disciplinary, f what those are? >> yes. we will explain to you, these are. >> good afternoon, supervisors. i am with the police department. supervisors, the different categories, prior to the changes of the department policy regarding accommodations for officers that cannot perform the full scope of duties, the number, for example, from 2004, it was 163, and we are now down. these are officers that because of their restrictions are not able to perform their full duties.

they are out on disability leave for up to one year. on or off of the job, but based upon this, they can be assigned duty. chair chu: i imagine there is some disciplinary action? >> yes, and these are officers that may be on leave, be it family care league, personally, etc.. chair chu: so this is something

you can follow up on? what is the department doing to move through and come to some level of action on the disciplinary and on leave? for example, either active efforts to make sure that they're being actively worked on? and then, what about when it is appropriate? what can we do to improve that number? >> supervisor, i am concerned about these numbers, and i look at them by weekly. this is to make sure that anybody is back working, and i need to take a full duty officer and put him back in the field. they may be working in permits, or they might be working in an administrative function within the departments of justice, which allows me to put another

officer back in the field. disciplinary is the same process. in most cases, we will reassign somebody who is in the disciplinary system. if they have to be taken out of the field for some reason, they have to -- they could be working in some administrative function that would allow us to put another officer back in the field. we have to make sure that we're putting these officers that fall and these categories that will allow us a it to do this. we do look at the disciplinary issues as far as some of the complaints. i know that they were four or five years old. we try to expedite these and get them to the commission. most importantly, i look at them fully and make the decision instead of just sending them to the commission, because of the command officer not wanting to make a decision on some sort of disciplinary result, i am very proactive in trying to use the

disciplinary process to educate the officer as to what the problem is and, quite frankly, to get them back in the field. i do not want them sitting outside in an administrative function for four or five years when we need them back in the field. chair chu: i appreciate it that you have been closely watching these numbers. it seems you are taking a more pro-active role to see what you can avoid sending for action and trying to deal with discipline within u.n. administrative functions? >> correct. -- discipline within the administrative functions? >> correct. chair chu: going forward? >> i cannot tell you the numbers. i do not think there has been as much of a backlog as in the past. they are getting through those cases much quicker.

in some cases, i may take a case that another chief may send it to the commission. this is talking to the office's representative and coming to this agreement. that there is some sort of disciplinary penalty, as opposed to thinking they have to make a judgment on this. they do not have to go through the laborious process. i have tried very hard to take as many of those cases away from the commission that i can. chair chu: you did not speak much about the medical conditions or the modified except for the fact that you have looked at the numbers. what are redoing to try to bring these numbers down? >> i am going to let alice, and

talk about this, and this is very proactive, especially to make sure that they can be accommodated for whatever issues they have but also to put them in a position to serve a function that would, again, allow me to pull someone off of an administrative tasks and get them back in the field, but alice will speak to this more. >> supervisor, with regards to the number of 43, those are individuals that have basically been put in their accommodative position because they cannot perform the essential functions of a police officer. for those employees and officers, they are not governed under the new policy, which provides that they can be on disability for up to one year, and on temporary modified duty up to 365 days, and then exercise any benefits they may have available under the

workers' comp provisions. they have a monthly well person check for every office that is on disability as well as on a temporary modified duty. we reevaluate the restrictions every month to determine if they can be assigned closer to their duties and preferably within the area of their unit where they have been assigned. we have a very vigorous injury and illness prevention program, and when there is an incident, on the work site, we have a follow-up with our officer that is assigned to the prevention program, and does a site visit to do an assessment to make sure there is no preventive measures, and so we have this program that we are monitoring. chair chu: do you believe that we will be able to bring those numbers down? >> the numbers in terms of our temporary modified duty numbers, they have gone down

significantly. 36. they have varied over the last few years. likewise, with disabilities, we may have a serious accident, which could cause an officer to be off for a long period of time, the number of those accommodated will be continued to be decreased as they retire or will get other leave provisions. chair chu: 54 that. i appreciate the description of the program, but what i would like some more information on is looking at everything we can do to reduce this to see if this is with these numbers could be or to see some improvement, so i

would request that the department come back to us with that information. >> yes, and one of the things that look at, i look at all of the traffic collisions. i look to see if there is something we could have done as far as the building is concerned or what caused that injury to make sure we can reduce those injuries, and if we can reduce those, we do look at those, and i would be happy to get back to you with more information. the next slide talks but eligible for retirement. 50 years old with 25 years of service or greater. 479 in fiscal 2011 and within that category. there is more for the 2011-2012, in 2013.

-- and 2013. the drop deferred retirement option program, as of april 1, active dropped members, ... -- 26 have completed the drop, and then there are 25 that have not completed it for a total of 183. supervisor chiu: where do you stand on what we should do in this area? >> where i stand, supervisors, is that this program is not cost neutral. the original intent was that it was going to be cost neutral. one of the other issues with the program, i note others have this leeway, and you would have to

take this back. i would ask you please to reevaluate the particular person who is in the program to about it with their productivity to determine whether they should continue in the program. i know the way it is designed in the city does not allow me to do this. those are my two concerns, to evaluate the productivity of someone in the program each year to make sure they are doing what they need to do, kumbaya and the other item is that it is not cost neutral. u -- supervisor chiu: continuing this option or having something like a new academy class, where do you stand on that point >> several hundred people who would immediately tried to enroll in the program. chair chu: could i ask you to

speak into the microphone? >> you would have several hundred officers who would immediately signed up for the program, and then you would have those who would retire. i am prepared for either direction that the vote might go. chair chu: just to clarify, did you say that if we did not extend it, we would have potentially 700 officers? >> no, no. chair chu: what did you say? >> supervisor, we would probably have more officers looking to roll by that date. -- to enroll by that date. chair chu: we do not know who would be eligible? >> we currently have 479 who are eligible, and of those, 122 are currently enrolled. chair chu: we would have a maximum of maybe 300 more?

but there is no way to know. >> because of the differences between but entering and the pension at age 55 with the years of service. the majority of these have met the 90% cap of the benefit calculation, so the years of service are equivalent at the maximum. we would likely say that if it is not renewed, we would likely see officers enter before. chair chu: supervisor chiu? supervisor chiu: what is the situation now about trying to recruit new folks into the academy? i know there used to be concerned about not being able to recruit new people.

>> supervisor chu, we have two lists with approximately 600 people on the combined list, and they are due to expire in the fall. we suspended the screening of these applicants. in the event the we had the ability to do so, we would proceed with the screening of these candidates and then work with the department human- resources to continue the application process for the candidate. supervisor chiu: and just to be clear, it chief, it sounds but you would support whichever direction the city would go with that? >> yes. to maintain status quo, we would need to have read academy classes per year, three academy class just to break-even.

an average of 100 per year. supervisor chiu: i am sorry, how much? >> 100 retirees per year. with attrition, it would take about three classes to break- even each year to sustain that 100 person retirement. supervisor chiu: thank you. chair chu: thank you, chief. i know we will be having more conversations around this program, and at that time, we will likely have the controller's office to a presentation about that, so i know there will be much more clarity on what the financial numbers look like, but could i ask you to continue depressing titian and responding, and we have a very hard time hearing you and your presentation, so maybe slow down a bit on the speed of your presentation and then speak closer to the mic. >> ok.

chair chu: supervisor wiener? supervisor wiener: that is probably why we are having a hard time hearing you. officers in the first year? >> it is around $80,000. supervisor wiener: i am trying to been a sense of the savings that would occur if you include the starting salary of the police of a surplus the academy and an officer that is eligible for retirement. >> supervisor, the top range is

approximately $110,000, so it would be depending on what level the officer came in, intermediate or advance. supervisor wiener: and i know we have gone over these before, but the cost of the academy per officer? >> it is on average for a class of 50. supervisor wiener: so for the non selling classes, it is about $1 million? if we are talking next year or this current year? and then, depending on what time it begins, the salary would be that portion of the year.

>> every time i asked this question, i get a different answer in terms of the global cost. if you add in the salaries for that six or seven-month period, starting on day one to the graduation of the academy, regardless of the fiscal leader. i can take a look at my notes. if you give me just a minute, i can take a look here. we are looking at three academy classes. starting one in september, one in the middle of the year, and then one in the march/april range korea i think we were looking at about $5 million

total for each class, an average salary, and then in 1 million cost. looking at one fiscal year, and, again, i'd break everything up by fiscal year, not by cost, so if there evencome each class is approximately that. chair chu: maybe i can ask you to do the back of the envelope calculation, and then for the controller, just with regard to the drop program, could you just simply provide a brief analysis or summary of what your report has shown proof that might be helpful, even though we will have a future conversation. >> sure. then rosenfield, controller. we produced a report on the drop

program last friday. as we have talked about, the goal of the program if the voters to adopt it is to make a cost neutral program, in our office is charged with evaluating that. generally, we find it is unlikely to achieve cost neutrality going forward. this is because we have the cost of the program in terms of an enhanced retirement payments for participants in the program that enter the drop. there is a cost that is unlikely to be exceeded by the savings that result in officers that remains slightly longer, in terms of avoiding the need to run academy classes, avoiding the need to pay people retiree health benefits. as early as normally would, and there are other costs to be

avoided. if the program is extended going forward, it is likely to add approximately $6 million per year to the city's required contribution that we need to make to retirement because of the enhanced benefits. about $6 million in costs, and this needs to be weighed against operating savings against those who are retiring later. those come from our estimations of $55,000 per officer per year. it gets very hard to map in a way that it gets cost neutral. i should say that the data we have got based on our conclusions is imperfect. we have only had the program in place for three years. we have had over 150 officers participate as a sample size, and when you're trying to take

into account what is going on in terms of retirement behavior, it is hard to separate one influence from another, so we have seen officers retire marginally earlier, and we have to figure how much of that is attributed to the drop program or wage increases or other pressures going on in the economy, so it is an imperfect and incomplete sample size, but those are the conclusions. chair chu: take you. supervisor kim, do you have any more questions? supervisor kim: yes. were they still eligible for the pension? or did they lose that? >> for many, they have what has

been contributed to their account. supervisor kim: it is how much is there. >> on a monthly basis, it provides for the contribution, and at the end of their participation, it is provided to the officer. supervisor kim: thank you. chair chu: thank you. supervisor mirkarimi? supervisor mirkarimi: they had provided us with a printout that said there are 2500 class

members, sworn officers in the police department. could you just break down what the actual active and inactive, what the real number is? how many sworn peace officers we actually have? >> the earlier slide that i put up, excuse me, a supervisor. i would just read it. we have 1812. we have 163 officers assigned to the airport. 89 on disability. 42, david. 36 on temporary modified duty. 35 in the disciplinary process. 45 that are on leave, for a

total of over 2000. supervisor mirkarimi: 2500. >> supervisor, the number that is reflected in the appointment status of officers that made the bond leave or to a higher rank are reflected twice. 2500 may be the number that is reflective of active employees that have some sort of status with the city. actually active employees that are currently employed. supervisor chiu: -- supervisor mirkarimi: end of the 163 at the

airport, is very required minimum number of how many have to be at the airport? >> supervisor, there is no minimum requirement. i was under the impression that there are guidelines at the terminals. the mou of how many officers are assigned to the airport is an agreement with the chief of police. it expires in june, and we will be looking at how many officers we have there and if we need them. supervisor mirkarimi: if i am not mistaken, if a crime should occur, such as an arrest or investigation, they are deployed to respond to that crime. is that the case? >> we work hand in hand, but i

would have to clarify that. and this in detail does play a role in some of the law enforcement activities. >> -- supervisor mirkarimi: it is probably safe to say that there is something there. different districts stations, perhaps, because there is no minimum requirement. i have not seen something that requires a specific amount of officers. >> and that is a conversation i had yesterday. supervisor mirkarimi: and in consideration of reciprocal hirings, i know we were talking about drop, the path of least resistance, hiring officers from other jurisdictions, what does

that look like, and where is that in the number you provided? >> alice will talk about the laterals we have in the academy class that was just started. across the state if not across the country, if they are laying off their officers, it is easier for us, and i think alice can tell you that we have four or five from oakland that started one week ago. u = = supervisor chiu: i am sorry if you have to repeat this. >> we have looked and also some options and bringing in candidate, already have met their post requirements and may not have the actual work experience, but we can look at also bringing in officers in

that have completed some type of academy and looking at making some revisions. there are various options to maximize on that. supervisor chiu: -- supervisor mirkarimi: let's focus on that. what does san francisco require? >> they have two years of law enforcement experience. the full academy is eight months, and the fto is 16 to 20 weeks. supervisor mirkarimi: and what would be the cost of the truncated class? >> the salaries for there's officers and the associated cost with uniforms.