Transcripts For SFGTV Government Access Programming 20240714

Primary being back in the calendar from june to march, we are probably running to elections simultaneously. That will impact planning. September is the beginning of the filing period for the march election and the Charter Amendments going into the next fiscal year, the numbers dont drop for staffing is much as you would expect, and the reason is that it is a president ial general election, and we have had a string of very high turnout elections in San Francisco, and in 2016, that was the highest number of voters in the citys history, and i think 2020 will be the biggest election in the citys history. Again, we look at our different factors, look at our processes and just consider how many people we need to bring in. These are permanent, fulltime positions. No. Okay. They are all all the ones that are in my presentation are temp as needed. They are not people. Im looking at the budget, you went from 49 to 76. Okay. That is different. If you look back in time going forward, one we do the same factoring that i just explained, but also, we have additional factors that are newer in our budgeting considerations. The inclusion of filipino as an official language for the city, that required some extra staffing, extra materials, extra product that we had to deliver, adding nonsystem voting was Something Else that we had to bring into the factoring. Also, the conditional Voter Registration where people who didnt register to voter changed their registration before the formal deadline, 15 days before election day, then come to city hall, and register to vote on the same day. That requires a lot of extra processing handling on our part, and changes the dynamic at city hall, so we have had, since 2017 , we have increased the number of stations in city hall at the Voting Center by sevenfold, so when you increase the number of stations by sevenfold, the people supporting that operation, directing traffic, handing out materials to people, they have to increase as well, so as we go forward in time, our Service Levels increase and then when you get into these bigger election cycles, thats why you see those numbers the way that you do. So we go from 49, 76, back down to 57. It is just a lot of fluctuation, but those are permanent . The permanent staffing hasnt 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 mayors 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 when you see it next week the level of detail regarding how many positions are permanent positions, how many are temporary, for example, is clearly differentiated. We can provide all of that for any Committee Members who are interested. Thank you. So this question may have been answered, because this is along the same lines. You are asking for i have this analysis of changes from fiscal year 1819, the total f. T. E. Increases by 27 for fiscal year 1920, and then decreases by 19 for fiscal year 2021. I think that is reflective of the temporary staffing and everything, but that means theres eight left. So do they just stay in the department . How does that work . We do have, there is eight positions in the department that are permanent exempt, in one of those includes the six six actually. One of those includes executive assistants for the elections commission, then there is the deputy director, then we have some people who are Permanent Civil Service who we have reassigned and given them a higher classification, so they are permanent exempt. I think that is what you are saying. I am not following your numbers. If i saw it, i could probably follow it easier. Okay. How many permanent exempt do you have in your department . Six. Six permanent ease it does exempt. One is the commissions executive assistant. It is allocated in our budget. Okay. I thank you have a very confusing budget, but i think we will be looking at it more and more, but i know it fluctuates, so what i wanted to ask you, since you are here for us and for a high level overview, is the prop and noncitizens voting. I wanted to know, by your estimation, how well will we get the information out to our community that would actually, are actually legally we were not legally able to vote, and then where granted the legal right to vote through prop and as a charter amendment. I dont think the concern was always the voters themselves. I think that a lot of people other people in the community were fearful for the non residents. I think fear was spread that perhaps prohibited or stopped some people from bridging the vote who would have otherwise. For this novembers election, there will be a board of education contest. The department is already preparing to get the word out and in your department, it was your responsibility to train personnel also to be able to address this issue when theyre doing voter outreach. Im asking you is, through your management and your department, did you hear anything in particular from your employees that actually charged the responsibility to actually give this new voter information out to folks . No. There was no negative feedback. We did from the very beginning of the process, and in the information we sent out to the public to when the folks were doing outreach to the polar materials to the ballot formatting, to the poll worker training and how we addressed them, it was aware of the prop and voters and potential concerns around that. Again, thats what im saying. We didnt get a lot of negative feedback for people who were eligible to vote in these elections or San Franciscos regarding the topic of these elections. No. The reason im asking is we will have a School Board Election this year and another one in 2020. We were guessing a little bit about the the information and what kind of questions folks would have about this so i wanted you to know whether or not you collected anything on questions that people asked that we did not include in our training and we should include in our training for the elections in 2019 and 2020. I think this and im hearing right now you probably did not document questions or concerns from people so we can add it into our training is that correct . If thats correct thats ok. I thought i would ask you, seeing how we will implement again in this election cycle and in 2020. No, we did not specifically collect questions from people. At the same time, we werent getting that sort of feedback from people. Thats the thing with elections, we get feedback pretty quickly when people have got questions or doubts about a process. We didnt really get a lot of feedback from people on this. Anymore questions for the department of elections . Seeing none. Thank you, very much. Ok. Lets go back to our other category now. Next in line is our controller. Mr. Controller. Sitting back there and relaxing a little. Come up and welcome to the hotseat. Just a joke. [laughter] its just a joke. Its not real. Afternoon, again, Committee Members. Ill be brief. As requested. Very briefly you know our mission. Were here to ensure the citys financial integrity and provide effective and accountable government. We have nine strategic goals outlined in our Strategic Plan. Ill save myself 15 seconds not reading through them. We see ourselves as here to help, departments, the mayor and board improve City Services to provide highquality Financial Services to sports City Operations to provide meaningful information to the public and other stakeholders regarding the citys finances and how were doing. To support our employees in the other parts of the Controllers Office that let our organization do all of those things. Generally speaking, to show you kind of how our budget breaks out by service area. Our budget next year is 74. 7 million. The light blue and pink pieces of the pie here reflect our City Services auditor function and kind of our analytica offices. Its a third of our budget. We have the payroll and account accounting. Representing 20 of our budget. Those are our core Financial Services we provide to all city departments. You can see how important systems are to the work we do in the Controllers Office and help support city departments and we have our payroll systems and the city is administering its benefits and a host of the plumbing under the citys processes. A quick snapshot at high level of our current year budget and how it changes heading into 19, 20 and 21. As proposed by 7 million next year and about 2 million the year after that. The majority not coming up and build out to enterprise build and he is rely on our services. The general fund growth and next year and growing by about 700,000 a year after and president yee asked about about that. Weve held our positions flat through the budget period. We have a lot of projects planned looking ahead into next fiscal year. I will focus on those that effect our budget and our money and they explain that variance year over year and the budget you see in the system related projects and many of you will remember weve gone through two very large Generational Technology upgrades in the last 10 years in the city and in the Controllers Office, eight years ago, we completed or seven years ago now we completed a replacement of the citys 30yearold payroll and benefits mainframe system and two years ago now we completed a replacement of the citys financial procurement system so that was turned on in 1986. They provided 40 million for one of those projects and 60 million for the others and were clear of those large legacy projects origin rational projects at this point. These are significant but much smaller projects that will continue on into the future to kind of tune those systems and make them work better for our employees and those that use them. The first here at the top of the stage has to do with replacing the citys Budget System so this is the smaller system we use to prepare the annual budget for the mayor and the board. It was installed in 2008. Its no longer supported by the vendor and were having challenges with it. The system is not functioning crashing and not doing what we needed to do and it will take us several years to replace it but our proposal for the common year which the mayor has put forward is 1. 9 million to begin that project. 1 million of that from the general fund. We have a 1 million request to begin the project. We expect the total project will total 6 million. And secondly we have another set of system projects that are smaller in nature that tune our exiting systems and one is accepting and d. R. H. S and highering monitorrization and a host of other changes to our payroll benefit and other systems to make them work better for our users. The general Fund Investment for those is 1. 8 million. I will not talk through our Performance Measures in great depth. Theyre reflected here. You see them in the mayors budget book but i would be happy to answer questions you have regarding it. Do you have any questions for our controller. Aside wow, i didnt realize you have that many p. F. E. S. Supervisor yee i want to ask you about the i guess the replacement system. When do you start i thought we started our process already . So, i believe president question you were calling large investments the mayor and the board made four and three years ago to replace the citys financial and procurement systems. Weve completed that project. That system went live at the beginning not of this fiscal year but the fiscal year before and were troubleshooting that system to make it work better for us and our clients, our client departments. The system were talking about here say much smaller sub system that feeds into the Financial System and its used to prepare the citys annual budget. Its a much smaller sub system and used in that purpose and not the any timely and the citys financial procurement systems are used for. For that particular smaller system, are the plans to develop a new system that is independent of the larger system that you just completed and are trying to fix . Or is it going to talk to each other somehow . They absolutely need to talk to each other. The market really doesnt they are different systems brought by the market. There arent systems that do all of this together. So i do envision that we are buying a product that is used only to prepare budgets and then its important for that system to ultimately, after the board a proves the budget, to interface into the Financial System to then sit there. So it will be a standalone system. Would it be the same vender or different vendors or not necessary one or the other . We will work threw through a procurement process to determine the right solution here. Our financial procurement benefits payroll system is a peoplesoft Financial System which is the system that is dominant in government. People soft doesnt have a native budget prep system so its likely to be a smaller tool. They have purchased a couple of Smaller Companies that might be a selection but its not a standard peoples soft product. Ok. Thank you. Any comments or questions for our controller. It seems mr. Controller, that your budget, the inchris reflects just your systems upgrade projects. Thats really correct. Our operations are really flat and the reason our department seems larger than you might recognize is because the portion of it that we interact with daytoday are those that work on budget and performance but theres an army of folks behind the scenes in the Controllers Office making sure they get paid and making sure our accounting works and paying vendors and all the financial infrastructure of the city. So you have have you always had this level of funding and theres these f. T. E. S or is this a recent increase . The new systems, those two the payroll and Human Resources and then ultimately the financial procurement that we turned on in recent years have caused the growth to support those new systems. Other parts of the office have been flat for a decade. So do you think with these new system upgrades that you may be able to decrease the amount of your f. T. E. S . Weve had that conversation at this committee in years past and president yee has asked that question as well often. These new systems are much more they can do more. Theyre also a much more complex. So while i would hope i would love to say theyre going to allow us to shrink the opposite is actually probably true. The complexity of being able to do so much with these systems means that you need more staff in the central shops to care and feed them. Thats been part of what has driven our systems budget up in recent years. Do you have any vacancies . We have 27. It compares to a budget attrition rate of 21 positions so at any given time we have to have 21 positions vacant to make our budget work. So we have six funded vacancies currently. In accounting classifications and i. T. Classifications that we would hope to complete hiring offices on in the coming two to three months. Ok. Any comments or questions . Now can we have the general city responsibility . Which is also a division of the Controllers Office. The group is done by our group its me. Its many people. This is the part of the place in our systems that is part of our budget where we put items that dont belong to a single operating system or belong to the city as a whole so for instance, its funded by all the tax revenues that belong to the government generally and its largest expenses are the again Fund Transfers that support the base lines city mandated transfers to the m. T. A. , public libraries, et cetera as mandated by the voters. So those total 1. 2 billion in the budget year and the largest is to the m. T. A. For 520 million. The general fund also supports the hospitals and over 250 million and the second largest expense is 550 million. As well as the general fund portion of benefit costs including the Retiree Health subsidy of about 60 million for all general Fund Departments and this is where we budget our reserves and fund for real estate, utilities, aud its andd operating costs. It doesnt belong to anyone in particular. Its administered by my division largely or other parts of the Controllers Office in terms of debt service payments. Ok. Any questions or comments . Seeing none. Thank you very much for your presentation. Lets have the Mayors Office now. And i think that this is we need more than five minutes for this presentation. It includes also the Mayors Office, housing. Correct. We will speak to benjamin, the c. F. O. And the mayors administrative budget is under that larger umbrella so benjamin will lead the presentation. Its about six minutes. So hopefully we can stay within that but happy to answer questions after that. Thats great. Lets set the timer for six minutes. Thank you, very much. Good afternoon supervisors, benjamin for finance and administration at the Mayors Office of housing and Community Development. As kelly just mentioned, its a large part of the Mayors Office budget. The proposed budget for fy1920 is 330 million and just 3 of that is the mayors administration and the rest is mocd. As far as within the department, how do we spend those funds . Three quarters of that money is allocated to Affordable Housing loans. About 13 are grants to c. B. O. S and 7 is rental assistance and the local operating Subsidy Program and just 7 is salary fringe and other operating expenses. The mission is to support san franciscans with Affordable Housing opportunities and essential services to build strong communities. As you all know, we create and preserve Affordable Housing. Do many things with our nonprofit partners to protect vulnerable residents and empower communities, neighborhoods and people seeking housing. Within the Affordable Housing realm, we have some key budget changes mostly related to onetime expenditures from the eraf funds. If you recall from kellys presentation this morning theres two buckets of funds that are being allocated in this years budget process. 90 million was dedicated to Affordable Housing, 76 million for gap processing for three new multi Family Housing Development Projects and were proposing about 14 million in funding to repay existing outstanding Housing Trust Fund Commercial Paper debt allowing the city to save on interest costs going forward. From the second pot of the 1920, about 85 million is allocated to afford ablable hou. 83 million for new units and 29 million for acquisition and preservation which includes a small sites program. About 14 million of this onetime money is envisioned to be spread out over a fiveyear period for a rental subsidy pilot for rents for seniors, families and transgender or gender not conforming people. As well as an emergency rental pilot. There is one additional larger onetime funding that is selfsupporting and thats 13 million that we anticipate from the sale of market rate partials at the hope sf site and that revenue from the market rate parcels will be reinvested into the affordable portion of that project. On the Community Development side of things, were continuing our cost of doing business increases for our nonprofit partners. The mayors Budget Proposal includes a 2 milliondollar increase over the 1819 Funding Amount for the tenant right to Council Program for a total commitment of 4 million per year of the budget. And it also includes just short of 1. 5 million of new funding for grants to non profits focusing on culturally appropriate services for communities of color, c. B. O. Capacity building and training for General Social Service Organizations inhousing specific services. I do want to address some position changes. The first is, as you are aware, the San Francisco Housing Authority is in a period of transition. The proposed budget is 2 million in salaries and o two regular position to support this transition period so the city can provide appropriate integration and oversight. One position is a clerklevel position for an existing Housing Authority staff person. Weve also included two and a half limited duration f. T. E. Funded by ocii who will provide support for the sale of new ownership units at an ocii project in transbay and those will be limited duration for three years. We anticipate the work will be done within 18 to 24 months. And over the last several budget cycles, we have hired temporary ploemployees. Some encloud cultural districts, the program which moved from homelessness and Supportive Housing to our office. Construction management of small site projects. The dalia housing portal and the restrictions on existing bmr units and we staff those in a temporary exempt way and proposing to move those to a permanent funding situation. The majority of the increase in the mayors budget is in ocd and is one time. You will see in the second year of the budget that those onetime expenditures are backed out. On the mayors administration side, separate from ocd there are no changes. Its increased salary and fringe cost and their continued efforts to provide appropriate equipment for the people who work in the Mayors Office. Im available to answer any questions that you have and im also joined by my colleagues from mohcd and the mayors Budget Office. Thank you, very much. Colleagues, any questions . Comments . President yee. Supervisor yee i want to make sense of this. I dont see where this is at and ill troy to ask the questions. Word is that in this operating expenditure in the mayors budget book, versus operating subsidiaries. Is it in there somewhere . Im not sure exactly what you are referring to . What page number are you looking at . I guess in talking, maybe its under a larger umbrella in here. Im not sure. Theres something called operating subsidiaries. Is that what you are recovering to . Yes. Supervisor yee so the lost program is funds the city commitment to permit Supportive Housing. And the way that it works is within many of mocds new Development Projects a certain percentage of the units are set aside for Homeless People. Some of our buildings are 100 for formally homeless households and the lost Program Provides on going su subsidiaries to those buildings because the homeless households cannot even afford the affordable rents because income is so low so the loss subsidy fills the gap between what the building needs to operate and what the rents are received from the tenants. Supervisor yee this is does this come out of general funds . It does, yes. It could be a work order from hsh because its dedicated to Homeless People so in order to appropriately capture its a homelessness extendture they work order it and we do annual reviews with our buildings to determine what the appropriate amount of subsidy is. Reporter when the program started, theres a commitment to make sure that its funded and on going. You really cant cut it off. Yes, sir. Supervisor yee thank you. Supervisor mandelman. Thank you. Im on page 257 on the budget data summary. I want to kind of understand the f. T. E. S and what is happening to the budget over two years. So the current f. T. E. S are 63 and then thats proposed to go up to 78 and im sorry i stepped out for a minute but what are those . Sure. I have a slide about the f. T. E. Changes. As far as the f. T. E. Account that you are looking at, two of those are related to the Housing Authority transitions. Two and a half of those are limited duration f. T. E. Funded by ocii that will be for a period of no more than three years and 10 of those are ocii related to housing . Yes. So, ocii is funding new Housing Development in trance bay of an opioiownership property that ise large. Its over 100 units, i think 13r for us to accurately and in timely manner get all of those households and review their Financial Statements and many of them also will need down payment assistance loans so well need additional staffing and ocii has agreed to fund that for the time period that building is beebe leased up or sold. Thats four. What are the other 11 . The 10 at the bottom are existing, temporary or exempt positions that weve accumulated over the last several years addressing mayoral and board priorities. Some of those priorities include the Cultural Districts Program that the board started last year. The program as it moved from h. S. H. Over to mocd for administration. Construction management of our small sites rejected and projecd continuing enforcement of restrictions on exiting b. M. R. Units. As our portfolio has grown, we need to follow the rules and not trying to cheat the system whether theyre rent errorer or owners. Weve addressed those immediate needs through temporary employment and following the boards direction over the last few months, we are recommending that these moved to a more permanent basis because theyre not truly temporary work. Got it. And then so theres a significant increase because of onetime extensions and acquisition production stuff that is going through and it isnt going to live there forever. The money gets spent. Yes. And we end up with a lower dollar figure but more f. T. E. S than they currently have. Whats going to get reduced . Because were doing some of the sort of onetime stuff now that we wont be doing. The positions are largely whether theyre on or off budget is not new funding. Theyve been funding temporary or exempt positions. Its a change in the nature of the positions separate from the positions we have and the onetime expenditures on Housing Development from the erav funds. That goes away in the second year of the budget. How many vacant funded positions are there . So, when we answered they can fund it. This snapshot that we used to answer this just so that were consistent in answering the budget and legislative annalist today is as of april 1st of this year and as of april 1st, we had five vacant positions. Two of those we already have employees with offer letters and start dates. One of those were conducting interviews currently and two of those are in the recruitment process. Are there new vacant positions since april 1st . Not that im aware of. Ok. All right. Thank you. Supervisor ronen. Yes. Continuing supervisor mandelmans line questioning. Of the 78 positions and maybe this is more of a question for kelly, can you you break it down of the four Different Service areas under the Mayors Office how many positions are in each area . Are all 78 of those positions in the Mayors Office housing and Community Development . The Mayors Office administrative budget which is what you think of as the Mayors Office on the second floor has 43 budgeted and funded f. T. E. Which is a subset of the 78. And the balance of the positions at mocd are off budget. They dont appear in the budget document because they historically are funded by the Community Development Block Grant Program and its a accept at accept and extend. If we included the home and hopwa in the citys budget process, we wouldnt meet the federal timeline that is required to receive the funds. So the board reviews that as a separate accept and expend earlier in the year. Usually in mid may. Thats were the balance of the positions are funded from. Mocd over all has 100f. T. E. If were looking under im referring to the same page supervisor mandelman to page 257 of the budget book. So if we look at the top line, the Mayors Office Housing Communities development has 100 positions. Of those, what is reflected in the 78 you said was 40 . So of the 78, 43 are in mayors admin and the balance are mocd. I dont know the breakdown between Public Policy and do you know the breakdown . If you need the breakdown between the parts of the mayors admin . So, sorry. These 78 positions so its the difference of 78 and 43. So 35 of these are mohcd . Correct. And the remaining 43 comprise of the Mayors Office of public financing. The office you oversee . Yes, my office. And how many employees are in that . There are 10f. T. E. And the Mayors Office of Public Finance and committee. Between the 43 positions, especially as a new administration thats worked to allocate positions to need, these arent fixed numbers. They can be fluid but ill share what we have right now allocated to anticipate of the divisions. The Mayors Office of Public Policy and finance has 10 f. T. E. And we have the Communications Office with six and Mayors Office of Neighborhood Services has five. And then between the mayor herself and chiefofstaff makes up the rest. Which is . So there are eight budget and funded f. T. E. For a policy and Government Affairs. So thats the mayors stats . Yes. So just to be clear, so this should all add up . Of the 78 positions theres 35 in mohcd. There is 10 in the Mayors Office of public and finance. Theres eight in the Mayors Office of legislative and Government Affairs and five in mohcd. It should add up to 78 . Theres communications team. And the rest are various administrative senior staff. The mayor, chiefofstaff, et cetera. Thats different from the Mayors Office of legislative affairs . The mayors board liaison as well as the mayors senior policy advisor. This is just not clearly is there any place where i can look and have a clear list of how many f. T. E. S are in each area . This is very confusing. So maybe i can followup with you off line as well. Its not adding up. Actually i think that would be helpful. If you could submit to this whole Budget Committee a breakdown of those positions and also so what you are saying is the additional budgeted positions for fiscal year 20192020 is really all on an mohcd. Its none in these services that the Mayors Office actually has . Theres a reduction year over year in f. T. E. And the mayors administrative offices. And that is giving us the 43 budgeted and funded within 78. And then, my other question is so do you have any positions that staff are hired through other departments like d. P. H. . What im hearing is that there are people who actually are really funded by different departments but actually working in the Mayors Office. Its a longstanding practice as executive branch of the government that we oversee the implementation of policies and budget within the citys 50 departments to have a limited number of requisitions on assignment to the Mayors Office from any department. My question is, are there any . Yes. How many are there . I believe right now there are four but i would have to verify to make sure its accurate. Ok. And if we can get that accurate number along with the information that supervisor ronen has questioned it would be great. This is going to continue for the next three days so we can actually fit it in somewhere to have another discussion about this. Are there any of the questions or information that we would like for the Mayors Office to get back to us. So we can further and deepen the discussion . Yes. If you could also explain the work of the five individuals who work in the Mayors Office of Neighborhood Services. Ive always been a little confused by their role. I have seen one of the employee assigned to Bernal Heights in the mission and ive seen her in the direct and also seen her out of the district staffing the mayor at different events. Im just wondering how does that really differ from the Admin Services and given how much of constituent Services Falls on the Supervisors Office because its where people know where to go and its the point of districts offices. Its always been a little bit confusing about what that office does. I description of those five employees and what their duties and responsibilities are would be helpful. We can followup with that. High level, they are both frontfaced of the Mayors Office and there is an office downstairs on the first floor. So that office is staffed with staff and the mayor feels very strongly that there needs to be a Community Presence in the neighborhoods of staff and so we have office hours and assignments. We can work with the director of mons to describe their work plan and allocation of staffing to meet both the neighborhoodbased receiving of requests especially improvement requests as well as the front door when people are looking for the Mayors Office for constituent services which i recognize they come to both offices. What the roles and functions are within there. They are working closely with the fixit team to align the responsiveness to constituent Service Request so Sandra Zuniga is the head of fix it and mops so we can have her speak to the alignment of resources to ensure that we have that front door as well as neighborhoodbased work responsiveness in the community. What is the actual budgeted amount for these five individuals in mons . I dont know off the top of my head what the cost is of the five budgeted f. T. E. For mons but we can respond. What you are hearing here is that, although theres a neighborhood presence, they are not corint coordinating with our direct. Were answering constituent emails. We actually have our ear to the ground. We are hearing from constituents whether we like it, some of the stuff theyre saying on a regular, regular basis to many different venues and the people who are in the mons office we feel theres a sentiment among supervisors that they dont not coordinate with us, they do not let us know what is going on, they do not reach out to us about events. That we could actually engage the mayor in. Wire not doing it collaboratively and it seems as though were duplicating the work of Community Engagement with our legislative aids doing the 99 bulk of it and i think this is what you are hearing today and i think youve heard that before. If you could get us the budgeted amount for those five individuals in mons that would be great. We should continue this conversation, colleagues, until we get the information from ms. Kirkpatrick. Is that agreed . If you wouldnt mind, well continue this and we can add it as part of our conversation tomorrow or friday. When you think you can get us the information. That would be great. Thank you so much. Lets go on to do you have any further questions for mayors off of housing and Community Development . No, we dont. Except, so there were 100f. T. E. S. Yes. And oust those 100f. T. E. S you are telling me that 35 of them are being funded newly funded positions, is that correct . No, 35 of them are on budget through this budget process and the other 65 or so are off budget through the accept and expend process. And are there any vacancies at mohcd . Theyre are five vacancies. Two of those we already have offer letters and start dates for new employees. And one of those we are finalizing the interviews for. Given the own mayors instructions, a budget instructions, its not to add f. T. E. S. Its also to reprioritize the staff. To identify errors of reductions and to also repropitiating existing resources. And so, if you come back to us when the mayors budget, could you please address those issues and how mohcds budget is actually adhering to the budget instructions from our mayor . That would be great. Mr. Controller, if you could supply us with actually the information that the department has submitted to the mayor, i believe that that is Public Information and its something that we can actually access through the board. I think we could have a robust conversation when we have all the documents in place. Other than that, i think thats it. Thank you very much. I appreciate you coming today. Thank you. Thank you. So lets hear from the department of Human Resources. Good afternoon chair fewer, members of the committee. Kate hour. Im happy to be here with you today to present d. H. R. s budget on behalf of Micky Callahan who was unable to attend today. I would like to thank our team at d. H. R. For their work to advance our mission which is to use fair and equitable practices to hire, develop and support a highly qualified workforce. I would like to thank all the individuals who were preparing the budget every year in the Controllers Office and mayors Budget Office and the board of supervisors and budget annalists as well as linda wong and john gibner who are here with and you support the work and effort. As i mentioned a moment ago, our mission is here to use fair and equitable practices to hire, develop and support a highly qualified workforce. We have a fiveyear Strategic Plan that guides our work and incorporates the goals that you see below which i will not spend a lot of time on today. Over all, ive provided you with a summary of our budget which is proposed in the mayors budget at 112 million for fiscal year 1920. As you can see in this chart, Workers Compensation reflects 80 of our budget because it includes the direct medical payments for individuals who are injured as part of their city employment. The remainder of our department, about 20 , reflects the important citywide work we do to ensure that were investigating and responding to e. O. Complaints, including negotiating new contracts which weve just conducted, meeting grievance resolutions things like that. As well as general Human Resources, responsibilities such as managing exams, hiring people and then finally promoting pipelines and gave us recruitment into set employmentt so people have that opportunity and they get to stay and grow in their employment here. The changes in our budget are primarily due to changes in Workers Compensation as well as the hiring Modernization Project that the controller mentioned to you a few moments ago. Our Key Initiative is focused on these four areas so diversity, equity and inclusion. Director callahan has been in front of you and the full board in the past talking about some of the workweek doing around equity, diversity and inclusion. Our hiring Modernization Project as you may know, at d. H. R. We have processed 150,000 applications for employment and hired 9,000 people and we need a more modern system to do that. Promoting Emergency Preparedness including better training for city staff and preparation in their roles as Disaster Service workers and support for the Housing Authority transition as you know theres a lot of uncertainty about how that transition will happen and what kind of support will be needed and so we want to be prepared for that. And you asked about position changes. The budget includes a growth of seven fte supporting these kit initiatives and Emergency Preparedness and some Additional Support around compliance related to medicare in Workers Compensation and then in Employee Relations as we moved to implement the negotiated labor agreements. Finally, you requested just some high level summary of performance metrics and theyre included in our budget books but our performance metrics vary by division and they focus on they vary and includes things like completion resolution time and Employee Satisfaction with their experience of working with d. H. R. And the wait time between exam announcement and listed option so how long does it take to get through an exam process before a department can hire off that list. And reducing our over all time to hire which is a key metric for our hiring Modernization Project. The average time, based on a controllers report of a few years ago takes 118 days to hire a City Employee and we want to bring that down to be more competitive in this labor market. With that, im happy to answer any questions you may have about d. H. R. , our budget or our important initiatives. President yee. Supervisor yee can you explain the seven new positions you will be adding . Im happy to. The budget includes positions to support our efforts around diversity, equity and inclusion. Staff to do additional recruitment focused on diversity and recruiting a dse