Was made a couple months ago for a second joint hearing to see how our tracking system and what theyre doing around reorganizing their staff it would be great to have that and then i think it would also be i know that were just looking at not a budget supplemental were looking at having rec and making them permanent in the next budget id like to hear either this time or next time whether or not thats a good strategy if we need to push it a lot of staff across different areas i feel that works if you have here and there staff and reorganizing the current staff and not make a whole lot of changes in supplemental in spectators parts better organizing and how much extra work is being put on the building inspection and maybe in the next budget ill ask people to think about that strategy and director ram maybe you can comment. I think next time well talk about the position on grounds we were going to propose and perhaps have a short discussion on the hireably plan to reflect the position as
You know 27 percent this year we need a third next year. Its a very good question one thing whether that target should be graduated so maybe 50 percent and up the next year to be realistic its hard to know with the types of projects keith mentioned the number of projects is not going up typically it requires more complex to review. The other thing the small budget teams is newly allotment half hired its functioning both addressing Small Projects immediately and taking projects out from the cue of the existing planners that are further freeing up their time its occurring in realtime as we speak were seeing a performance change that we can measure and as we fully buckle up that program we expect to see more and with the processes at this point we expect to be as have as full of roster as a percentage not a percentage as weve had at any time in the past. We need the resources we talk about the airbnb their which is great but when youre talking to people their biggest complaint nobody has
Brainstorming some metrics around the effort around people going to other agencies and across the Work Programs we have transit and other issues well be coordinating and i want to see some sort of measure of the ftes that are dedicated to working with other agency. If i may keith with the Department Staff one thing we track with the revenue we track the scope and the timeline so for missouri my of the projects we track orts and report to the committee that information could be considered performance. Okay. That will be an open item for maybe the next session and the second thing so much of our work products flows directly to the Building Department and the department of building inspection that one id like to sort of reiterate a call i think was made a couple months ago for a second joint hearing to see how our tracking system and what theyre doing around reorganizing their staff it would be great to have that and then i think it would also be i know that were just looking at not a bud
It does. One other thing i guess i wanted to comment this was something ill think communicating back to president commissioner fong and commissioner president wu the performance is there i think in the veil of discretionary reform well approval the discretionary reform. Commissioner b. A. Can i make one comment were 4r507b9 the Performance Measures it depends on how you calculate that number it does, in fact, include our based on what the public says that number we would like to change that to murray the timeframe to getting the application to the staff. Thats a great idea. Two other comments from the Performance Measures is there my benchmarking been down compared to other cities what works for them. Keith Department Staff about three years ago we conducted sort of a more of on internal benchmark study we asked berkley and joes and their measurement we didnt get a whole lot of feedback we work closely with the Controllers Office and the Group Provides us with technical guidance and su