commissioner benedicto is in route. commissioner janez, president. commissioner byrne here. commissioner yee here. vice president carter oberstein is in route. president lyons, do you have a quorum? also with us tonight are chief scott from the san francisco police department and executive director paul henderson from the department of police accountability. thank you. welcome, everyone, to our january. seventh meeting. we can't believe we're already halfway through january. um, all right, let's get this party

started. so go ahead. line line item one weekly officer recognition certificate presentation of an officer who has gone above and beyond in the performance of their duties. sergeant patrice heath, star number 40 209. forensic science division csi. oh, this is your people, right. here. thank you. hi thank you. commissioners executive director and chief for this opportunity to recognize sergeant heath. uh just to tell you a little bit about what the day to day at csi is, they, uh, like everyone else in the department, they're short staffed. so there's a lot of on call. they're expected to respond to scenes 24 over seven. um a lot of backfill. they've um, about nine people in the unit, two of which are in training, and they've done over 1000 scenes in 2023. so they're they're very busy. and so they have to respond to scenes, but they also have to document them to the highest quality. look for evidence to make sure that it

will stand up to further investigation and prosecution if necessary, or exoneration. um, so it's a it's a lot of pressure, a lot of stress. and so, sergeant heath really kind of exemplifies a csi officer where she's constantly, um, training herself, continuing education. she's certified by the international association of identification. she's been instrumental in training our new , um, new recruits to the to the unit, both sworn and professional. and she's also at a hand in writing our standard operating procedures for how we process evidence at scenes. um, in with the goal of getting the unit accredited. so it's my honor to recognize, uh, sergeant heath. and i'll read the certificate. so in recognition of your dedication and professionalism, demonstrated through outstanding community policing practices and inspiring greatness by exemplifying the ideals of police officers as guardians of our community, such

an example of dedication is worthy of the highest esteem by the city and county of san francisco and the san francisco police department. thank you. sergeant heath. come on, step up to the microphone. first and foremost, i want to congratulate you and thank you for your service. um, i think being a police officer is obviously no easy feat, but the fact that you not only are a police officer, but also write standard operating procedures, which is a unique skill that not everyone has and is very difficult. i want to commend you on that because it's not easy writing policy or procedure, as i'm sure you're very familiar with. um, and if you ever get bored over there, i'm sure written directives would love to have you. the chief loves people who can write, so congrats and thank you for your service. thank you for helping. not only do your job well, but train others to do it well too. so, um, chief. thank you, president elias. i echo president elias's

compliments and sergeant heath. um, one thing that i will say with the work that you and your entire unit. i know you have your partners here. um some of the unsung work that doesn't really get recognized is, um, what this is all about with the commission really recognizing not just the medal of valor type of, uh, work that is, is definitely commendable. but the day to day heroes that we have out there that are just doing their job and making things work, and that is you and your unit. so i know it's not, uh, what people see. i mean, they see csi and they have a certain idea about how these things should work. it's a tv. we're behind the scenes. you're behind the scenes? exactly. but you're making things happen. and we would not have any success that we have in terms of crimes we solve and the things that we do without you all and without you people like you. so thank you. thank you so much. and i just want to say this is an honor to

receive. and i'm a third generation sfpd officer. my grandfather and my father before me. and i came into the department at 22. so i've basically grown up in this department, and it's an honor. yeah. and i'm grateful to be able to supervise and work alongside so many great people at csi. so did you want to introduce your unit? i mean, we love giving people camera time. absolutely stand up gentlemen. let's see. please come on up here. join our party. come on up, officer aaron norquist, officer raymond ortiz. hey. hello. our acting lieutenant lynn o'connor. oh hi. and our director needs no introduction. introduction mark powell. yes. thank you so much. one second. i want to give my fellow colleagues an opportunity to say a few words. commissioner walker. um i want to say congratulations and thank you for your service. i've been out to visit your unit out there, which is really, truly amazing. the work you do is so important. but, you know, there's a lot of folks who come to our meetings

every week wanting their cases solved. it's so important the work you do. so, um, really, thank you very much, commissioner yee. uh. thank you. um, madam president, uh, cindy ellis, uh, i also want to thank you too, uh, sergeant heath, for all you've done. and throughout the years. i guess you're climbing that ladder, and we wish you continued success. uh i went to visit the csi two, and i was saying to. maybe to hollywood. maybe. should i have san francisco cs, csi on tv? so again, um, congratulations. and thank you. i want to thank you and all your members there. thank you. thank you so much. i'm the producer. okay. yes. you heard it. you heard it first. you heard it first. it's san francisco csi with commissioner yee. all right. thank you again. thank you for taking the time to come on up. i think the chiefs want to take pictures and then

we'll move to general comment. members of the public would like to make public comment regarding line item one. please approach the podium. i can't take it away. i'm fighting you for it. you better invite us to the red carpet. that's all i tell my sister. i mean, i tell my daughter, right? okay this one. right? uh, screenplays, uh, tv. i come to these all the time, and i think this is the very first one i've seen. a woman get recognized, so. bravo bravo, bravo, bravo. you know, we had a female. all right, line item two. general public comment at this time. the public is now welcome to address the commission for up to two minutes on items that do not appear on tonight's agenda, but are within the subject matter jurisdiction of the police commission under police commission. rules of order. during public comment, neither police or epa personnel nor commissioners are required

to respond to questions by the public, but may provide a brief response. alternatively, you may submit public comment in either of the following ways. email the secretary at the police commission at sfpd. commission at sf gov. org or written comments may be sent via us postal service to the public safety building, located at 1245 third street, san francisco, california, 94158. if you would like to make public comment, please approach the podium. happy new year! this commission was rightly created to ensure that our police don't exploit their power or overstep their jurisdiction to achieve that serious goal. the commission of years past was comprised of lawyers with actual experience working on both sides of and in the criminal justice system. those commissioners were genuinely interested in being partners with law enforcement, and not only did they have crucial firsthand knowledge of the system, they honored and respected the complexities, danger, and nuances of enforcing the law. like the public, they wanted reform to policing, not solely punishment of police officers. the composition of the

commission today seems to be a stark contrast. perhaps. maybe one of you has the experience within the criminal justice system that should be required for the honor of sitting in your seat, rather than partner with sfpd. this current commission's actions seem to reflect a desire to abolish it a mission to blame, not support, and a fatal ignorance of the complexities of ensuring public safety. sadly today's commission has become the very thing it rails against. a government agency that seems to overstep its scope of legal authority. as set out in the city charter and state constitution and system abuses its authority with bias. in contrast to hearing ex-communication commissioners speak with respect and humility about the solemnity of, say, attending officer funerals, this commission uses a cheap version of the socratic method to grill. chief scott is accused of leaking confidential information during investigations of officers, denying them due process, and stifles day to day operations of the sfpd by turning functional egos into disciplinary traps. this does not seem like a productive partnership. if your goal with sfpd is reform rather than

elimination, and your commitment is truly to public safety, so it's time to stop this dangerous , hypocritical charade. it's time to reinstate the integrity and legitimacy of this commission so it can resume. its important, unbiased work of partnering with sfpd to ensure reform in policing while protecting public safety. thank you. hello. board members, my name is william moretz. um, i've been a resident of san francisco for 40 years, and i've been involved in social justice work for about 20. i've seen some. things. i've done some things in my testimony tonight will be of a personal nature for 25 years, i relied heavily upon the police commission to back me up in many, uh, incidents that seemed to be unfair and full of, uh,

uh, illegalities. so, um, uh, for that reason, i feel i it's important for me to make a couple of suggestions to the commission tonight. and i also want to thank all those who've been involved in the reforms these last ten, 15 years. the effect that it's had upon the community cannot be understated. there is definitely a correlation between the protocol reforms of our police department and our crime rate. so you, each and every one of you should feel good about that. and my two suggestions are for and i should say i would not have survived the 15 years of police abuse had it not been for outside help. so it's been a failure from my perspective. so this is important to me. so i would suggest that, like in many large metro politan areas throughout the nation, they have um,

created a court for police abuse , uh, incidents that, um, doesn't. necessitate going to state court and all that involves like the money and the time, which many of us can't afford and so if san francisco were to do that, i think it would be right in line with the past. the path that we're on right now, which is victory, we're doing good. and i think we can always do better. and the second thing, um, has to do with, uh, excuse me. thank you, sir. uh, we instituted qualified immunity. we can repeal. qualified immunity and anything within the mandate of the police. thank you very much. your two minutes is over. thank you for your time. good evening. i'd like to use the overhead.

i'm here. i come here every wednesday concerning my son, aubrey aberra kassa. uh, he was murdered august 14th, 2006. today his to this day, his case isn't solved. and. i've come here concerning unsolved homicides for many years. now. been through many police chief and many of you that that have been up here and new people and i'm still here bringing awareness to the unsolved homicides. i have all the names of the perpetrators that murdered my son or that had something to do with murdered my son, hannibal thomas. i just had his name backwards. paris, mopic , which is the ringleader, andrew vadu. jason thomas, anthony hunter, mark carter. which one is deceased? i don't know which of the anthony or marcus. one of them is deceased.

so i come here every bringing awareness. i just don't talk about my son. all of these unsolved homicides. i've. i stand with these mothers. but i want you guys to see. and as you always see of me standing over my son. no mother wants to have to do that. i feel like i'm playing a record player every time i come here saying the same thing over again. but i think about emmett till's mother, who thought until the day she died, when they killed her son and maimed him and burned him up and cut off all of his genitals. so why shouldn't i be that way? this is what the perpetrators left me with a lifeless body decayed, saying, my son was full of life and they took it. so why shouldn't i give up? why i shouldn't give up? please solve

my son's case. there's any further public comment. good evening. commissioner. good evening, chief scott. my name is j connor b ortega and while i'm not here as a candidate, i am here as a concerned resident. i was on my way here and at the powell station in the cable car turnaround. i saw sfpd officers handling two different situations. one outside and one inside the westfield mall and i always ask myself where would we be without sfpd? so i want to take this time to say thank you to the men and women of our san francisco police department for all the work they do, both at the stations and on the beat. however with the downward crime

trend we saw last week, we see how much sfpd has an impact on crime in our city, which is why i will always implore this commission to give sfpd the tools they need in order to keep the downward trend. if this commission wants to survive, then you all must be an assistance to sfpd and not a roadblock. thank you. and that is the end of public comment. i want announcement line item seven. the discussion on dpa and ois daca comments with sfpd has been removed from the agenda for tonight, and they will be rescheduled at a later time. line item three chief's report discussion weekly crime trends and public safety concerns provide an overview of fences, incidents or events occurring in san francisco have been an impact on public safety commission discussion on unplanned events and activities achieved describes will be limited to determining whether

to calendar for future meeting. chief scott, thank you, sergeant youngblood. uh, good evening, president elias. vice president carter stone commission and executive director henderson and the public. uh, just a quick, quick overview of crime trends for this week. overall all every crime category in both property and violent crime is in the negative this week. again, total the totals. there's been a 40, uh, reduction from this time last year. uh, about 800 crimes, fewer than this time last year. 800 reported crimes, fewer homicides. however, we are even with last year to the, uh, year to date to this time last year. we had a homicide. this past week on the 100 block of barry. um, the suspect has. suspects, plural. have not been taken into custody yet. so more to follow as that investigation unfolds. uh, there was another homicide, uh, earlier in the year that happened at, um, 16th street.

and terry francois near the area of chase center. and that investigation is still ongoing as well. so we're at 0% change in homicides. just a couple of major incidents. i mentioned the homicide. there was also a shooting at six and shipley in southern district on the 14th at 12:38 a.m. the victim was stopped at a red light when the subject approached the driver's side. uh, the victim saw a flash of bright light and realized that he had been shot. he fled and then flagged down paramedics who were in the area. the victim was transported in stable condition. no arrest on that particular incident. we did have a couple of significant arrests. uh several significant arrests during this past week. one was from a december 28th, 2023 homicide that occurred at 5:37 a.m. when officers located victims suffering from stab wounds, both victims were transported, with one victim succumbing to his injuries. investigators have identified a 29 year old san francisco

resident as the suspect and obtained a warrant for the suspect's arrest on thursday, january 11th. the officers sfpd officers were in the area of eighth and mission when they observed the suspect standing on the corner. the suspect was placed under arrest for the outstanding warrants and booked on the charges of homicide. 187 pc attempted homicide and assault with a deadly weapon. so really nice job by officers who were in the right place and took us. took this homicide suspect into custody. there was a carjacking that occurred in the 500 block of bill street in the southern district on the 8th of january at 9:05 p.m, two subjects carjacked the victims using the firearm. the victim advised that the vehicle had a tracking device, and the vehicle was tracked to vallejo, where chp located and took both subjects. an 18 year old and a 16 year old into custody. chp also recovered a firearm, ski mask and clothing matching the description provided by the

victim. both suspects were booked. um there was another incident at hyde and turk on the 11th of. actually this occurred at, uh, november 11th, 2023. november 10th, 2023. i'm sorry. the victim sustained a gunshot wound when an unknown suspect shot into the crowd in the area. the victim was transported in stable condition. the suspect was subsequently identified by our night investigative unit detectives. uh, based on the clothing worn during the incident, the subject was observed by a tenderloin plainclothes officer and detained the subject was actually wearing the same clothes that were worn during the shooting incident, and was in possession of a firearm. he admitted to the shooting and advised the gun in his possession was the same one that was used in the shooting. so again, officers on patrol at the right time, right place and they were able to make an attempt, murder, arrest, uh, just a couple of more incidents to report on january 8th at 4:25

p.m, several people were on a muni coach at geary and masonic when a few of the people were involved in a dispute, the suspect pulled out pepper spray and pepper spray, two victims, upon exiting, the suspect kicked the victims multiple times. officer detained the suspect, uh, in which time the suspect assaulted the officers by biting one of the officers, kicked other officers, and that suspect was arrested both for the crime. on muni and crime against the officers, robbery with a firearm occurred at the unit block of niagara and the ingleside district on the 13th of january, at 3:34 a.m, as two victims parked their vehicle in the driveway, they observed a suspicious vehicle parked two houses away. one of the victims exited his car when two subjects approached, opened the car door and forcibly took the victim's purse and, uh, from from the car as the other victim attempted to intervene. one of the suspects pointed a firearm at him and

then struck him in the head. suspects fled with the property and no victims. i mean, no suspects have been arrested at this time that investigate is ongoing. um, there was a major air, um, stunt driving event on the 14th of january, three at about noon at the 900 block of sansom. there were about 200 motorcycle riders who gathered in the area. officers were able to, uh, respond and disrupt this activity. no arrests at this time, but it did cause a major, major traffic congestion. and this is an ongoing thing that we are looking to, uh, enhance the way we address these issues with motorcycles and mainly their dirt bike riders when this happens. but it's been an ongoing issue for our city. last thing to report is a vehicle versus pedestrian hit and run that occurred at rutland and visitacion in the bayview on the

13th of january at 6:28 a.m. the victim was actually located in the middle of the intersection, suffering from injuries and unable to provide information. so that is an ongoing investigation handled by our traffic investigators. as far as the drug market enforcement. this week, 78 arrests were made in and 5335g of narcotics. the majority of that fentanyl have been seized over this past week since the inception of dmac, 127,091g of narcotics have been seized and about 7,080% of that is fentanyl. and that is my report for today. thank you. thank you. chief commissioner yee. uh, yes. thank you very much, president. um, elias, i just want to follow up with jim barnes. what? he asked you last week, uh, in regards to the richmond. um, i guess the storage break and, um, i guess

it's it looks like it's one one person is doing all this action or. uh. yes, we believe that it's the same suspect there were five incidents that we believe are all related. um, the good news is that out of the five, there was only one store that was actually broken. broken into successfully. and that was on the 800 block of clement. there was property taken from that. there was one on the 200 block of clement, which each store was damaged. but no loss reported. there was another one on the 100 block of clement. store was damaged. no loss reported. there was another one on the 400 block of clement storage damaged. no loss reports and then on the last one was an attempted burglary of a cannabis dispensary, and that was on the 200 block of clement. and there was no entry. suspects actually fled before they were able to

enter and no loss report. these happen in within the stretch of a week. and three of them were on the 8th of january. we. stretching from about 6 p.m. to 10:30 p.m. at night. so we do believe that they are connected and we believe it's the same person or arrest has been made at this time, but that investigation is still ongoing. uh, thank you very much, chief. i have another one. two over on this was last year, in december 26th or seventh. down by, uh, mission. uh, parking lot where there was, uh, i guess, uh, a worker from the sfmt that was attacked over there. she was cleaning. so. um, just want to see if there's any updates on there. yeah, i'll follow up with these. i believe we did make an arrest on that. um but let me follow up and verify that. and i could, if it's okay with you,

commissioner, i can come back to you next week on that. thank you very much. and thank you for all the officers making the all these arrests here it is, um, keeping us safe. thank you to you. thank you. commissioner thank you. thank. you, president elias. thank you, chief, for that report. um, just a quick question about, uh, policing down the 16th street and 24th street corridors. i know that after, um, border supervisor myers had made some modifications to, uh, the allowance. right, for people to no longer sell, i guess along. bart, there's been an improvement in those sections. i understand that that was only supposed to be a six month or two month, uh, kind of pilot. is there plan are there plans to continue? uh, the community policing strategies that have been set in place for the last couple of months, which have had, i think, a significant impact? yes and, you know, our department is committed and we're working very closely with public works on that. um, i don't know which way the if the band will be the vending band

will be continued. uh, i'm hopeful that it will, because i do think it has had an had an impact. but i do know there there are things to work out with the community from that standpoint with, uh, with the vending ban. but it has been successful. uh, and things are better. um, there was some displaced and we're addressing that, you know, um, to try to make sure that we don't push a problem on somebody else's block, but definitely there has been some, some good progress with that. uh. and it's been a collaborative effort with public works and our mission station officers, uh, tom harvey, the captain of mission, has committed to have officers deployed in this team. um, it's really hard for dpw to do their work without us because they get attacked and assaulted and those types of things. so it's been it's been good. and we're committed to continue it. and we're going to try to sustain this as long as we can. i mean, ultimately we hopefully we can find some solutions. so it's not as personnel heavy. hopefully we

can change some of the dynamics of that on that block where if, um, there are opportunities for people to vent legally and do it through the permit process, i think we'll be better off as a community. so that's what we're working with. the electeds and dpw on. but our our real i think value has been to be there just in case. um, they are attacks or hostilities for the public works workers who actually are the ones who can do the enforcement on this. correct. um, i did notice that, uh, on monday. there was a little bit less enforcement on the 16th street bart station. um, i'm assuming there were some activities maybe, uh, correlating with martin luther king junior birthday or day. um and immediately the 16th street bart station was full of vendors, and it was a free for all. once again, what do we do to contain that and make sure that that

there is no gap in service? because as soon as, uh, the presence is no longer there, there is a recurrence that is exactly, uh, one of our issues is, i mean, monday was a holiday, so deployment was a little bit lighter. um, and that's something that we're going to have to figure out in terms of making sure that that deployment is consistent. it's been pretty consistent. but money was a holiday. we also saw that, uh, with some of the days during the christmas and new year holiday where deployment was a little bit lighter, and what you just described is what we're seeing when city workers aren't there, both public works and us. it just yeah, like we were never there. so we're going to have to be consistent. that's the bottom line with the deployment. and we've kind of mixed on duty with some of our overtime shifts to try to help make that consistency, uh, happen across all days. but that is a real issue for us. and monday we just got we didn't have enough people there. any updates on staffing? the, uh,

the captains have done, they're doing a good job using the resources that they have. i mean, we do have an academy class graduating next month. i believe we're at i think it's 22. um, we just hired four lateral officers about a week and a half ago. that was another four. we have more laterals in the pipeline. so you know, the combination of the laterals and the academy class, that'll be some relief. you know, it's not. of course, is going to be we're going to need a lot of that to turn this around. but 22 officers in the field is it doesn't sound like a lot, but it helps. thank you. okay. public comment for members of the public like to make public comment regarding line item three, the chief's report. please approach the podium. uh, good evening again. i'm just, uh, again bringing up, um, concerning the unsolved homicides and, um, how last

week, when i was here, we brought up that, um, $0 has been paid out for unsolved homicides and that we were finding a way for tipsters to be paid. and i'm bringing that up again because i was taken outside and the person that took me outside didn't know what the hell i was talking about, you know? so um, i was wondering, is there a way what are we doing? when are we going to put it on the agendas about how we're going to bring up, um, ways for tipsters to be paid for people to come and solve these unsolved homicides? i'm still worried about when i came last time they said that they would get, uh, the, um, paul henderson's end of, um, investigators to solve to be one of the persons to solve the unsolved cases to come and investigate. i'm still not understanding about that, because when i was here, it'sn.d

find it because it was mentioned . so why isn't any of that happening? you know, um, please make that happen so that mothers like myself cases can get solved and i don't have to keep coming here about my son. i mean, i'm still going to come even if the case gets solved. i'm still helping other mothers and fathers out there. we have a healing circle every second and fourth thursday where mothers and fathers still come on. there because the holidays, my son's birthday is coming up on april 6th, so. so we come here. we come to the circle on this area when the birthdays comes and when the anniversary parties come, you know, here coming another year, there's going to be 18 years august 14th, it'll be 18 years. so so please put it on the agenda or find somebody to solve these unsolved homicides. please members of the public that have any information

regarding the murder of aubrey abacus. you can call the anonymous 24/7 tip line at (415) 575-4444. there's any public comment? please approach the podium and present. that is the end of public comment. thank you. sorry. line item for dpa director's report discussion report on recent dpa activities and announcements. commission discussion will be limited to determining whether to calendar any of the issues raised for future commission meeting. executive director henderson thank you. uh, we are currently at, uh, 20 cases that have been opened, so far this year, and we've closed 16 cases, uh, on the current caseload and docket at dpa. we have 317 cases that are open and we have sustained three cases so far this year. uh, in terms of cases who have investigations that have gone on beyond, uh, nine month period and are continuing, we have 26 cases and of those 26 cases, 19 of the cases are told, uh, currently we have eight cases

whose decisions are pending that are with the commission. and we have 87 cases whose decisions are pending, uh, with the chief terms of the weekly trends. uh, this week we received 51 cases that have come in, uh, and the highest percentage of those cases have been for an allegation for allegations of conduct unbecoming of an officer. uh, again, the full breakdown of the 100% of the cases that have come in are on the website, and folks can find them there if they want those details. uh, in terms of the district breakdown, uh, the highest allegations have come this week from central station, where there are two allegations made, two cases that came from, uh, central precinct. uh, and again, the full breakdown of every precinct, uh, and the numbers are listed on site on the website, uh, in terms of outreach, uh, just want to thank the folks that have shared the

information about our dpa 101 with an overview view of both reform and accountability. the presentation that we made at manny's, uh, last week, uh, where folks came in and we answered questions about the office and accountability. uh we've also, uh, poured more into , uh, our social media. so a lot of the information that i'm presenting, in addition to being shared on our website, is also being shared, uh, on the youtube or x as well. so that's a new addition to make sure that the public is informed about the work and what we're doing. uh, i don't have, uh, information about the audits. this week. uh, but i gave an formed information in that, uh, is scheduled on the agenda coming up. so we'll have more to say. uh, when we make that presentation. uh, we do have a case this week that's in closed session. uh, item nine e. uh, the attorneys are here for that, so we'll be ready on that. uh, also here in the courtroom

today is chris chisnall. in case there are issues that come up that need to be addressed. uh, while we're at the meeting, also present and today with us, in addition to city attorney stephanie wargo, wilson is, uh, also our chief, deanna rosen. stein i thought i saw jermaine in here as well earlier. i don't know where he went, but he was here. jermaine jones, uh, and nicole armstrong is here as well , who will be presenting later on on the agenda items. uh, for folks that have information, uh, or want to get in contact with dpa, uh, the website is sf gov .org forward slash dpa, or you can contact us at (415) 241-7711. uh, i have commentary on subsequent agenda items, but i will save my comments until those agenda items come up. and that concludes my weekly update of

the report for dpa. thank you. i look forward to your annual report and you making time. so ten minutes is. uh, vice president carter. all right. it's getting tied up here. thank you, president elias. uh, thank you, director henderson, for the report. just one question. and i know you said the audits would be discussed. uh, later on the agenda, so feel free to postpone this until that agenda item. but i did want to ask if there was. well specifically, i think it was mid-december. correct me if i'm wrong that i got the email announcing that the dpa would be doing a preliminary audit of the department stop data. i just wanted to ask if dpa has gotten the data from the department yet to initiate its audit. i think

that's a yes or no. it is a yes or no question, but it's a not a yes or no answer because i think we've had conversations back and forth about who's going to be responsible for disseminating the information and i don't know if answering that question in the affirmative means that the information has been turned over, because i know there's back and forth, and it was changing. oh, i see my staff might be indicating no. is that right? i don't want to say it wrong. i know that we've been going back and forth with the department, and i know i see katherine maguire here, and i know the chief may know this. i think we, the initial big issue was to avoid some of the problems that we've had in the past that we've agreed both the agency and the chief directly to have a designated person so that we can exchange information back and forth. and i think that was the first step. i think that got

resolved. but i know there was back and forth about that as well. it's just hard for me to answer a yes or no way. sure sorry. thank you. yeah, we know you don't have it yet. um, i know our team has been working with steve flaherty from your team, and we asked for that information. um and what's the date? 17 at the end of this month. so in a week and a half to start getting everything to you all, i can give you an update and i'm happy to give a weekly update on those issues. i just because i think i alluded to it last week, i just i didn't know if something had changed. i don't want to say it wrong between last week and this week. that's why i didn't want to just give you a yes or no, but to be clear, dpa has requested the data. absolutely. okay. and if your understanding is that the data will be made available in a week and a half, did i understand that correctly? yeah, i know we will start the request. i don't know how fast the data request is, but i know

we plan on fulfilling that request beginning in about a week and a half. so the data will be turned over on a rolling basis. i don't know how much data it is, but we will if we need to do it on a rolling basis. we'll work with steve to do that. but but just so i understand, just so i'm clear, what was the significance of the date when you said a week and a half. what will happen in a week and a half? exactly. so we lost our cfos and director mcguire and her team have been kind of doing double duty, basically, we're hiring five people in our fiscal office. so some of her team have been doing kind of double duties, including her. so we just asked for time. our cfo will, we hope, be on track to start at the beginning of february or the second week in february. but um, that was the reason for the delay. i can say that i know in part of the back and forth, one of the principal issue was, which is the conversations that i was involved with was the person that was designated to be turning over. the information was out of the office, and that was the issue. i don't remember

the very specifics of what had been turned over, what the volume was and where we were on that. that's i can get that information, but i was more focused on on the operations, which is what i have information about. but i know katherine maguire, director mcguire, do you have an additional information for us? uh, we've been in communication with steve flaherty and the. uh, the communications have been sort of surrounding the scheduling piece , but also he did send a full, uh, much bigger than just the data set. um information request and so we started poring through that a little bit. but i did give him some background information and some additional, um, information that can kind of get him started on scoping and building queries and things like that with respect to actually running the data. so all of our sops, data like to tell the public as this as well, uh, all of our sops data is online and all of our documentation and about what is there and what is

not, um, is also online and on open data sf and so do you have an estimate of how long it will be before you turn over the requested information? i don't have an estimate for the full package of all of the materials requested. i don't have an estimate tonight, but i can get back to you on that. and when the chief said in a week and a half, roughly something would happen. yeah, we'll be further. we'll have more discussions to kind of like parse out that plan and data transmission. and is there a lot of data? part of the reason i'm asking is because as you just noted, you know, most stop data is by law has to be publicly available. there's a lot of nonpublic data that's been requested. is that your understanding? well if the data set nonpublic data, um, sorry. um, so the nonpublic data is

juvenile data, for instance. so we have to make sure that we're going through our stops and making sure that those, uh, those records are pulled out, um, and other there's just other sort of governing information. we're happy to come and talk about this a little bit more in detail. um, but that's the stuff that gets redacted from the online, uh, data set and narrative fields and can i ask a question? has any of the data that's innocuous been turned over? any of it? i'm sorry, is any of the data been turned over that was requested? uh. not yet. no. we're we commenced those discussions in a week and a half . okay. i'm going to ask for an update about this next meeting. and every meeting going forward. i just i think that you'll recall, director, that when i first started on this commission , i requested stop data from the department, and i requested all only public data specifically. and um, i think you'll recall we

had a very, very, um, impassioned back and forth about the representations that were made to me about whether or not data was available, how long it would take to furnish data, how long it would take to do certain analyzes and i guess, let's just say, like, i didn't think that that the department was completely honest, to put it very politely, about those things, namely, whether the data was available, how long it would take to analyze it, and whether analysis was even possible in the first instance, i think it was. i was told it would take several months to do something that i was able to do in 20 minutes. most of that time i was spending googling how to do it on excel. so so, um, maybe these delays are totally understandable and appropriate given the request. i don't know what the request has been, but but it certainly gives me, um, nostalgia and not in a good way

for those requests that i made early on. uh in my tenure on this commission. so i'm going to keep asking about it. commissioner yanez, thank you. uh, director henderson, for your report. i, uh, i met with steve flaherty from your office, and commissioner benedict, though, because i was inquiring about about the data collection and the potential for including, um, the expected motion to also collect language access, uh, needs. right for, uh, stop data. and i am still hoping that we can incorporate that element, since it is a rippa data point that we're supposed to collect. would you be able to, um, inform us on whether that is, uh, whether we have the capacity to include that in your audit? yeah, i think it's, uh, difficult, given our current budget restrictions in terms of how streamlined we've made the audits that we have ongoing

right now. and my understanding from talking to the audit team on that specific issue, i think there was an issue about jurisdiction in additional in addition to the capacity of the work that we're already doing. i'm happy to raise the issue again and talk directly with the folks, but i really i really have to balance it against, uh, the open audits that are already in the pipeline that we're working on to make sure that we're able to deliver what we've promised in terms of the scope of the audits that we already have right now. that doesn't mean that it's not relevant to us. it absolutely is, especially as it relates to the complaints that come in to the department. uh, because we think, you know, language access is a very important thing. and we've done a lot of policy around that work in the past. and making sure that that policy is implemented. there are boundaries in terms of rules that have been, uh, passed by this commission that we are absolutely following. that said,

i'm happy to raise the issue again. um, to see from my team. but i believe when i met with them recently about this issue, it was beyond the scope of the audits that we had ongoing, and there wasn't, uh, bandwidth, budget and personnel to address it directly. thank you for that. i will follow up with commissioner benedict because i think he also had some interest in this. um, but thank you, commissioner walker. uh, thank you. thank you for the report. um, just as a an addition to the conversation that we're having around the stop data and that whole process there, there remains for me. um, some concerns i have about how information was leaked ahead of time. so as we do this process and as we do these reports, can we have a report on the investigation on how information was leaked confidential information was leaked because i've not i haven't heard back

anything official. so just as part of the reporting process, i would like to have that answered . i'd love to see that. but since it wasn't our leak, we had nothing to do with it. well, i know nothing for somebody is investigating something and nobody seems to know how that happened. and quite frankly, it makes everything suspect. if we don't include that information. i agree 100, but since we had nothing to do with it, i don't know what. how do we know? so i understand that. i know you're saying that, but. i think that that the evidence and the leak speaks for itself. but i don't see the evidence in the leak. so it's somehow in the data that was provided to the press is information that shouldn't have been. so we want to make sure that that doesn't happen again. i agree, i think it's for us it's hard for us to prove, uh, the negative. i can show you emails that show that it didn't

come from us, but it doesn't do it. you know what i mean? i think you should talk to the chief about that, because the chief can. yeah, or just make it as part of this report. i mean, it's part of the process. yeah making sure everything's confidential. and the chief will have information on the leak and what's happening, so. okay. perfect. great um, because i don't think dpa can report on something. they weren't involved in. but i do agree with commissioner walker. we should have any of that. if there's any information as to possible areas . absolutely. i mean, you do a thorough job on the audit. that's why you're a four time, award winning, grammy nominated, whatever. yeah. right. yeah. oh, there's more awards you're going to hear about. sure. in the agenda. don't you worry. we just need the department to catch up to that four time award winning right. chief oh we will okay. all right. no, no other, uh, no one else on the queue. so can we go to public comment for members of the public would like to make public comment regarding line item for dpa director's report. please approach the podium. okay

so there's a lot of statistics. they keep getting bigger. either the dgo tweaking the commission is doing is such a colossal failure that no officer can comply without generating a complaint or somehow the agency's padding the numbers. i kind of think it's both. it's also common knowledge that the public defender's office encourages its clients to file complaints against their arresting officers, but that practice has been going on since the dawn of time, and we all know about it actually, though, what's not cool is there asking their clients to file fourth amendment charges against officers when their clients motions to suppress are being denied? that's uncool, but anyway, here are the questions that i have after looking at the dpa's website that i think that the questions are for the public , that they have the right to know under what authority does the dpa believe it has the right to file complaints against officers? in other words, where was the dpa granted the authority to add on allegations that are not part of the original complaint? how many officers are taken off the street to prepare for and

respond to appear in person, to answer the dpa's added allegations. what percentage of complaints did not originate from citizen complaints but were from dpa instead? do you report the findings of the complaints? i think i know what the henderson report is now because i see your last name. that's probably your annual report. um, who are the people working for the dpa? why are there no bios on the website? and where are your policy is listed for the public? like where are your public facing policies? it seemed to me that an audit, at the very least, should be done of the dpa and its inner workings. it appears, using its own bloated data, that the agency is not functioning properly and that dysfunction is having material and impactful real world consequences, not only on individual officers, but also on overall public safety. this can't continue, so. so, you know, who do i make this request to like the board of supervisors, public safety committee. you know, i don't know. but i, i find it. i don't

know where the authority for the dpa to add on allegations is. and that's something i'd like answered. director henderson. i i believe there's people in the audience here from dpa that can answer these questions for the, um, absolutely public. so i think that you should probably utilize that as well as perhaps we can agendize in the future. the trainings the dpa has been doing with internal affairs at the department going around to each district station, educating officers on how the discipline process works, and this misnomer of dpa added allegations. um, because it's not true. so perhaps we can agendize that. but if you can point out your staff to this person so that they can have a conversation 100, i think that's about to take place right now. so sorry about that, sir. one minute comment. no, no, you get to oh, thank you very much. yeah as in order to be, uh, completely transparent, um, i would suggest that, uh, this dragging of the feet in the audit might have

something to do with the state. law having a required all counties to report these complaints because what would happen is those complaints go back to the officers and might i suggest that this is an effort by the san francisco police department to shield certain police officers that they consider to be, uh, essential, um, in their performance of protecting our community. and if that is so, let's make that clear to the people. uh, so, uh, um, because the law is the law, we san francisco should adhere to the law, too. i hope we can work this issue out. it's an important one. and i think it protects all californians. thank you. you were right. you were under a minute. yeah, it was a short thought. and i don't want to get going. sergeant. and there is no further public comment. line item five.

commission reports, discussion and possible action. commissioner president's report. commissioner's reports and commission announcements and schedule of items identified for consideration at a future commission meeting. thank you. um just one thing to announce and sort of request from my fellow commissioners. we are starting to backlog on discipline cases. and so i'm going to ask, i know that several commissioners have upcoming hearings scheduled. um, and there was an influx of cases that were recently assigned. um, so that we can tackle or prevent a backlog like we had before. i am going to ask each commissioner to review their discipline on docket and get these cases moving. officers need to know or have their cases resolved as soon as possible. i don't know if i missed this number. uh, director henderson or chief. what the status of the chief's appeals are and where we are in terms of numbers. um, if at the next commission, we can report back and i'd like some solutions so that we can present to, um, the that you can present

to the commission to get that backlog under control, because i know that was an issue. um, since last year, i did report on them, i missed it. i'm sorry. no. that's okay. there were there were eight that are pending with the commission and 87 that are pending with the chiefs. okay thank you. any other commissioner on the queue, commissioner yanez? thank you. uh, president elias, i, uh, wanted to announce that i am going to be away from the 25th through the 12th, so i will not be here. um at the first meeting in february, uh, i also i've been in contact. i do oversee the language access. uh, tgo which, um, i've been having conversations with, uh, the director from, um, the community engagement and immigrant affairs department who provided some information and, and, uh, i think we are up to agendize this, uh, this tgo as a it's it

really needs some improvement. i also have some questions for you, chief. uh, about the reason why we haven't been receiving the annual and bi annual reports that are part of the mandatory expectations from the city's ordinance, uh, when it comes to language access, less resources. i looked for it on the website. i believe, of folks from dpa were also searching for these reports and i've never received one. in the two years that i've been here. i don't know that they've been presented to the commission. um, so it is something that i think is of concern, uh, if we're not compliant with this, uh, expectation, i'll follow up and report back. commissioner thank you. um i also received some information on, uh, that i'd requested from, uh, janelle k

wood. uh, as a result of the presentation last week, there was a question about the number of incidents that resulted in collisions after, um, officer involved, uh, car chases or car, um. vehicle pursuits. there we go. uh, and i had inquired about the number, the percentage that had resulted in impacting people that were innocent bystanders and out of the 25% of the total vehicle pursuits that resulted in collisions, 25% of all pursuits resulted in collisions. and it's a constant number both across california and san francisco. uh, in los angeles, at least, those numbers, 50% of those involved, uh, people that were not part of the vehicle pursuit. and so i think that that was a very important number for, um, as we're consider, bring, uh, modifying our, our

policy in this area. chief, would you, would you say that an increase in vehicle pursuits would continue to impact an increased number of unexpected or uninvolved drivers? if we were to increase our pursuits without the use of police helicopters, the way they historically, the trend has looked across the state. and, you know, it's really hard to say. i mean, statistically, the more pursuits there's always risks with pursuits. so statistically there might that might pan out. but it's really hard to say. it's you know, it's really hard to predict that because each situation is different. and a lot of it is dictated by the, you know, all the factors that play in the person who's being pursued. how desperate are they to get away? the officers and even at times where pursuits are called off,

that driving by the person being pursued continues. so we've had that to happen in our city, where it ended up in a horrific accident when there was no pursuit. so it's really hard to say. commissioner, i don't think it's fair to say that that's a absolute certainty. i think i don't think we know and do we know whether san francisco will ever be able to utilize helicopters? um, it's both a funding and a policy issue of whether the city wants to invest their really expensive, very expensive, um, great tool, particularly for this type of, uh, this type of issue. it's a great tool to have. it's a great thing to manage pursuits, uh, safer. it still doesn't guarantee that these things won't happen as far as collisions and third parties, uninvolved third parties. but it's a great tool. it's a policy issue. you know, our helicopter unit was disbanded after really terrible crash that where we

lost two of our members. i don't know, i mean, i've had conversations with people, but i don't know if there's a real interest to revitalize that. and i think, um, having, uh, you know, grown up in south central and the, uh, very, very, uh, kind of ever present sound of the ghetto bird as it's known. uh, i don't think it's something that san francisco really, you know, i think it's something we need to explore if we're ever going to go in that direction. i personally would not want to encourage that. um, i do want to also also just, uh, agendize. once again, i asked for this last year, and i know we have a lot of items to deal with, but, uh, the ripper best practices for both 22 and 23, uh, have been released. and i would like for us to have a conversation about what it will take for this department to adopt some of these best practices that are

being recommended by the state board. uh. thank you. those are my updates. thank you. vice president carter. thank you, president elias. i just wanted to respond to miss brown's public comment today. um, i, i made these comments late last year, but just wanted to reiterate them in light of her recent comment, which is that, um, the police commission in was in the process of interviewing a policy analyst, and i had made a public promise to miss brown that upon hiring this policy analyst, the first thing i would ask this person to do would be to put together a report of what other law enforcement jurisdictions do to in to incentivize people to come forward with tips for unsolved, uh, homicide and other serious crimes. uh, we had identified an excellent candidate who we wanted to hire the next day, mayor breed froze the position, so we were unable to hire that

person. um, so given that that will no longer be possible in as an alternative, um, i requested that that the department at that sfpd and epa do a joint presentation wherein they, they do a review of what other law enforcement agencies are doing on this issue, perhaps identify best practices, perhaps identify recommendations for amendments to our own policy here at home. so i will just renew that request that that we agendize that matter. that's all for me, commissioner walker. thank you, president elias. um i have been meeting ongoingly for the past few months with, um, community members and department staff around the patrol specials issue, and we should be bringing that forward. i think in february with some recommendations, um, that hopefully we can discuss and, and go over. it's really, um,

it's something that the community really wants. um, sort of every neighborhood i've talked to, every supervisor i've talked to is really interested in better partnerships with the private sector, security. so, um, i'm looking forward to that. i also am going tomorrow to, um, tour with the, um, tenderloin folks who are really becoming an integral part of the tenderloin. yeah and, um, and so looking to see what the infrastructure needs are for those, those programs that are happening in the tenderloin. so um, i'm really excited about that. that's great. yeah. thank you sergeant, for members of the public, i'd like to make public comment regarding line item five commission reports. please approach the podium. and there is no public comment. line item six, presentation on sfpd's budget priorities discussion on.

okay. well executive director mcguire is setting up the powerpoint. are you taking her ten minutes? i'm just. no i'm a part of her ten minutes. i'm kidding. i'm nicer in 2024, chief. so we'll give you 12. how about that? well, we have, uh, i think 14 slides in ten minutes, so i'm going to talk fast. so. good evening. ready? uh. good evening, president elias. good to see you. happy new year, everyone. members of the commission, director henderson, chief scott, members of the public. i'm catherine mcguire. i'm the executive director of the strategic management bureau, which oversees, uh, fiscal technology and our change management efforts. um, i do have a cameo appearance from patrick liang. and that is in

case you all start grilling me with questions i don't know the answers to, but patrick does. patrick has left the department. we lost you, and you reappear like an angel. yeah. now we can say all the things. he may be shy. couldn't say. um, no. he uh. yeah. so he's. he's here assisting tonight. um, but i'm going to walk through the presentation as best i can, and i know the chief. was going to start us off. okay, let's go to the first slide. um i just want to start off by, um, telling the public and the commission how we are setting our policy priorities and our budget priorities. really. and this first slide is just a really high level snapshot of a process. the outcome of this slide was from a process where we got input from our command staff, from our, uh, captains and all members of the department to really line up what's driving our work. and this is high level. it's not all

inclusive, but the big three for actually are improving safety and public spaces. that includes street conditions, violent crime, organized retail theft, which is a big deal in our city. sustaining our reform efforts through policy and policy impact . policing infrastructure, which includes tools and technology, vehicles, that thing that those types of things really that drives our efficiencies. and then our employees staffing, wellness and deployment. uh, one bullet that i want to highlight is the operationalizing sworn. and really what that amounts to is a fancy way of saying where we can civilianize, and we will civilianize to get as many sworn officers in the field as possible. and then, of course, recruitment and retention is the key to our overcoming our staffing shortages. next slide. and the communications how we message i just want to say this last, you know, a couple of months in the year, there was a lot of, uh, really good message

from the department in terms of how we were addressing the retail theft issue in the city, and we had some good outcomes. but also, i think it really lifted up this department and the public of how we're trying to overcome what is really a difficult and pervasive issue in our city. so next slide is really go back to uh, there you go. yes system. the mayor's policy priorities. now this is not just public safety. this is across all departments in the city. i just want to point out that improving public safety and street conditions is the first bullet point that intersects with the sfpd. uh, and all all of her main four policy priorities. there are some intersection in but some of these don't necessarily, uh, apply to us in terms of operationalizing this. reducing homelessness is not a police department thing, although we do work in that space with our soc and some of the work that we do with, uh, public works and public health and the main thing

is we wanted to make sure that our priorities are in line with what the city's the mayor's priorities are. and they are. next slide. staffing is going to be a big part of our priorities. trying to retain and hire new officers. and this slide just is a reminder of, um, really where that where the rubber meets the road on this issue. if you look at our response time since 2018, it really correlates to the staffing issue that we're facing. our response times have ticked up in all three of our a, b, and c priority calls, and there is a correlation with staffing. you know, our goal with a priority is eight minutes and we're above eight. we've been above eight since uh mid 2021. and that's when we were really at the height of this the staffing situation we're in. and should be priorities and c priority calls. it's the same issue. we are far above where we need to go. but if you look at what's consistent with all three of those graphs, it's 2020. um

right after the george floyd incident. and that changed policing forever. you start to see it tick up. and i do think there's some correlations with what we saw in terms of people leaving the profession, leaving the department, a spike in resignations and retirement. and this graph. so that's going to be one of our focuses in terms of priorities, is to really continue to work to change that. and turn that around. and with that, i'll catherine. okay next slide please. so just a reminder of the budget process timeline. uh, as you know, uh, the mayor's office released their budget instructions last month. uh, and the budget system is opened. um, the and tonight, we're presenting our our budget priorities to the commission, giving you, uh, refreshing everyone's memory on what the budget looks like. uh, the, uh, in this month and next month, we'll have follow up meetings

regarding the fy 25 and 26 budget. um, and commissioner byrne being our point of contact on budget things. um, february seventh will be back here to present our budget proposal for action. and then on the 21st, as the due date for the department. uh budget submission to the mayor's office, the mayor publishes her budget at the end of may or june 1st. and the budget and legislative analyst reviews that and makes recommendations for adjustments to all departments budgets as appropriate or as they feel is appropriate. and then in june, the budget and finance committee holds budget hearings and the board of supervisors must adopt the full, uh, the final budget by july 31st. next slide. um so the budget instructions is that the mayor released last month

really? um, as you all are probably aware, the city is facing a very large deficit over the next two years of about $800 million. and that those rival. 2010 numbers, as i recall, as well. so, uh, this is a significant dip in, in the city's resources. so the mayor is proposing, as a result, a 10% reduction of adjusted general fund support. um, and uh, in both in each of the next two fiscal years. she's also requesting a 5% contingent nc for each of those years that we are not allowed to add any new ftes. and that we should be prioritizing staffing in key areas and essential operations, and eliminate remaining vacancies for savings. um, we

should also be focused on core department operations and eliminating costs and non-essential discretionary or redundant service areas. i'm sorry. full time equivalent equivalents positions. looks like. so uh, for this slide, we're just really showing the last four years budget plus the proposed, uh, fy 25. that's sort of the base budget. that's what we what carries forward some assumptions already existing, um, salary increases. it carries forward any other sort of as the budget was proposed last year. that's what's in the fy 25 budget. essentially and then and so with this, this slide shows is a by fund, uh, breakdown of where the budget is. so this is

basically is this general fund annually appropriated. you only get it in one year. and that's what general annual operating budget is, is it annual project budget, which is usually a specific thing that we're going to do in one year. and then a continuing project is something that might be a multi year project. um, and then work order funds and airport funds and special revenue funds are sort of, um, work order fund is a general fund. uh, line. but the airport fund and special revenue fund, those are, are um, monies from outside of the city's general fund. so airport is the work, you know, our officers down at the airport and special revenues are mostly grants. and tenby, um, so on to the next slide. so so this is the expenditure side. so expenditures as you know you have funds and then there will be personnel non personnel materials and supplies across each of those funds depending.

but essentially that this is a further breakdown of the totality of those general fund funds. uh personnel costs as you can see are our largest expense. um followed by services by other departments to the police department and then non personnel services and materials and supplies. um, still proposed to be similar to this year. now again, this is the base budget, but this is where we start. and what we would need to be cutting going to the next slide. uh, so to give you a sense of where we've spent our money, uh, this slide really gives you a sense of on the budget side, this is the actual. so after the budget set, then we go about spending the money each year and this is the results of the last three years, plus the current year to date. so we can talk about

overtime. but as you can see that overtime line is, is uh out of out of, uh, out of alignment with our budget. and that really has to do with the vacancies that we have in personnel and so we take the savings that we have from the personnel budget and apply it to overtime. budget and full time equivalent positions, ftes. so this represents, uh, what we have in our budget for the purposes of staffing. um as you can see, um, our staffing funding is rather is high and pretty stable for the last few years. um, again, we have a lot of vacancies and that goes to pay for overtime. that that we are not budgeted for or to the level. and degree that we need. next slide please. and this

represents our sworn attrition. uh, really giving you a little bit more sense of the detail on uh, where, uh, how many people were losing each year. as you can see, uh, in 2024 fiscal year, the current fiscal year, the number has come down. so that rate that we're seeing of exit, we were seeing seems to have slowed a little bit. we'll see what happens come june. but it does seem to maybe have tapered off a little while. we're hopeful for that. and paired with additional, uh, incoming classes, academy classes. um maybe the picture starts to look a little bit brighter for those overtime lines and other things. um, next slide, the previous slide did show officers that are at the, the usual sort of what winds up being the common point at which people retire. and we have 197

officers that have over 25 years of service and 153 who are between that 20 and 25 year, uh, time span. so, um, onto the sworn retirement eligibility. you'll see that there. you know, folks are eligible to much earlier time than we even, uh, sort of then the common retirement age and time. but, uh, but because, as you know, just generally we, we have a sense of when that eligibility happens. so all of these folks are eligible, but most of them or many folks wait to retire until it's more opportune or more beneficial. so so city sworn staffing again, just really, um, reiterating the staffing concerns as you can see. thank you. yeah. um the 2023 number did continue to decline. and again, that is really just losing more folks than we can, uh, hire in onto

overtime. um, then this just shows our overtime expenses. this is our last slide. so this shows the hours that were used both in fy. we did use in fy 23 and then again in the current year. um this amount um, through the first half of the fiscal year and fy 23, about 37 million wound up being much higher at the end of the year. and then fy 24, uh, is 45.8 million now, uh, good amount of that money is. 68,000 hours of overtime. related to apd. and we will be getting uh, or there will be a budget supplemental in front of the board of supervisors to, to will reserve release, really to shift, uh, some city wide funds over to cover the costs that are represented by those 68,000

hours. okay. happy to answer any questions. thank you. i had a few questions. uh, chief, on, uh , the. i think it was the first slide. when you talk about organized retail theft, the city recently applied for a grant, and i think i can't remember if you can remind me the amount is a couple of million. 15.0. sorry. 15.3 million, 15.3 million. so how does that figure into this budget and how is that allocated and where does it go and how is it used? is it all at one time? is it for fiscal year 24? can you give us some insight on that. yeah. so the allocation will be for equipment, personnel costs, training. um there are some funds called out for community policing like putting on organized retail theft, you know, seminars with retailers and other partner agencies,

those types of things. the majority of it will be equipment and personnel costs, like the camera program that has been, uh , that that has been, um, talked about this grant will pay for all the, the cameras and whatever else supporting equipment. i think the majority of them, not all of it to get that initiated personnel costs. it covers some of our overtime, uh, the blitz operations that we're doing. that's a is the amount all in just 2024. do you span it. spread it out. no it's not. uh, patrick, what's the grant period or. i told you i'd ask questions to get you back. if the grant is over three years. uh, i believe it starts october or october of last year, and it runs, uh, it runs for three years, and i think it's through this. if i'm not mistaken, it runs through december 2026. so is it each year they allocate the a specific amount for the three

years or, you know, it's you can spend it all in one year. okay. um or over the spread it out. it's up to the city's discretion . we do have a budget and it's more for, um, spread out across each year. uh, but we do have to kind of finalize that budget plan. and, uh, the there is an accept and expend that's going through the board process. uh, what necessary an accept and expend ordinance that is going through. oh to accept the grant. okay. right okay. so it hasn't been allocated or, um, the budget included in. yeah. in the, the numbers you're giving us tonight. right correct. yeah. once the ordinance has been adopted, then it would be added to the department budget. yeah. and so if you see on page seven of the presentation on that special revenue fund will go up with our submission on. okay. and and, you know, for whatever

we're spending in the current fiscal year, that accept and expend is the mechanism, um, that authorizes us to spend it. okay. and then um, on page six, you, uh, first prong, uh, proposed ongoing reductions of adjusted general fund support of 10. what does that mean? um that means that it that means that the mayor's office is requesting us to find ongoing costs, whether it be personnel or or, like vacant positions is a good example. so vacant positions, if we're if we cannot hire them, if they aren't critical to as they gave us this guidance of operational core operations, then we should consider cutting them. is that that's what they're asking. and so then that would represent, um, that 10% that would represent, you know, let's say $150,000 for a position that would be $150,000 in this year. and $150,000 next

year, plus colas. so it's my understanding that the mayor's asked each department to cut their budget by 10, or even more , except for the police department. so vacancy vacant. we've been given a target that what's a target? i think it's 15. i don't remember, i don't remember off the top of my head. i'm so sorry. um, but but it the police department has this maintenance of operations consideration that the mayor's office has to pull out this maintenance of operations amount. and then our target is calculated on the on the remaining. okay. and you don't know what that target is. don't. i'm sorry. we can look it up. i believe it was 19 million, but so how they come up with that target. there is a maintenance of effort, uh, that the city has to continue. part of that is based on, um, public safety dollars that the city is able to receive. but in order to receive that, they have to maintain a certain level of staff of

funding to the police department. and that gets calculated in the adjusted general fund support. so the 10, uh, reduction target for the police department, the mayor's office provides that target to each department. i don't remember off the top of my head what that amount is. i believe it was 19 million, but we can circle back and provide that correct number. so if the target is 19 million, then how come on page eight where it has the general fund budget comparison and even all budget comparison, all funds on page seven each year the budget for the police department is increasing part part of that part of the math on all of these is based on the city's seems like funny math. so what's it based on? so part of the calculation is also based on on what the city has already committed. so if you take, uh, for the police department, a significant amount of the police department budget is, is

personnel costs, personnel costs, um, the amount of costs that the city that the department incurs, a lot of it is based on the mou agreements that the city has with each of the different unions. right and a lot of that happens outside of the department's purview. so so those while the reduction target is, is, um. while the mayor is asking each department to, um, meet the reduction target, it doesn't necessarily mean that the department's budget is going to reduce simply because as the cola cost of living adjustment increases, benefit increases, any type of mou requirements may end up increasing the department budget. the reduction target am i is it fair to say my understanding then is because each year you come to us and you say that a majority of this police department budget is basically personnel and there's nothing you you know, when you were asked to trim costs and cut costs, there was not a lot of

area for you to do that because a majority of your budget was in personnel, right? correct. so this 19 million or this target that you're the mayor's office wants you to cut, that's not going to come from the personnel, but the other areas. is that fair or does it come from personnel vacant positions, for instance. but also the 19 million is based on what the base budget is. so when you look at on page eight, you see that base budget is not based on the current year budget that we have to cut. we cut whatever's in the upcoming budget. and so then the 19 million comes off of there. okay and then my other question, turning back to page six is focus on core department operations and services. eliminate costs in non-essential discretionary or redundant service areas. what are those? define non-essential discretionary and redundant service areas. if you find them, we'll cut them. um, the i mean in our budget. hold on one second. hold on one second. go ahead chief i'll so part of what

we're trying to do in terms of, let's say, the work that i think it was, commissioner yang has talked about with the, um, what we're doing on mission street. so you have two city departments. one is responsive for basically enforcement, which is dpw. other is responsible for um, safety. the public safety side of that. there have been times where i think departments were duplicating work, and that's why we started a sop where if there's if h'sh homelessness and supportive housing is addressing an encampment area, and then we get called to that same call, it's not the most efficient way to do business. so it's let's partner up and we do what we do. they do what they do, but let's do it together. so we're not repeating the work. so some of that is outside the department. um, internally i mentioned operationalizing um, the work. um, there is a proposal actually a plan on the table right now to increase our police service

aides to hopefully start taking some of the risk sports that they can take in the field. and this is going to be a change in policy to do this. so there's a whole, you know, meeting process is going on. but the idea behind it is if police service aides can take, let's say, a vandalism report in the field, it will free that officer up from having to do it. so it's really specialization of efficiency to avoid duplication. working with other departments, which is one of our reform initiatives, you know, collaborating and working with other departments to be more efficient. so all those things are really what we're we're aiming what we're trying to do anyway. so my other question is, so when last week we had a robust discussion about technology and tools that the department needs to better do their job. and one of the issues that came up, there were two issues. one was the drones and the other one was the star chaser. star chaser software. so where in your budget is the

request for drones? so there's some steps that we still have to do that are yet to do. and that that's where the timeline becomes tomorrow we have a meeting and there are some things that we have to call out. for instance, we have a list of requests throughout the department and then we have to prioritize it. and a lot of that is equipment. uh, drones is something that if, if we're able to get through the process that what we plan to do and we haven't identified how much we haven't identified vendors or any of that yet, but just to have a general idea of if we pilot a program or start a program, what will we need this year and try to put that in the budget. there's still some discussions that we have to have internally, including tomorrow's discussion. we're meeting with all the captains and command staff, uh, on this and other issues to further call that out. so how we've done it in the past, if i could just say if we knew equipment was coming, we had requested funding. uh, even

though the all the contract process hadn't gone, we gave our best estimate and then everything else has to catch up to that. so that's how we would have to do drones or any other policy. thank you for clarifying, because that was my second question, because in prior years i've never heard you or the in any of the budget presentations request drones or other technology that are, um, as that are required or essential to officers in doing their job. so i'm trying to figure out when did you put it in your budget proposal in prior years, if tasers was was a good example of where we actually got before we even got through the process? uh, because the commission at that time had passed, at least voted to allow the department to have tasers. we actually got funding for it. it never we got defunded, but it never came to fruition. right. but that's so 2018. we're in 20. we're in 2024. now just giving you an example. there's another

example. and this is not equipment but we uh, this is also 2018 when we started doing the violence reduction work with the california partnerships. we had an idea what that would cost . we actually got approval for that funding, and it took us two years to get through the rfq process. about two years. but we had the funding already locked down. so it's not unprecedented for us to do it. this way. but what i'm saying is, when is the is it fair for me to assume then or say that in last year's budget or the year before, there wasn't a request or allocation for money for drones to the department? is that fair to say? that is fair to say. but let me put some context to that. you know, there were many discussions behind the scenes about drones. it never got to the commission. so there was we didn't feel that we had the support to do it at that time, to actually put it to get down the road that far. right now, things have turned around. there's a lot of interest in drones and there's a lot of support for drones. okay. when you say there wasn't support, what do you mean by that support

both politically support the it got put on hold. just let me say it that way okay. but there was no there was no request by you by the department to the commission for this technology, meaning you didn't come to the commission and say, hey, we need these drones. and the commission said, no, that is correct. that's the truth. but i just want to say this usually, you know, how we try to do business is particularly, um, equipment that might bring controversy. we try to get support. so we're not . spinning our wheels and you know that there's a lot of behind the scenes conversations to try to get that support. drones has been one of the things that we have has been on our radar for about five years, actually, and just testing the waters there, there wasn't an interest to give it to the police department. there are other city departments that use drones. uh, we've had to go outside of the city in the times where we've used them, like for search and search and rescue

type of stuff. alameda county and other departments to, to get them to bring their drones in to do what we needed to do. so there has been an interest it we just timing is a big part of this is anything else. so we didn't want to put something on the budget that we knew we didn't think we had the support to do okay. and what prevents you from getting drones today aside from money? hopefully nothing. can i add some context? so try that in order for us to purchase a drone or even to ask for funds for a drone, there has it. drones are subject to the 19 b ordinance, and so there has to be an approved policy by both court and also approval by the board of supervisors before the department can proceed with that . um, but the department just started that about last year, requesting that we've been working on on the drone policy for quite some off and on for quite 2019 was when that started . what about the star chasers? star chaser? um we have because

you said last week that you had looked into it. you have explored it. but there was nothing. again, there was no request or any itemization in your prior budget requests before us requesting that technology be or asking us to help support that, right? yeah. so that we haven't gotten past looking into it in star chaser or something that came to my attention probably a year and a half. two years ago from one of our members, actually. and um, did some research and we haven't moved it forward. i mean, there's pluses and minuses to star chaser and i know that's not on the agenda, but there are, um, there are some policy concerns that we have to get past, you know, in order to get close enough to deploy that technology, you got to chase the car. uh for the most part. so, you know, there there are some things that we got to work out with the star chaser. and i know

that's another discussion, but it's something that we're aware of that it was brought to our attention by a member, and we researched it. we haven't moved forward on implementing. okay. and so what other equipment? um is needed or beneficial to the department, but that is not in the budget right now. so so that is a part of what the next couple of weeks of discussion, for instance, redaction technology is something that we i don't know if we ever got to the budget on redaction technology, but redaction technology is a huge deal. we get a lot of public records requests. um there's a lot of personnel hours spent redacting these files before they go out, and it's something that's been on on discussion. we've we've researched it. we've don't remember whether we ever got even some things that we asked for get cut before they even get to that process. so we got to be

clear because you say you keep asking, but it's you're not asking the police commission for this stuff. you're asking board the mayor's office and board of supervisors. right so with for instance, redaction technology, we never even were able to move it far enough to get it to a formal in the budget. it's something that we know we need. it's something that is still in our discussions. we just talked about this the other day, so there are other things out there. but at the end of the day, we have to prioritize too. so when we get budget instructions and we're told to cut or we're told x amount of dollars is all you got, we have to decide where we're going to spend those dollars. you know, if it comes between our fleet was not in good shape. you know, it's in better shape now. but there have been times where we had to really, really fight to keep that fleet budget from being cut. and that came at the expense of, well, we can't do that if we want cars. exactly. right. so we have to make some tough choices and some, some things that we want that doesn't. we doesn't make any

sense to ask because we don't have the room to even ask for it in our budget. because i like i said, in prior budget discussions, it's a majority of your budget is personnel and all the extras are where you try to cut and make those numbers work. um, but i think that's a great explanation of you're the one that has to figure out what to ask, what to ask for, what to cut. yeah, because the technology and these tools haven't reached us because you, you know, you're trying to make this number work, right? um the other thing that i have is, or question i have is my understanding based on what you just said, is that you're going to begin discussions internally within the department for the technology that you need and want to include in this budget, right? or are we've already begun those discussions. now we have to narrow down. so how long is the list of the is it should we call it your wish list? how long is the wish list now? some

of it, some of it will. i'm sure we'll be able to do it. some of them aren't that expensive. i think it was nine pages of, uh, requests. if i recall. yeah. um. um 80 something or 100 and. yeah and so there's a lot of items, but and some of them are doable, easily doable. some of them not so much like there's some big ticket items on there. uh technology to help us be more efficient with our when we seize a cell phone for you know, in a search warrant and we have to unlock the phone to get data out of it, um, we're trying to improve the infrastructure there. that's a $4 million. ask so, you know, you can only have so many of those. yeah well, i think that this wish list that you're talking about, that we know about now, i think that the next budget, um, presentation that's scheduled at our next, uh, police commission, you should include that because it would be good to know. so for the commission, what is on your wish list and what you're not getting? because we have no idea . um, because we get these

general numbers, but they don't tell us exactly what what the number is comprised of. yeah, right. um and then my second question, i'm going to turn it over to my colleagues is what has been the wish list for the prior years? 20 1920, 20, 2021, 2022? because i mean, i'm sure there's technologies that you've wanted or that the department has needed, but they haven't in all of these budget discussions, i've you know, we haven't heard, okay, hey, this is what we need in order to, you know, whether it's drones, whether it's the star chase, whether it's some other technology we're not familiar with that you haven't told us. so maybe you can give us some of the top two wish, you know, items on the wish list from prior years. so one of the one of the big items that has been and we're down the road on this now, but our records management system, that's a huge, huge budget item. right. which in order to get support on

that, we had to give up some other things that we might want. so now that, you know, we have been funded and i think we need additional funding to finish the project, correct me if i'm wrong, but that's, uh, how many million? 17, 12 million annual for the next couple of years? about 4 million a year. yeah so, i mean, that's it was a huge it was a big ticket item. so that's a great example because i think that you actually mentioned that at a prior commission about how how the community had wanted more of the, um, the, the data that you post on the police, the police department website with all the stats, but you couldn't provide more information because you didn't have the resources, right? yeah. so and i lied. i have one more question. my other question is if you don't have if you have to cut things like finishing projects for data management because there's no money there and we're going into a huge deficit both locally and statewide, where are you going to get the money for these wish lists and big ticket items that

you're about to propose and outline to us, like drones or the star chasers or the redaction technology? where's the money going to come from? um well, when we're fortunate, we've been able to do fairly well with some of the grants and like for the organized retail theft grant, um, we've got another. when we started, uh, the, the crime gun investigation center, i think that was the $800,000 grant that helped us fund some of the infrastructure needs. so we've we've done okay with grants. um, it's not the end all, but we searched for grant money to get it started on the record. the neighbors switch over. we received a five plus, i think $5.7 million grant. so you know, we are aggressive about looking to see what's out there to help fund some of this, uh, some of our needs. great. so why don't you include that also in your presentation? next commission meeting with the grants that you anticipate because the retail grants, you

said 15 million over three year period. so it'd be interesting to what, other grants or where you think the money is going to come from to fund these, uh, wish list, big ticket items that you described. we'll do. thanks. thank you, commissioner byrne. thank you, president elias. um, i had an opportunity, uh, obviously, to meet, uh, with members of the police before this presentation tonight. and, uh, first off, i want to thank, uh, um, the, uh, the presentation for making it clear as to how much of the overtime time is taken from, uh, um, positions in the police department that are funded but that aren't filled. i think it's important for the public to know that that, you know, between 15 and 20% of the personnel costs of, uh, sworn officers is now going in overtime, which is an incredible amount of money. when you think about it. um, the second point that, uh, that i

wanted to bring and i think needs to be highlighted, isn't it correct that the, um, the airport police are funded by the airport from the, uh, revenue that they take in for the people that fly to and from san francisco. so. and that at least that part is a, uh, is not something that's a drain on the san francisco taxpayer. yeah. unless he's flying all the time out of sfo, would that be fair to say yes? that's correct. now, the next thing i want to highlight is, is page 19. um this is the non um this is the funding that uh, the police department has to pay to other departments. uh, you listed the, the top ten items on the list and most of the where that money is going to is going to other, uh, other agencies. rs of city government of san francisco. is that true? yes. that's correct. and in fact, uh, how if you

could help the public understand, how does the san francisco police department have to pay $23 million in in technology and info services? sorry. thank you. commissioner. yes. so there's a centralized department of technology, uh, in the city of san francisco. they handle the city's network. they handle all of our enterprise agreements with respect to, say, microsoft and or the microsoft platform of and suite of applications that we have at our disposal. word excel, powerpoint, etc. um, the, um, they also so they provide those things, they also provide died. uh, they provide a san francisco cloud service as well. and and support in setting up any number of access points and, and

exchanges with respect to communications across departments. so justice for example, that is the initiative originally and now it's a program that really manages the intake of all of the various criminal justice data inputs. and they compile it so that then each criminal justice agency can talk to each other, um, about individuals that are passing through the system and you're getting billed $23 million a year. yeah okay. and who's billing you the 22 million from the department of human resources? uh, the bulk of that is our workers comp. um, so that is the worker's comp. yeah, a lot of that is work. that's important to people. understand um, um, there's also some training and other things that are in there, but not not too much. okay. now i get the more the more sort of curious questions. what would the department of public works bill, the san francisco police

department $1.5 million. that's for maintenance of our facilities. so for the most part and what do you mean by maintenance of the facility? so so, for instance, um, any of the facilities that are under the police umbrella. so the ingleside station, for instance, or park station, the um headquarters is managed by real estate and so that's sort of a separate bucket of, of money. but uh, with respect to department of public works and the actual repair work, maintenance, roof maintenance, hvac maintenance, all of those things that have to happen to keep a building running, that's dpw. that would also be, among other things, um, the public utilities commission as well. then i assume, um, almost $1 million. that's our that's electricity. yeah. okay. um, and then one other question. i want to move on. the medical examiner . i was curious about that. i mean, normally, wouldn't you be working hand in hand? so why

would the medical medical examiner bill the city you know, that one? okay. um, there are some testing that the medical examiner does. uh, i know that they get it, like, let's say some toxicology. i think it's toxicology tests. uh, we even though they would be investigating the same thing. yeah, but but they would still bill you. they do. all right, well, that's not a really good question. okay and then, um, obviously there's 16 million paid in real estate. and i know from the previous, um, uh, since i was involved last year from the previous budget, um, you listed, uh, the real estate, uh, entities where, uh, this money was going to and you also listed some of the suppliers as, say, for instance, of uniforms and, and ammunition or ordnance to be particular. and i'm, i'm hoping and request ing uh that that uh, list be included in the second

uh part of the presentation so that we can see what subcontract eaters are getting money off the san francisco police department, and in particular, um, i know that, um, what is it? the big, uh, facility over in the potrero . there's a huge amount of rent going over there for, uh, you know, uh, they hide behind these llcs. it'd be important that that at least the principal be listed so that the people of san francisco know where their money is going. um, uh, and, you know, software companies and copier machines and that sort of thing that they're more or less obvious, but there's a huge amount of money spent by the san francisco police department on rent, uh, to various um, entities in san francisco. and i think it's, uh, incumbent upon the police department to be transparent as to where that

money is going. and what it's going for. and when the second part of the presentation comes, i hope to see that list. um uh, because, yes, people complain, um, that a lot of money for the san francisco police department gets a lot of money. but as you correctly pointed out, a lot of that money you're governed by, uh, union contracts. uh there are so many positions. and then there is this money that's spent on non personnel that goes to various entities and i think it's important, uh, that, that um, the people of san francisco are aware of who's getting that money particularly um um, the real estate stuff. because it's a huge figure, $16 million in rent or varies things like that is a lot of money. anyway. thank you. uh, can i just add one little thing? i will i will let the public know. and you all as well, that, um, all, uh, all

payments by the entire city, uh, on all vendors are on the controller's website, and you can go and drill down to the police department and see who all were paying directly. that doesn't show sort of the any. i was going to say, like real estate pays things on our behalf, but that's actually not not true. so, uh, the real estate costs are really about, uh, keeping facilities as clean and, and that's really custodial services and other. but, but a huge part of that is rent. yeah. this department is renting. yeah. like the, uh, that's the big facility in the potrero district. uh, i understand there's rent on the on the pier in san francisco, uh, where officers are trained. and i think that it's important as to, you know, the amount of money and who it's going to and the other ones because, uh, i, you know, in this era of transparency, uh, i think that

that's, you know, it's very important and let alone if it's some llc that no one ever heard of to put the name of the individual that signed it so that so that it is transparent. uh, and, and, um, because it is a huge bit of money and it's something that, um, as i said, the, the people of san francisco, i believe, are entitled to know. thank you. thank you, commissioner. thank you very much. there, uh, president. uh, elias. um thank you for the report. uh, executive director kathryn mcguire and cfo patrick leung, um, just had a couple questions. uh, i guess, uh, you went through, uh, jim, so is pretty much growing on that part. i just got a question on the budget and the actual in 2023. uh you have a difference of about 30 something million, and it's a drop in actual. is that

due to the drop in, um, officers in in the department. right. so if you look at page eight and nine, i guess, um, eight is the budget and then actual is, uh, for 2023 budget year. so i see there there's a, you know, you have to drop in there. but i see your overtime makes up for it too. but you're still under about 30,000 thereabouts. right oh, no. you're you're. yeah, about 30, 30 something thousand thereabouts. he added all up. so i just see if you have any answer for that. so some of these um general fund sometimes we get budget in one year for a cost that extends over years. okay. excuse me, is the personnel cost. oh, okay. so yeah. so just seeing if, uh,

that correlates to the drop of, uh, officers on the. yeah. out there. yeah. and. yeah. so you'll see on the actual slide on page nine, made up on the overtime end. exactly. um and then um, looking at page, um. page 19. well, actually, jim already went through that 19. um my question on that page 19 is your department, telecom and info is this $23 million in annual, uh, budget that we have or actual budget? yeah, this is our annual cost. it is an act. so. oh, this was was this the budget for 23? this is actuals for 23. so the last three years we're at 2020 something million.

um, no. for fiscal year 23, the 23 million represents. right. what about the prior. do you have actuals for prior years. we can get those. yeah okay. uh, that that's okay. but you report back. probably back in, uh, when you do do the budget presentation. um, i had one last one is, um, do you know your, uh, i guess the cost per, uh, officer on an annual basis include the. i don't want to say the loaded cost, but, you know, the cost per per officer. so breakdown, including the benefits and the pay base salary benefits. and you're asking about overtime, too. yeah yeah, we have to go in to get it. yeah, we'd probably have to have a cost on that. it is broken out by position. yeah. what's what's your what's your cost of a new hire coming in. and then what is

your we call it your average cost because the first first i guess the new hires would drop your cost of your or i guess some of your older i mean, the more senior, uh, members in there, we do you have an average cost or or. we'll have to get that. i know we have. um, we did have a breakdown before for, say , new recruits for the academies, because we provide that information to the mayor's office. it includes not just, uh, the salary costs for the recruit, but also the ancillary costs associated with hiring the person. for example, the training cost, um, all the background, the training costs that we have to pay, uh, the equipment that we have to outfit them, and we do compile that information for the mayor's office. however, for our specific classification or specific individuals for the department, we'd have to go back and run the numbers for you and then on your page 14, uh, those

are the general funds, uh, overtime. um did we recoup any of the costs from, i guess, the apec events, whether it's the state, federal, uh, for apec, there is no, uh, state or federal reimbursement for that. uh, the city did do some fundraising for apec and, uh, that's administered by the mayor's office. uh, what you see on page, i. think 19 or 18, uh, on the sorry, the pages cut out for the general fund overtime comparison. what you see there is, is, uh, the amount that we spent for apec about 68. slide 14. sorry. slide 14. uh, the 68,000 hours is what the department incurred in terms of overtime hours. that spot. okay.

uh looking at page 19, as jim said, we're getting billed back. there's a way for our department to bill back to other departments as, like, say, uh, we do that, we do do that. we do have we do have work orders for various departments. all right. uh, if you can show it the next time, i'd be great. yeah. uh, that's a lie. thank you. thank you. thank you. president. i'll make this quick. i just, uh, some questions on page 14 on, um . what do violence reduction activities entail? that covers a lot of different areas. um, for instance, when there's a, a, um, shoot, there's a shooting across the city. they the department as

part of its violence reduction strategy, might have additional officers to provide extra patrols to make sure that there isn't any retaliation or, uh, a, uh, escalation of gun violence. um, there's, uh, other instances . may it depend upon specific districts, stations, uh, operationally, there are strategies throughout the department that, um, where each district station is provided an overtime allocation and depending upon the types of crimes that are occurring in that district, they may use overtime hours to try to address crimes within those areas. and uh, for at least a portion of those hours, it would be included within that violence reduction strategy. can vary. can i add something on that? um

just more specifically, i'll give you a good example of how what patrick just described, um, several months ago during the summer, there was a series of murders in oakland. i think they had like 12 and ten days or something. it was really, really bad. a lot of through working with oakland pd, we realized that there were some connections with san francisco, so we tried to get in front of that by deploying in areas where we thought there might be retaliation. also the community side from what our, uh, a whole violence reduction strategy and our gun violence reduction strategy, trying to all the community outreach and things that to prevent the next shooting from happening and at least with that spell, we were very successful. uh, there was predictions that it was going to be pretty, pretty bad with the retaliation. but we didn't we didn't have any here. so those are the types of things that we try to do to get in front of it and prevent, you know, particularly retaliatory shootings, which, as you know, can be pretty nasty and aren't

some of those also obtained through grants that that the city has obtained for specific interventions? so we have the, the uh, the grant, the state grant for violence reduction. it was a $6 million grant. uh, there are some personnel costs in that, but it really goes beyond in that work. you know, other things like robberies. you know, we ended up the year with a pretty significant increase in robberies. so we run overtime detail surveillance details, uh, robbery abatement details to try to try to deal with that issue. and we've had some success there . so it's not just the shootings, but shootings are a big part of it. but the robberies that we're seeing, a lot of our unfortunately, a lot of our car breaking is now turning into violent crimes because so many of our people that are committing those crimes are armed. they get confronted by a witness, gun comes out, and now it's a robbery. so, you know, we're putting we're putting efforts into those types

of methods of policing. and really we're trying to get in front of it and prevent if we can. but if we if we can't either catch people when they're doing it or let them know that we're out there. and so i guess the question for me is, aren't these part of standard expectation for policing duties? um, and when they are specific to, you know, violence containment, de-escalation, um, why would we need to utilize overtime for these activities when oftentimes i know they're unplanned, but some of these efforts are part of an investigation or part of an expanded kind of activity led by the department. right. so why are we tapping into overtime when these things could be scheduled? i guess? yeah. so in an ideal world, if we had, you know, the 500 people that were short, we could probably do most of this on duty, um, when every one of our stations, with the exception of tenderloin is, is

quite a bit below where they should be, where we would like them to be. so when these things happen, if we don't have on duty staffing the bridge is overtime. so yeah, in an ideal world it's a lot easier. and even when we had, you know, staffing levels of 2018, there were times where these things, they're spontaneous. you don't know when they're going to happen. and if you're staffing is low, we want to make sure we get in front of it. so we'll step up in overtime detail to be in a certain area or, or our community violence protection reduction team, give them overtime so they can work. the problem. ideally, yeah, we could do we would do it on duty. but part of this is that we're so short staffed that we don't have the people to do it on duty. a perfect example of that, if you look on that same page, there's citywide events. if you look at last year, we had 14,000 overtime hours and for those same events in fiscal year 24, we're at over 16,000 hours. so a lot of the required work, because we don't have the bodies

, we don't have a choice but to use overtime. and so how do your personnel capture this information? i guess i know that there is a question about how much time people are spending policing, containing de-escalating and then documenting their work. how do we assess this and how do we quantify by, you know, how much time is going into direct service activities versus administrative or community engagement or utc with the overtime? it's coded. so they put a code on the overtime cards called salman cards. so that's easier. you know, the full duty time officers, when they were report to dispatch what they're doing, they also have dispatch codes. so we're able to see, for instance, uh, if an officer is working a foot beat and they and they go on the air and say they're working a foot beat, we were able to capture that, you know, certain locations where we

ask for our officers to do passing calls of extra patrol. we ask them to make sure you get on the dispatch or through your car, computer and log what you're doing, so we can go back and look at those things. it's not a perfect science, but, um, when officers log it, we can quantify and assess what we're doing, what kind of impact that is making. so that's that's one of the ways that we do it. and i've asked this question in the past, um, is there a time analysis taking place for our officer activities to determine how much time is being spent on actual policing versus, i don't know, documentation or whatever else they may be engaged in. so we don't time study as you're kind of alluding to a world, you know, juvenile probation. when we used to time study for the probation officers, at that time, when i was at juvenile probation, the we don't do that

kind of thing where officers like log it really the radio is our the radio codes is the chief was mentioning really our um the best source of that information in and really tells us how long, you know, an officer was on a call and because they have to for officer safety reasons at minimum have to tell us when they get there and when they leave, when they clear the call and then, uh, for the purposes of, um, other types of time, time. there are other sort of administrative and, and um, and not not available codes. now administrative time is a little bit different, like report writing and that kind of thing is not considered not available. but it's also this funny gray area where an officer's writing a report and not available, but they are. and so we need to get better about how that's logged. but um, that kind of thing. the radios really are our best

friend and cad system is really helping us with that. and we'll explore a little bit more what's going to be possible with respect to the new cad system that the department of emergency management is working on deploying? um, and that's a couple of years down the road, though we did work with the controller's office to take a look at the types of calls through the cad system. um, the types of calls, the priorities and, uh, how much time the officers have been spending on those types of calls. and part of that was on what caused can be taken by alternative methods for enforcement. and uh, the other part of it is trying to come up with strategies on how the department can perform better with the resources that we have, but that's an ongoing. so right now there's an aggregate. it's not station or precinct or department specific. u know, we can look down to the individual level. yeah. and the staffing analysis that we've submitted to the commission,

some of that data is in there. you know, breakdowns of how we do our workload analysis. you know, what calls for service, how much, uh, community policing time or available time officers have, how much administrative time like i said, it's not a perfect science due to some of the things that director maguire mentioned, but it is a very good indication of where we spend our time. and that is where we need to improve. right? because we have these projections. we have, in a perfect world, scenarios with formulas for how much time we're going to spend in community engagement, how much time we're going to spend administratively. but on a granular level, we're not necessarily looking at that in a in a systemic fashion. right. and that's something that i think we do need to spend some time on, especially with budget shortfalls and with some of the expectations that may be placed on this department moving forward. so i really think, uh, um, it behooves us to, to really focus on what structure is going to be set in place to really evaluate, you know, how we're going to distribute our our time, right, and allocate our

funds. but thank you for that clarity. i i took my name off. yeah uh, thank you, president. um, i just. commissioner, you brought up a good point. so i was looking at the figures. so basically, um, in fiscal, uh, 23, there was about $540 million worth of, um, uh, it a little bit more than that, a worth of, uh, uh, personnel. i got that from, uh, page ten at and, uh, i mean, sorry, i got that from page uh, nine. um if you take the personnel costs plus the overtime costs, and then if you take the number of employees and round up, which i got from page ten. so i rounded it up to 3000, and you do the math. is that an

accurate way to do the math? to come out with the average salary of a san francisco police department employee? unfortunately no. and how is it not? is it it it gives you a high figure? uh huh, yeah. um, the personnel costs would include, um, so also, one other thing you should note include pension. the overtime line is included in that 483 million or the 599 million. so that's number one. uh, number two, attrition is included. if there is a budget line in the budget that says attrition negative number. um, and then there are, uh, step savings. and so that is entire hourly. that is all encompassing for all civilian in all sworn. no, i got it. and i got the figure. so there was 540 million in a little bit more than 540 million in fiscal uh, 23. and there's no. so again, you would actually if you're

taking overtime into consideration, it's included in the 466.7 million. wait now. yeah it's yeah, it's 466. oh. and of that, 80 million is in included in that. it's not on top of that. no. that's why we said in personnel. oh okay. okay. right. yeah. all right. it's this figure is still quite high. it's over. 100 and. over $150,000 a year. for the average employee sworn in unsworn at the san francisco police department. and that's not including workers comp, because you have that somewhere else. you also have to consider that it includes benefits. i mean, benefits back. and i understand is 40. i understand and i understand there's, uh, people that make

150,000, uh, and there's people that don't, but the average is 150 over $150,000. so i will be clear that, uh, q2 entering the police department, um, makes $112,000 at step one. right. but there's a huge amount of civilian employees. yeah. and the police department aren't going back. some of them are paid very well, but some of them aren't paid very well, and they're included as well. okay. thank you. for members of the public that would like to make public comment regarding line item six, please approach the podium. president, there is no public comment. line item eight present on dpa's annual report discussion. good to see you again. will you be here at the

next. i'm going to be back again , i think right after your guys's presentation for budget. oh, sorry for them. my bad. apologize we'll see. sorry my bad. i thought you meant me. really good question. apologies. okay, now, from number money. you know. for the record, that was an hour and 15 minutes. i don't know if we're counting the ten minute here for. but i was just in case someone just curious. they did go over time, so i can't really say anything. you did so only by

27.5 minutes in 2020. yeah great. temperamental. not that i was counting. i'm just. just saying. it's. i see the mountain. i'm excited that we still have a ten minute. yeah. hey i understand, all right. good evening. my name is nicole armstrong. i am the director of operations at dpa. um, i promise i won't make this very long so you guys can ask questions, or we can move on with the night. um so first, this is our dpa 2022 annual report. um, somebody get started? uh first, i want to thank you guys for allowing me to come up here and talk about all the hard work that dpa has done. um it's really interesting with talking about the budget and everything. i want you all to keep in mind, i'm going to show a slide that's going to show our budget and the difference between dpa and sfpd's budget and what we're able to accomplish on such an unlimited one. so all right, versus a glance of what our numbers are, we always like just giving bottom line numbers up

front so you can see how many complaints received, how many we close, how many cumulative pages were released for sb 1421 policy. and our sustained report . all right. so first, just we'd like to give a comparison of what our five year numbers are. and you'll notice that we have new cases have increased from 2018 to 2022. um, but our new cases did decrease in 2022. um, and we did complete a study on it. and as we looked at other oversight agencies, a lot of the numbers actually went down across the board for everyone. um, and what our investigation showed, and we actually have it in the report, is that those that had that were in the news that there had new policies that were new development of oversight agencies were actually having new numbers, ones that were well known, decreased. um, you will notice that we do still have an increase, part of our increase from 2018 to 2022. numbers are because in that time frame we had an online complaint form that was created as well as a portal. um, and we have new outreach materials, all. right.

so as we keep going, one of the things that our goals are at dpa is to keep making our cases close. we increase closures from 2018 to 2020, 46. however last year our numbers are decreasing. and part of that is going to be because of our budget related issues. all right. so demographics, one of the things i want you to recognize on this slide, um, is who our demographics are. um, actually, we're really proud of the fact that at least 99% of our complaint is provided some information previously reported a different number on that. it's really big for us because we worked really hard on trying to get complainants to provide us with information they're not required, required to. but it's really helpful to get that information. um dpa's primary demographic is black african american white males ages between 31 and 51. we are trying to increase those numbers for other communities, which is what our operation, our outreach director, is trying to do. so that way we get a wider range of

complainants. uh, we also received most of our complaints either by phone or online. but we are starting to see a significant number of people coming into our office now in person. all right. case findings . so in 2022, dpa made findings in 728 cases totaling 2487 allegations. now, when you think about our cases, you have a case, but you can have a number of officers on each case as well as allegations. so the allegations are really the meat and potato about how our work is done. the most common allegations are neglect of duty, conduct unbecoming an officer, an unwanted action which make about 89% of those allegations, uh, improper conduct. so we had 63 improper conduct cases, which had 131 allegations total. the most common allegations were neglect of duty and conduct unbecoming an officer. and i break that down a little bit more on the report. we go down even more finite detail. but on here, as you can see, the number one we have is an officer failed

to comply with the dgo. um, and then the officer behaved or spoke inappropriately and then improper seizure, uh, search or seizure. so as i mentioned with the budget highlights, this is just a quick snapshot, a picture to show the difference between dpa and sfpd's budget. um, dpa's budget continues to decrease as well as our personnel because of the attrition that's required or the cuts that are continue to be made by the mayor's budget office. um, so with this, the dpa is starting to focus and narrowing our focus on major charter mandates of the ois. ois audits and investigations. we have to narrow our focus because we have less personnel and less money to be able to focus on things in the future, but still maintain what we're doing now. with this being said, we are still creating new efficiencies at. no cost. and now what i'm talking about is as we move forward, dpa is about to launch new dashboards that are going to allow interactive, um, people to

stakeholders to actually interact with our data online. we're in our final process of making sure that data and that information works, and it connects. that data will be live and will be accessible, and it will be done in three different formats. so that way different types of stakeholders will actually be able to find this information, use it and have access to it as a live document and as director henderson likes to say, the best things that we can do are free. and we actually developed this in-house. and when i say in-house, i mean of a team of two people. so that's what can be done with two people and that's myself and my tech guy, eric ho, who also does all of these numbers. there's only two of us that do all of these numbers and data, as well as the technology in our office. um, the budget impacts are also going to be impacting our reporting, staffing and our cybersecurity. potentially we're trying to focus on increasing these things, but reality sets in when you're cut and your budget is mainly people. and so we're going to keep working hard on making sure we meet all of

our mandated tasks. but we're going to expect some delays and audits and investigations, making sure we still hit our required 3304 dates. but things will take longer as we have a decrease of staff, and these issues are kind of slightly old. but you know, our audit team is an award winning audit. we're hoping to win another audit coming this year. um, but but in the 2020 report, we have the implementation of the audit report about the proactive guidance for use of force data. i think you guys are well aware of this audit policy. highlights. we had 92 policy recommendations on 18 existing dgos. our our policy team is focused on making sure we update policies. um, and policies are actually one of my favorite areas at dpa. i think it's one of our main areas where we can affect true change for the department. so it's actually one of my favorite highlights of how they do it, how they work. and i've actually been honored to be actually be part of some of the policy recommendations that have actually some of you have voted

on here. so sb 1421, we have released 21 cases in over 448,046 pages. and of course, that number has increased over time. now i can say that now we have well, we already did, but now we i think we recently director henderson received an award for our law and justice reform fellowship program. um, recently being recognized. and we are really proud of this program. and there's some exciting stuff that's going to come out very shortly. i got to sit in a meeting today to figure out housing for our interns that are coming in, and i'm really excited to see what's going to go in the future. but they do. last year we did this. they did 24 hours of research, 26 hours of investigative interviews, and the cohort was 50% women. uh one of the other things that we do, we try to do every two years is a discipline study where we look at how sfpd, um, uh, reviewed our improper conduct cases as well as dpa, and compare that information. um, these are the results of the study. just some of the highlights we found. the chief of police agreed with 72% of dpa's improper conduct findings and discipline the

officers, 31% of the time. um, we found that discipline posed by the chief followed dpa's recommendation 42% of the time, and 50% of the officers received a lower level discipline and 9% received a higher level, and 8% officers resigned or retired before being disciplined. um, so every year we try to do these discipline studies, but it does take a lot of work. um, i hope you guys take the time to be able to review the data and see all the effort that my team has put into this and the team at dpa. this is not a small shot. you know, it's a very small shop, but each person at dpa takes a great effort to make sure this information is to the best of our ability, provided to each and every one of you and that is all i have for you. impressive. uh i think you're probably the best time yet. i didn't finish yet. oh you're going to take up. i want to take her remaining. suck the oxygen out and 34 seconds. just to outline a couple of things that i want to make sure don't get

lost. this is a lot of work that went into this report. i want to thank, uh, nicole and eric for so much of what you see is what they've put together and we really appreciate not just that, um, so much work went into this audit, but how much work went into creating this annual report, which is every year i believe the audit gets i mean, the annual report gets better and better. this is one one of the best that i've seen produced from and through dpa. and there's a couple of things that i just wanted to highlight for you guys in your review. uh, one, uh, and part this, uh, report was pushed back a little bit, would have come in sooner, but we had budget restrictions and it's been moved from the calendar a couple of times. and so i'm trying to be as conscious as i can about how quickly i can get this data processed. and presented, not just to the commission, but to the public as well. nicole, i know you mentioned that there are a

couple of awards from the audit, uh, team and the audits that have been produced from dpa. it's actually not a couple. it's three already. i just in case there is a misunderstanding, three annual. uh national awards that it's been awarded. um, in terms of the there's a couple of things that i'm particularly proud of. the in addition to more of the details about policy , which the commission had asked me to provide, this annual report outlines the volume of policy recommendations that were made during the year, as well as specific details as to where those policies, uh, applied in the policy recommendations. uh, the other thing that i think is really relevant is the volume of documents that have been released, uh, both related to and associated with the 1421, the over 48,000 uh, pages of documents that have been produced from dpa. and again, uh, a highlight and an outline that still no, 33 or 4 deadlines

have been missed or passed, and loss of jurisdiction for any of our cases on page 11, this is something new, uh, that we have a three year comparison of case outcomes. that is now broken down by quarter. and includes a five year analysis as well. in terms of page 13, another new factor is that there's a comparison. uh i think president ellis, you had asked us a few years ago to compare what, uh, dpa was doing, uh, compared to other counties in california. and we've expanded that so that you can see some of the national trends as well. uh, in terms of what's going on, uh, based on your feedback, i think that makes the report clearer and easier to read and understand, just in context, how dpa is doing. uh one of the things that i'm particularly proud of on page 15 are some of the complaint demographics. so for the first time, you are seeing dpa, as we promised to do, be

very intentional about race internally for what we're measuring, for folks that are interacting with our agency. and we've included both lgbt statistics and gender statistics. that's both internal and external, because we've referenced some of our own staff in terms of these analytics that are provided in the annual report. uh, on page 16, this is something that's asked frequently, and we try to highlight it to make it clear, uh, what are the highest allegations of the things that are requested or complained about to dpa so that information is available as well? uh, and on page 25, uh, the law and justice reform fellowship, uh, i think nicole alluded to it, but just so we're clear, we did receive an award, uh, for that program as well. so now you'll be hearing about our intern and fellowship program as award winning hereinafter as well. don't worry, i'll mention it again in case you forget, uh, the other new addition that you

had not seen before, that i think is really important, is on page 30. the racial equity report. we're really trying to be intentional. uh, and you're i think you you're intentional about the things that you record and what you report and what you display. so we wanted to make sure that that received a prominent role in our annual report. and you'll continue to see information about our racial equity report in terms of the work that we're doing at dpa. and the last two things that i want to mention that i think stand out are some of the summary work that takes place with coa, and that's the statewide organization that involves all of the civil oversight groups inside of california, because that work is very important as well. and dpa plays a prominent role in making sure that we are active participants, if not displaying a lot of leadership in terms of what goes on with civilian oversight in the state. and there is a summary as well of

some of the sheriff's work for folks that had questions about what's going on there. we don't need to focus on it for this commission, but i wanted to make sure that folks know that it's included in the annual report because this, again, as i said in the beginning, is the most thorough annual report that we've ever produced. and there's a lot of new things in here that i just didn't want missed. and so with that, i'll conclude my conversations. and once again, thank nicole for all of the hard work that went into organizing all of this and being able to present it in a way that is absolutely readable from my perspective. live and highlights so much of how well the agency is doing and where we're trying to go. moving into these very difficult budget times in terms of our efficiencies and execution of our roles. thank you, director henderson. i, i too am really blown away by your annual report. you did a great job. i think that the amount of information that you provide, not only the amount of

information, but the sort of the analysis that also, i think, um, a companies the information and data you provide is really, um, helpful. and i really do appreciate on page 32 and page 33, the discipline study, which i noticed this time in uh, was not in prior, um, report thoughts, but i think it's really, um, important to include that because so many times, um, fortunately, discipline, uh, cases are confidential and things that we do, um, in closed session cannot be, um. the public doesn't get access to that information, and only in certain circumstances. and through 1421, um, are are they able to see the small glimpse of what we see, uh, when it comes to discipline and the closed session items? so that was really, i think, helpful, um, and informative. uh, my question is, i'm seeing that with the respect to the case findings and

the improper findings that the majority of the complaint, it's, um, and it's been this for quite some time has been neglect of duty, um, along with conduct unbecoming an officer. do does dpa have any policy recommends actions for the department with respect to lowering or how to lower that number or lower that type of complaint that's coming in? it's hard to say generally, because each case is so specific , but as you raise, that's 40, 46. and the highest allegation that gets made and that neglect of duty is most often what we see of failure to take action. and these are, i think this i presume this is part of the reasons why the commission asked me to be reporting weekly about the allegations that come in to show where those allegations are coming from and how they come into the agency. there's so many policy recommendations that sort of speak around that. i don't know if there's anything that is

specific that speaks to the public's perception about the department failing to take action about complaints that are made or allegations that get made directly to them. um, it probably is a better question for the chief to address, but i would be happy to sit down to come up with some suggestions. evans. uh or ideas about what that could look like for the department. it's not an easy solution. uh to come up with an answer for how the public perceives requests being made to the police are, even though that's the core, the core issue. and you know what i mean? it i will say that that those allegations, even as they come in, are each individually investigated to see if there's wrongdoing. and so that's if that offers the commission or the public some amount of well-being that each allegation

that is made is individually investigated to see if there's misconduct or if there's inappropriate behavior. uh, can i add i'm sorry, i just have just a couple additions to add on to it. so one, as i said, one of my favorite things is the policy section. and part of it's because we do use our case data. all of the information we get for our cases goes to our policy team, and they review it. and that's how they actually come up with a lot of their ideas on policy recommendations. they make. it's not, you know, like the evidence, uh, i mean, those came from some of the cases that i actually worked on when i was an investigator. so these items that we're actually investigating, they do are directly impacted and are actually some of the policies that you've worked on. you guys did know that they may have originated with us identifying a trend over time and then being able to use it to develop a new policy with sfpd. and that's why data and data collection is so important. um, i think to help guide. right how policy is made and what practices should be

implemented and which ones work and which ones don't. right. yeah, yeah, i agree with that. uh, i think in supporting what? nicole. nicole. yes. sorry it's okay. um the discipline review board that director henderson's, uh, i think chief of staff sits on, along with the, um, our chief of staff and internal affairs. there have been recommendations, and they always come to the commission with recommendations, with policy improvements. when we find trends that are actionable. you know, if an officer just didn't take a report, for instance, sometimes that's just training and reinforcing, um, good behavior. but if there are policy issues, the discipline review board, uh, the recommendations come from both sides of the discussion. sometimes dpa will recommend that an item goes to the discipline review board, or when i'm doing case reviews with internal affairs, they'll say this needs to go to the discipline review board. and then we work on them together before we present to the commission. so we do have a good process. i think, for what you

ask, in terms of making recommendations to move the needle on things that are actionable and i sit on the disciplinary review board, so i know that we do have policy recommendations, but i think this is still the numbers are still there. so i think perhaps, maybe we need to go back to the drawing board and figure out another game plan for sort of addressing the fact that this is the highest, um, type of complaint and how do we address it? so, yeah. thank you, commissioner. um, i mean, i guess that would include when the public asks the police to do something that may not be what may not be a police responsibility, which i imagine is a lot of it, because that's what i hear a lot. well, don't you break that down in the data, too. yeah. we break down all that data. um, and we have it all to even if we don't have it in here at dpa, we internally have a lot of that data to look at it. um, i mean, so we had 131 allegations that were improper conduct, which means the other

ones all fall into those categories of proper conduct, insufficient evidence, insufficient evidence. um, un, you know, unfounded, withdrawn, like there's a whole other categories of them. so the main ones that we have are the 130 ones, and those are the ones that are broken down. um, but more than happy to dive through the data with any of you to look at it, to see if we can find trends or anything. but that's also exactly why we wanted to put the total of everything in there, and also to address a lot of the common questions that we get frequently, which is why that the annual report keeps containing more and more information, because a lot of times we get, um, complaints that, for instance, like these, uh, neglect of duty are the added allegations when in fact they are the specific allegations that are coming in, which is why we track and record all of it. so that you see, overall, not talking about specific cases, but about what the public is concerned about and what folks are talking to us about and what and what is initiating the investigations that we start at dpa. and that's

really helpful, too, because i think that it also has expanded the communication that the department is doing with other departments who are because it almost doesn't matter if the public isn't getting what they want. but at least we should be able to direct them. if it's not us. yes. yeah. and we do that at dpa as well. so we do get a lot of calls. we call them referrals, where people will think that we're or three one, one will refer them to us and we actually will provide them either sfpd's information for an incident report to dem to all across the board. we want to make sure that anybody that calls us finds the right resource to do it and to find it right away. great. um, you know, our our goal is really just help people. and that's what we try to do to the best of our ability. all of that gets measured as well because there's so much time that goes into our front desk with those calls, and it's chp or those calls come in and it's the fire department or it's some other agency that people have questions about that

need referral to and that it really is why we track all of it, so that you can see the numbers. and there there's no ambiguity about who is coming to dpa, what they're requesting of dpa, and how those requests and investigations get resolved. that's to me, this is the most thorough capture, the most thorough report that captures that process that i've seen or that we presented, not because we didn't have all of the data, but because we've been able to analyze it more in depth. the data and present the summaries to you and to the public in a manner that is clear and tells you exactly, uh, what work dpa has been doing and how it's been how what the results of that work has been. again, that's not to compare the budgets again, but compare those budgets again for our little budget and what we're able to do and get done. all right. thank you so much for the report, nicole and director henderson, sergeant, could we

please go to public comment for members of the public that would like to make public comment regarding line item eight dpa's annual report, please approach the podium. if it's just clapping, can you just put it on audio for and there is no public comment? line item nine public comment on all matters pertaining to item 11 below. closed session, including public comment on item ten. vote whether to hold item 11 in closed session. if you'd like to make public comment, please approach the podium. there is no public comment. line item ten vote on whether to hold item 11 in closed session, including a vote on whether to assert the attorney client privilege with regards to item 11, c through 11 f san francisco administrative code section 67.10 action moved to go into closed session. second. and on the motion, commissioner walker, how do you vote? i commissioner walker is.

yes. commissioner yanez. yes. yes. commissioner janez is. yes. commissioner. byrne. yes, commissioner byrne is. yes. commissioner. yee. yes, commissioner yee is yes. and vice president carter overstone. yes. vice president carter is. yes all right. you have five yeses. we are going into closed session

yes the motion carries line. item 13. adjournment go! one one. no. out there. right can't have unanimous. vote.

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hi in my mind a ms. medina

>> i don't want to be involved in the process after it happens. i want to be there at the front end to help people with something in my mind from a very early age. our community is the important way to look at things, even now.

george floyd was huge. it opened up wounds and a discussion on something festering for a long time. before rodney king. you can look at all the instances where there are calls for change. i think we are involved in change right now in this moment that is going to be long lasting. it is very challenging. i was the victim of a crime when i was in middle school. some kids at recess came around at pe class and came to the locker room and tried to steal my watch and physically assaulted me. the officer that helped afterwards went out of his way to check the time to see how i was. that is the kind of work, the kind of perspective i like to have in our sheriff's office regardless of circumstance.

that influenced me a lot. some of the storefronts have changed. what is mys is that i still see some things that trigger memories. the barbershop and the shoe store is another one that i remember buying shoestrings and getting my dad's old army boots fixed. we would see movies after the first run. my brother and i would go there. it is nice. if you keep walking down sacramento. the nice think about the city it takes you to japan town. that is where my grandparents were brought up. that is the traditional foods or movies. they were able to celebrate the culture in that community. my family also had a dry-cleaning business. very hard work. the family grew up with

apartments above the business. we have a built-in work force. 19 had 1 as -- 1941 as soon as that happened the entire community was fixed. >> determined to do the job as democracy should with real consideration for the people involved. >> the decision to take every one of japan niece american o japanese from their homes. my family went to the mountains and experienced winter and summer and springs. they tried to make their home a home. the community came together to share. they tried to infuse each home are little things. they created things. i remember my grand mother

saying they were very scared. they were worried. they also felt the great sense of pride. >> japanese americans. >> my granduncle joined the 442nd. when the opportunity came when the time that was not right. they were in the campaign in italy. they were there every step of the way. >> president truman pays tribute. >> that was the most decorated unit in the history of the united states army. commitment and loyal to to the country despite that their families were in the camp at that time. they chose to come back to san francisco even after all of

that. my father was a civil servant as well and served the state of california workers' compensation attorney and judge and appellate board. my parents influenced me to look at civil service s.i applied to police, and sheriff's department at the same time. the sheriff's department grabbed me first. it was unique. it was not just me in that moment it was everyone. it wasn't me looking at the crowd. it was all of us being together. i was standing there alone. i felt everyone standing next to me. the only way to describe it. it is not about me. it is from my father. my father couldn't be there. he was sick. the first person i saw was him.

i still sometimes am surprised by the fact i see my name as the sheriff. i am happy to be in the position i am in to honor their memory doing what i am doing now to help the larger comment. when i say that we want to be especially focused on marginalized communities that have been wronged. coming from my background and my family experienced what they did. that didn't happen in a vacuum. it was a decision made by the government. nobody raised their voice. now, i think we are in a better place as country and community. when we see something wrong we have change agents step up to help the community affected. that is a important thing to continue to do. you talk about change and being a leader in change and not

knowing whether you have successes or results. the fact of the matter is by choosing to push for change you have already changed things. through inspiration for others, take up the matter or whether it is through actual functional change as a result of your voice being heard. i think you have already started on a path to change by choosing that path. in doing that in april of itself creates change. i continue in that type of service for my family. something i hope to see in my children. i have a pretty good chance with five children one will go into some sort of civil service. i hope that happens to continue that legacy. >> i am paul, sheriff of san

francisco. [ music ]