maybe the investigator is not comparable releasing it because they do not have a disposition within that timeframe for that case. i think it is about past practices. as a result of this three-person team, we have been put in a lot of pressure, so to speak, on them, pressuring them to get a decision if we are approaching a certain time frame. i think we are amending that and trying to get more definitive results with that. supervisor maxwell: maybe i missed it, but how long had you been with the department in this position? >> 20 months. supervisor maxwell: so you are a civilian? now? >> no, i have 25 years law

enforcement experience. supervisor maxwell: thank you very much. getting back to the comptroller on the segregation of duties. under the circumstances, will you be able to explain what you're talking about? >> we are happy to. the report does not get into the nitty gritty of how their procedures should be written. we tend not to do that. these are concepts that we would like their job description, procedure to follow. there is an idea called dual

custody that you often see in property rooms. when a piece of property or evidence is checked out, there needs to be two people there, especially if it involves cash. even though it has already been logged, it was counted and stamped, every time that evidence comes out of lock and key, two people being there is the concept of dual custody. i do not know if that is practical in this situation, but we would be happy to discuss those things. >> [inaudible] we have a two-person role where you cannot enter the safe alone. we have a log of who goes in and out. supervisor maxwell: would you be willing to talk with the comptroller to get a better idea of what he was talking about? certainly, it may be something you do already, but it was a

rather confusing, maybe, to all of us. >> i will contact the officer in charge. i am no longer there. we will get a hold of the comptroller's office. supervisor maxwell: thank you very much. supervisor mar: are there any other questions? let's open this up to public comment. >> there is more to our presentation. if you want me to continue, i will. i will talk about one other audit and then we will turn it over to kathryn to talk about technical assistance work. the other audit was on overtime and premium pay. that was also done this year. we examined all overtime and premium pay code that is used at the police department. we have some descriptive information on that report.

we picked three that are based on extra hours worked to analyze, that his court appearance pay, acting assignment pay, and police services over time, which is police services. then we have looked at something that had nothing to do with overtime, uniform alliance. that is $820 a year but is not paid in a lump sum. what we found is policies and procedures for earnings, documenting, and improving core premium pay and acting assignment pay or not always as followed. this starts with an index card, a piece of paper, that officer fills out. in many cases, -- we have a sample -- individual cards were

not filled out completely, did not always show the proper approval. secondly, sfpd has two restrictions for work force hours. this was not one of our objectives, but we came out across it. we found examples where officers were exceeding 14 hours of work in a 24-hour putto and exceeding -- period, and exceeding 20 hours in a seven- day period. third, supervisor mar: we are going to lose our quorum quickly. if i could ask you to summarize this as best as possible. >> sure. the other points had to do with 10b overtime. we looked at bay breakers. one payment was late.

there was also an overpayment department-wide for the uniform all lots. that is it on the audits. supervisor mar: thank you. supervisor chu? supervisor chu: this is a fairly interesting audit. i know there are a number of pages of recommendations and responses to it. because i have to leave for the health services system committee soon, i will not be able to stay, and that is why we will not have a quorum. if we are not able to go to the department's response, perhaps i could recommend that we can continue this item. supervisor mar: i would be supportive of that. let's open this up to public comment. we are likely going to continue this item. is there anyone from the public that would like to comment on this item? >> walter paulson. let's hang on to the auditor's audit let's hang on we have got a lot

we have got a lot of money could now hang on hang on hang on to what we have got now i want more crime to stop now it is time it has got to stop let us count the money good hang on hang on to what money we got supervisor mar: thank you. anyone else from the public that would like to speak? seeing none, public comment is closed. we have a motion to continue this item to the call of the chair until we can review the various audits, especially given their importance. supervisor chiu? supervisor chu: i will make that motion. at the next meeting when we hear this and we have a police

department representative, that you speak specifically to the recommendations, whether they have been implemented or not, their progress. supervisor mar: continue to the call of the chair without objection. is there any other business before us? the meeting is adjourned. thank you, everyone.

please tell me somebody didn't just drop th there? ...it's like a foot away from the trash can. man, i'm like this close to throwing it away myself. i don't blame you. i mean who would... announcer: don't just take a stand, act.

>> could afternoon, and welcome

to the regular meeting. congratulations on the reelection. i want to take a moment and thank our committee. i would like to take a moment to thank our liaison. he has been a joy to work with.

i think the committee had not been meeting as regularly. i think we have taken time, talking about shared responsibilities, and it does relate engendered the level of cooperation, so i am thank you for that. i think it is great we have had the opportunity.

we have zones that we are going

to operate in the bay view neighborhood and the mission, and we will look as if the progress being made in these zones and look at new equipment, so i want to welcome i want to welcome one of the most respected educators, dr. gray, the superintendent.

some of the strategies and goals for this effort and for each of our teams as well as prepared to talk about whatever di tella -- detail is your pleasure regarding some of the work we are engaged in. >> thank you. >> this is what the superintendent just mentioned. givethe district data announcesy

indicated how much they needed to do the zone. i do not have the data. each of the areas will have some schools that are in need of intensive support. however, the superintendent zones are 100% for schools that have high need. some of them are in the low- performing schools. ionly two of mine are considered for the next year, and we tried

to meet the plan. >> our district also made the case said by reorganizing our district, we could better respond by providing intervention to some low- performing schools, so they have identified five more schools. our theory of action is relates to say the superintendent zone where we dedicate our resources and will positively impact student learning and outcome. this could -- the specifics are what we are here to talk about today. this is split into two areas teams.

my team consists of various mainly in the mission district. >> i would like to go over some of the goals and strategies they have. we decided we would like to have all of the principles. we also are striving to have double-digit growth in the

number of proficient students in the bay view sound -- zone in mathematics and english. so improved student achievement is one of the district goals, and that is how we are going to meet that goal. improved student attendance is a district go, so we are going to have 95%, and we will go into how we do that -- is a district goal, so we're going to have 95%, and we will go into that. we will have 10% increase in the number of students selecting bayview schools as their no. 1

choice for school selection. they will go through 56 different schools. we want to keep as many as possible in bay view, and we think by improving student attendance and the schools, we can make this happen. we want a 15% increase in may practice measures for non- mandated suspension, creating a positive school culture. restorative practices are what we can use so we can create a situation where our students have an opportunity to redeem themselves in ways where they are not mandated to have them in

the justice sittre -- justice system. what i have done is put together each of our goals -- improved attendance, improving school culture, and other eat -- under each one, you will see what we are doing to make that happen. we had not done all whole lot to be able to explain what we have done in september. this is a more in-depth explanation of what we are doing. you cannot read it on the screen. let me give you a copy.

we have enough. here is an extra one over here. without reading to you, i will talk a little bit about what we have here. the first thing is the core configuration and lesson planning, which was used to turn

around frederick douglass academy in harlem. i have used if previously in turning around the school, and so has my executive director, and we found the schools did use it, but we are implementing it and monitoring it, so we can ensure a lesson planning is occurring, and it creates a spirit of transparency so whomever walks in the classroom can see what is going on. it can be monitored by the students, by the administration, by anyone that comes into the classroom. the second one is that it-driven decision and instruction. we feel using data to drive instruction is a prescriptive way to make change in our schools.

in general, that is our way of making decisions. one example is a program out of standard. it is called -- out of stanford. it is called epgy. it tended to raise the level of thought, processes, and it is being used that almost all of our schools, and the schools we do not have it at, we are getting it as soon as possible. we use that weekly report given to the principals who give it to the teachers about how it is being used and if it is being used with fidelity, and we know this will make a difference.

the resulting cycle of inquiry, we analyze, implement, measure, and monitor, and evaluate what we are doing. it is a constant cycle of inquiry using data. we use all that to improve instruction to readers if we do not use its -- to improve instruction. we have measures of academic performance of students developed by the department to

measures didn't grow three times a year -- student gross three times a year to see what kind of process they are making. this gets at the point that we do not wait to see if the students have failed, but we have measurements, and it is not an autopsy fiorina -- an autopsy. we do as additional feedback. we walked through all of our schools with the district directors and the assistant superintendent, and we looked at classrooms and got together and discuss it and went over our results with the principle of the school. i know guadalupe as the same in his part of the zone.

we give feedback to students, including self reflection and revision. we are wanting to make sure a student gets a grade after he or she has had time to master an assignment. it is not just an f because they did not do it right, but this would be an f unless you want to revise it and give them an opportunity to master what they are doing. focus on the professional development across all content areas is just one example. we had press -- professional development across the zone, and they had five topics being revisited as professional development so we do not have

drive-by professional development. to improve attendance, we have really jumped on this. we want 95% attendance by the end of the year. we are doing some of the following things. we are insuring increase accuracy of attendance reporting. we find a lot of times scanning of attendance was not happening -accurately. when the student makes an effort, it is recognized as far as their progress and eventually reflected in possibly their graves. -- their graves -- grades. the director of community out