five new eligibility workers to work with the department of homelessness and Supportive Housing in the Navigation Center and other shelters to connect clients to medical, cal fresh, and other benefits that they are eligible for, and then the other additional f. T. E. Are part of the welfare work jobs, and there are 20 additional that we are calling Career Pathways slots, and this is on top of ten current positions targeted to publicservice trainees who are completing their oneyear job with whatever City Department they are in, most typically Human Services, public works, recreation and park. If they have had a successful 12 months and completed all the corresponding training courses, they are eligible to be selected for a threeyear career path or city employment position, and it puts them in Good Standing into becoming permanent Civil Service people. They are also able to successfully passed the Civil Service examinations. That concludes the part of my presentation. I can answer questions now, it is up to you guys. Great. Good afternoon, supervisors. So the office of early my name is ingrid, i am the director of the early office of Early Education. We sit within the larger system of h. S. A. , and we are charged with ensuring that all children have access to highquality early experiences. We also are working on strengthening practices, so children do get those highquality experiences, and it is something that we are really focusing on in the next for years, his compensation for early care and education educators. And that means we can work on school readiness, which is the benchmark of everything that we do, to ensure our kids are have the best experiences and the best start. We work very directly and intently with high need populations to ensure that Early Learning opportunities are available in the communities in which they live. Our focus is to learn dual Language Development inclusion, Family Engagement and support, and we are developing a comprehensive Early Childhood system, in partnership and alignment with first five San Francisco to ensure we are looking at the whole child within the context of their community and of their family. Our budget for next year is that we are focusing our dollars on teacher compensation, very similar to the School District in looking at high need neighborhoods. We are also using the funding that we are getting from the windfall to continue the work around expansion of Early Learning spaces through Childcare Capital projects. Our focus is on incident and fit in infant and toddler care because that is one of the areas that is the least available in San Francisco, and especially in communities where we have a large proportion of children under five. We are strengthening the capacity to ensure that we have Early Education opportunities, and so we have over 8,000 children enrolled in city funded space, and these are mostly predominantly enrolment within the eastern side of the city. We will be providing the cost of doing business for all children programming, and that includes the student reimbursement, and of course, we want to make sure that we are also improving every level of the system, including the match between children and the spaces where they go, and supporting Quality Improvement is, again, something that is core to our mission, ensuring that there is excellence in Early Childhood programming, including the structural practices. If there are no questions. I do have one question. Do you have any plans to actually combine with first five it seems like so much of the work complements each other and is aligned to each other, and so , and i know that you come from the five, and i was on the commission with you. So i am just wondering, are we looking at that . I think that what first five has done, the work it is a model that is strong, that i think has proved its effectiveness, and now we rely on them, and what you are doing it seems as though it is strengthening also what first five does, what they do foundation only and you are building off of it, too. Short answer is yes. We are investigating that. First five is a commission. It is part of the state charter, but there is also a local charter, city charter, that establishes children and family commission. With that, we have to look into what that may entail. In the time being, we are working really closely with first five, and part of that is because there is work that overlaps, part of it is the school readiness. This is something that first five established in San Francisco unit measuring childrens Academic Experience once they enter the School District and making sure where there were gaps, we were addressing those opportunities, so with the work of them, our work is also about getting children ready for school. So how do we begin looking at our joint evaluation efforts, how do we start aligning some of our investments and our strategies to ensure that we are creating the most impact we can. You having been in a unique position with both organizations , do you think the motion of it is it a good idea . I think it is always a good idea when you maximize efficiencies, especially in government, which can be difficult at times, and first five is a government agency, just like others. The work is very similar, and so , yes, it wouldnt be wise stewarding a public dollar if we were not looking at that. Great. Thank you very much. Advisor ronen . It is kind of along the same lines. I know that there is declining tobacco tax in the state which is a great thing on many ways, but means that first fives budget is shrinking, and im really worried specifically about the Family Resource centers and what we are going to do about keeping those strong, because they are so important in our communities given the ever shrinking tobacco tax. I just wanted to hear little bit of your thoughts on that, and maybe if this strategy of combining the two entities is a way of dealing with the fact that that is a shrinking industry. Right. And first five will be presenting their budget tomorrow or the next day, but that was something that was planned for for the loss of that tobacco tax , so a reserve was established. And what we are trying to do is, you know, ensuring that we are on a timeline so we dont wait until the clip happens, and so Family Support is a key indicator that influences school readiness, and so, again, it would, it is a great alignment piece to look at, how do we support the Family Resource center, specifically as they provide parenting and other supports, supports for pregnant people, and other support to families in the same communities in which we are holding these assessments. Thank you. Okay. Thank you. Come on up. Good afternoon, supervisors. Im the executive director of the department of aging and adult services. Our mission was in the Human Services agency and supporting the wellbeing, safety, and independence of older people and veterans. I will quickly highlight some of our budget enhancements for this new year. The first is a program called home safe. In this new fiscal year, will be launching the Home Safe Program pilot per dumbly funded by 774,000 grant from the California Department of social services to support collaboration between the homeless continuum of care and aps. It is a great opportunity for us to partner with the Homeless Department to ensure that clients at risk of eviction and homelessness due to abuse and self neglect will be adequately cared for, so what this does is provide intensive Case Management provided by Adult Protective Services and one of our community partners, and the effort is supported by 1 million and onetime funding from the mayor that has been directed to support assistedliving placement. So it will really help support People Living in Supportive Housing. Also move people into assistedliving, which will help create flow and space in Supportive Housing stock. Next is public conservator, and we are requesting two positions to create a full unit of four staff who will work on creating a specialized communitybased conservatorship unit. It will have caseloads of up to 20 clients, compared to what we have now, which is an average of 45 clients. It is really hard to provide the kind of Clinical Care that we need to provide to our clients when the caseload is as high as it is. We will work closely with zuckerberg hospital and other psychiatric hospitals in the city to quickly move appropriate clients from these states to communitybased settings. These clinicians will be providing higher intensity services then we can currently provide, and it will be really focused on the population that we have been talking a lot about , which is people with co occurring Mental Health issues and Substance Abuse disorders. So we already have two specialized units and Service Models that are working very well, although the numbers are always small. The first is Community Independence participation programs, and the permanent conservatorship. And then we have the rollout of the electronic visit verification program, which does not roll off my tongue very well in 2020, we are required by federal mandate to implement a new electronic verification visit system to track provision of i. H. S. Services, and as you probably know, we have over 22,000 clients, in over 20,000 caregivers. These populations are highly diverse in terms of language, culture, education, age, and disability. Currently, only 20 are enrolled in the electronic timesheet systems. Most still use a paperbased system. We have received additional funding from the department of social services, and for staff to ramp up and provide ongoing support for the next system. Okay. Sorry, im not quite done. We anticipate about 1 million for this, and we will work with the Public Authority to do outreach in the community. With community services, this past year we developed the dignity Fund Services and allocation plan, and i believe all of the realist received an electronic copy of that, as have your staff. It is our four your funding plan that outlines how we will allocate the annual fund growth to address unmet needs and equity. To support a clear and consistent process, we plan to focus on specific Service Areas in each year as we allocate new funding growth, and so, in this year, we have 3 million to allocate, and we are focusing in two areas, Case Management, and Community Connection and engagement, and of course, we always have the cost of doing business piece as well that comes out of the 3 million. In Case Management, we are looking at equity driven care, navigation of peer support, Case Management systems improvement, and then in Community Connection engagement, we are looking at Neighborhood Initiative programs , which is new for us, and may interest you as supervisors. We support neighborhoods because this is a chance for people to come forth with neighborhood based ideas and propose them to the department and we are really excited to see what new things might come from neighborhoods. The second is the Disability Cultural Community Center that we have been working to plan with the institute of San Francisco state. We are hoping to implement that in the coming year, and the third is transgender programming right now we are pulling together stakeholders and in the Transgender Community to help us figure out what that program may look like. I think that is the end of my report. I am happy to answer questions. Yes, could we talk about the conservatorship positions . You are saying now that the caseload in the public conservatorship office for a caseworker, working with someone with a diagnosis is 401 . Is 401, but theres a whole process. Obviously we have put together the investigations, we go to court, and then we are responsible for working with clients when they are in treatment, and so sometimes that higher ratio works okay if somebody is placed, and we are assisting them, and they are getting the treatment they need. In this particular case, we think we need a specialized unit because we will be working with a lot of people who will be in communities, were getting treatment, and probably need more visits and more support from our office. We would like to add to that unit and that specialized caseload to our portfolio so that we can better serve the clients that need our help. I could not agree more. I just feel like 201 is an absurd ratio for that population of people. I cant believe that the ratio we are currently working with is 401. And you are able to be successful in conservatorship . And these are people that are involuntarily conserved, usually it just seems like such an insane workload. We have really good clinicians on our staff. I think, as i said, this is a multi departmental approach. We are working very closely with people in the department of Public Health as well, and if somebody emplacement, they are being worked with there. I think when we start thinking about, you know, supporting people in this new environment, then we need to really make sure that we are staffed up, so, you know, what we want to do, and what we are already starting to work on is really looking at the outcomes of conservatorship, and that will help us determine what the Staffing Ratio should look like. I am also really confused because during all the hearings that we had on conservatorship, we were told the ratio is 171. Im not sure what that ratio is. For us, it is about 45. Are there different types of caseworkers . So they are different things. I think what you heard at that hearing was the department of Public Health and they were talking about there in cant intensive Case Management program. They have a lower ratio and that is partly why our higher ratio is okay, we because we work closely with them. What you were talking about is an medical staffer, what type of we are talking about licensed clinical social workers whose job it is to be a deputy public conservator, which basically means that they worked to ensure that the person is on conservatorship, is getting the adequate treatment and write treatment and services. And Case Management, which maybe coming from somewhere else they work in collaboration with the case manager who has a caseload of 171, but the clinician currently has a caseload of 401. Correct. It would be great to learn a little bit more maybe offline, not in this conversation, how they work together, but i think, for the population we are talking about, 401 is an absurd ratio, so i am very supportive of the 201. I am just wondering if that is the right number, that perhaps we can delve deeper into that offline. I think we need to do some research to know if that is the right number, and we need to look at this new unit, and we are starting to deal with a slightly new population in this program with 1045. So, you know, we are going to be collecting data, and we are happy to talk about it offline. Okay. Are there any other questions any questions for any of them . Yes . I want to say first of all, i am new, but getting to work with folks in this department, i have been really impressed by the extraordinary competence and commitment from these folks, so it is great to have you here, but i do want to ask about that two thirds of folks were getting hired within six months, that suggests that once they are in those positions, those positions have been vacant for more than six months, and it seems like a challenge for the city to have that going on. Sure. Im the director of the Human Services agency. So, yeah, the six months is sort of a standard kind of length of time to fill a position. Assuming we have an eligible civilservice list, we go through the interview process, et cetera. The reason we have a third that or more than nine months, or a multiple there are multiple explanations. Some were intentionally being held vacant so they will be substituted, and the substitutions reflected in the proposed budget. I think we have 60 substituted, so that accounts for a lot of those, and then the remainder are just i. T. Positions that sometimes take longer to fill because of the skills. We have a lot of special conditions on some of our positions, so were looking for cantonese speaking eligibility worker, or spanishspeaking Childhood Protective Services worker, those take longer to fill. It is certainly not because the one third of positions arent as vital to the operations as the other two thirds. When you had to think about reductions to proposed to the mayor, how did you think about that . What did you do with that instruction . We are fortunate in our instruction of over a billion about 65 of that comes in federal and state revenue. Rather than making cuts, we increment we recognized increased state revenue in various programs so there is no impact. We are able to offset the county general fund with state or federal dollars. Thank you. I just have a question about your projected budget for 1920, and that you add 20 f. T. E. To your budget. It says annualized as 35 positions, so, i guess, we approved a supplemental for your department because of okay, but these are 20. 6 new f. T. E. On top of the 35 positions that we allocated through a supplemental is that correct . Yes, but they are different positions. The slide reads funny. They are two separate categories one is the annualized asian of the positions you approved in the middle of the budget, set those aside. The 20 new f. T. E. , 20. 5 represent five new eligibility workers who will be doing work with our Navigation Centers and our safe centers and shelters getting the 1500 or so people who are in them onto benefits and making sure they stay on benefits. So that is five new positions, and then the other ones are 20 new Career Pathway positions which are targeted to individuals on public assistance who are participating in our jobs now program. These positions are city positions targeted to individuals who have shown great promise and have been very successful in their initial jobs now and theres publicservice position, it is a path toward city employment. We currently have ten of those in our budget that we are proposing because the program has been so successful, proposing 20 more. How many people have been transitions . These are permanent civilservice positions that you transitions them to. They are not. They are three year positions. The idea of being it provides them with extra training, extra experience in a classification that is different from the publicservice trainee classification, which is mostly a 9910 or 9916. So are they permanent Civil Servants . They are not. You are putting them from one temper a template position to another temporary position and that is highly successful . It is successful, and the reason we do that is there is no permanent civilservice 9916 position. We take a in 9916 individual who is successful, they get put into a 14 a 1402 towards a pathway of being clerical support or or admin support, and it is a three year position, but then it allows that individual to take the 1402 examination, to use experience as a 1402 to qualify to meet the minimal qualifications as set out in the Civil Service rules, that is the idea, and we have only had ten of those, but it is not the only path to permanent civilservice for 9916 p. S. T. It is one of many paths that we do for our many, many hundreds of p. S. T. That we employ every year. So how many have gone through this program, and have transitioned . The Pathways Program specifically, or the p. S. T. Program . What you are talking about is this path career program, and this is exactly why you need the 20 new f. T. E. , is for this Career Pathway correct. Have piloted it already. The pilot. With the ten positions that we put in last year, i will have to get back to on the specifics. It is easy dated to pull because it is just ten positions. Ill have to let you know if they are now permanent civilservice or whether they are still in their current position. The more successful path just in terms of numbers is working with the p. S. T. While he or she is a 9916 or 9910 and making sure that they know when civilservice exams are being offered and when positions go up for proposed for posting. We have hired dozens and dozens of eligibility workers, admin support, i know the d. P. W. Has hired from the 9916 program as well as recreation and park. The Career Pathways is really just another way to get that same goal for some of our graduates. Keep in mind that the idea of the p. S. T. Program is not to prepare individuals for city employment, it is to prepare individuals for employment in any sector. We dont want to design a program where we are graduating 500 p. S. T. Every year with the expectation that they will be City Employees, it is not realistic nor is it needed. Do you have Employment Information on the participants . We track them over many years through the use of matching, and over two thirds of our jobs now graduates still have earnings three years post jobs now, meaning in fact, not only do they have earnings, where the earnings increased. I am happy to share this information. And you have demographic information on these participants . I do. How many new positions . Twenty new pathway positions. You can call them welfare to work positions. They are not pcs, they are part of an Employment Training program that has been successful if these individuals also need assistance in language, for example, do you do that . Absolutely. What do you do . We would try to find a job placement, it might not necessarily be a p. S. T. , but jobs now is much bigger then the p. S. T. Program. We would find a placement that would match that persons skills and abilities and inability to speak english, so there are a lot of communitybased organizations that we partner with where we pay the wages to place them there, there are things like aids to care providers, theres translation, you know, we have dozens and dozens of Job Developers and job placement specialists who each have caseloads of clients who are in the jobs now program, and they try to tailor those placements to the strengths and characteristics of the candidate okay. I did meet somebody who works at the inner archive that was hired originally through jobs now. It is one of our First Partners way back in 2009. It was great. I have a question for shereen. Thank you. Tell me, what is your relationship to the Public Authority . The San Francisco i i. H. S. Public authority contracts with us. They are they do the benefits for workers, but they also have other programs. They have a registry, and they have Training Programs for supportive services, so they really work very closely with the not only was her annual growth with our general funds, there was also the addition of the eraf money that not only caused it to grow some more because of general fund growth, and then on top of that, it could be a duplicate, we were able to have agreement where that 20 million would be allocated to the office for early educators salaries, so before that additional funding, what im seeing is theres only a 1 milliondollar increase over the year, and to me, i would have thought that i would see at least 30 or 40 million. Can you explain that . I will let the actual budget person answer that. Thank you, supervisor. I am a budget director or h. S. A. What you are seeing here is the fiscal year 1819 budget reflected about 8 million of Childcare Capital developer money that we were recognizing for the first time, as well as about 5 billion of unbudgeted funds that we were recognizing for the first time. Those funds came out in 19 and 20, and then number of additional adds were made, enhancements to the budget, so those include the 7 million in eraf funding that the Mayors Office allocated for child care facilities, as well as growth of around 6 million, so that was at a high level