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 com