analyst, harvey rose, and the budget committee, who i had a chance to meet with, and again, i know it took a long time. i appreciate your patience. and supervisor carmen chu, for your leadership. with that, i guess we will get started. as far as the 2011-12 proposed expenditures, 80% of the budget is personnel salary and fringe. 3% for professional services, 1% to capital, 1% to materials and supplies. i can answer specifics on any of these slides. i should have acknowledged those to put this budget together. alice b. gomez and deborah

landis, our budget director. ok. the reductions already taken in 11-12, took a little better than $2.8 million in reductions. the current fiscal year savings is about $384,000. revenue increases were about $1,050,000. when i came on, it's a this almost $1.1 million. this next slide shows the command restructure. we went from, i believe it was 11 positions to 10 we eliminated

the rank of assistant chief. one deputy chief was reduced to commander. and one mma position was eliminated and another position was eliminated, and those are staffed now by captains. staffing always comes up. i know yesterday's the -- yesterday's the drop program went away. we have 550 people eligible to retire next year. there are 200 people who are entitled to be drop. i do not think we are at a crisis right now in that the drop program for the rank and file, the uniformed officers on

the street, take place over a three year period. however, they can decide over any point in those three years that they just month to go. another group that is still eligible to retire will meet mack's retirement in three years, which will be the drop dead point for the drop. -- for the drop. this situation is going to become a very serious for next year's budget. we need three academy class is to just day where we are now, where we are short, but doable. as we improve, we can keep the level of service, but now -- but not if we're down 300-400 officers.

with that, if you look at the hiring costs of having three academy class is, the salary costs are about $1 million, and the salary costs for our regular academy without law enforcement experience is about $5 million. the reason for the difference is certain lateral officers have post-certifications they bring with them, so they do not start at the bottom step. and we graduate more people from lateral class's. there is a varying pace to get through the academy, having already successfully operated in other police departments. the tricky part there is many police officers -- at some point in time, you start getting officers that perform at less

than or not having achieved. you to not want to hire someone else's problems. young officers with long, long futures, but no experience are probably the better way to go. if we can find someone to give the test, made late summer, early fall. -- may be late summer, early fall. supervisor chu: thank you. supervisor wiener: i always get very confused in the light of some of the information out there. what is the total global cost of one police academy class? it is a lot of numbers that flowed around. >> i am going to defer to debra landis. supervisor wiener: i heard other information after.

>> the costs would put on the slide today include salaries after the academy and field training is finished, because we already backed out the retirements for next year. we are not paying any individuals at this point for additional cost for next year. if you're looking at just the academy and fto portion of the salary, then it is more like $4 million for the salary and $1 million for the non-salary. >> that is plus six months of field training? >> i believe is 28 weeks in the academy and 16 weeks in the field training. supervisor wiener: this is plus the cost of the field training? that takes you to reject almost a year? >> yes. supervisor wiener: if we were

to put in one or more academy classes into the budget, what with the timetable be to get today one of the first academy class? how many months? >> the usual time frame for the first academy class would be mid-september. numbers we have in the presentation today are $5 million, $6 million are assuming a mid-september start date. supervisor wiener: that would have been less than $5 million because it would have been less than a full load? >> no, if you started later, then it would be decreased. supervisor wiener: if we were to start one at the end of the year and start another one, we would actually be looking at potentially around $5 million for two glasses?

>> yes. supervisor wiener: that is something i know a number of us are interested in. we have talked about putting one academy -- not on the board, but just in the world -- trying to put an academy class in. it occurs to me that if we staggered it the right way, we could put maybe two class's in -- classes in, and one is not going to be enough. we need to get to the point where we will be doing three a year for a while. i will be interested to hear the budget analyst from the mayor's office, maybe running some different models, if we want to do two class's next year. what it would book club -- what it would look like in terms of

the timing to get to $3 million, $4 million, $5 million. just to get some options. supervisor chu: thank you, supervisor. supervisor wiener: can i ask one more question? and in terms of lateral classes, i know you will be more picky about who you're going to take and some people do not want to relocate. 14, 15 -- is that standard? can you have a larger lateral class while maintaining quality standards? >> absolutely. every time you pick up the paper, you can find out how many other departments are laying off officers to to no fault of their run. it is a budget crunch. i know san jose is laying off

100 officers. and they made it through the background, successfully completed fto. it is just a financial situation that sets them free. we are happy to claim them. once this recession grex, your own -- you're only strategy -- once this recession corrects come like you're only strategy should not be to just take laterals. we have the luxury right now we can take the best officers. supervisor wiener: is there any concern that once the economy picks up, those officers might want to go back to their original departments? >> and not work for the best police department in the world in the best city? i don't think so. once we get them, we keep them. supervisor chu: a question on the laterals -- actually, i am surprised. i did not know the laterals and had more in terms of salary

costs. i always heard that it cost less to get them in. >> it does cost less to get them in, but we graduate per class h to -- 8 to 10 more officers. it is assumed that we will lose 10 officers from a class of 15 new officers. if you hire 50 laterals, you usually send 50 out from the class. supervisor chu: do you save from any these salary costs on the laterals? the background investigation? >> wright. we to save on the academy instruction, because the academy in shorter, but the background is the same. the background investigation is shorter. they still need an fto, but it

is abbreviated. that cost is less. supervisor chu: so, they would still incur costs and in those areas come -- in those areas, but not as much? >> i think ms. landis will give you the answers. >> comparing the laterals to the regulars, we do not believe the background costs would be very different. sometimes with laterals, there are more requirements to travel and things where you see increased costs. in terms of the uniform equipment, starting with the same number of people, and although fto will be shorter, there will be more people in it. the training costs we estimate would go from 220 to 140.

supervisor chu: that is not a very big difference. >> is not a very big difference, but it is still a different. supervisor chu: thank you. supervisor mirkarimi: thank you. what is the percentage of officers who live outside san francisco now? >> i do not have that of the top of my head. i know it is more than it was 40 years ago. supervisor mirkarimi: just to give a little more specificity, it was testified at 75%. that is what i asked at a previous budget committee meeting. chances are if we commit to the strategy of lateral hiring, most likely those people who live outside san francisco, correct? >> yes. supervisor mirkarimi: a majority would be outside san francisco, correct? >> i think so. correct. supervisor mirkarimi: this is to

a question i have certainly been pressing, on the issue of community policing. where we have people recruited from within san francisco. i think it was a mistake we did not capitalize more on veteran officers. if we have 75% more police officers now, currently living outside san francisco, and the primary strategy or a consideration of primary strategy is a lateral class, we are contributing to that statistic or at least seeing the same because of the attrition level that we might substitute them with. when do you think we should turn around the department said that we are hiring san franciscans to know the streets, know the area, so we can start building a force -- realizing many once came from san francisco, but move because of their families, everything else. is a common story. we get it. potentially, the finances work out, but the larger spectrum is

building the notion of what committee pleasing to the means, i think it is more beneficial than hiring people from outside. >> as i said earlier, i would like to address that it issue by having a class in late summer or early fall. most people come to san francisco, they fall in love with san francisco, they decide to live in san francisco if they already do not. and then, they have a test in late summer or early fall, i would love to do as we did in years before, where we get into local schools. in big on even trying to get into the high schools right now, trying to demonstrate that being a police officer, a firefighter, working for the city of san francisco, one of the best

hiring systems in the schools, because all the kids live here. supervisor mirkarimi: when i was in the academy, there was about 50 in our class. what is the rejection rate? what is fallout rate? >> i believe they lose about 25%. i should not say that the bank about 15% of -- i should not say that. about 15% from the non-lateral class. supervisor mirkarimi: right. i would say we lose very few in a lateral. and the fto program is how long? >> i believe is 19 weeks. and we lose another 10% in that program. 10%, up 15%. very few laterals. supervisor mirkarimi: got it. deducing 19 weeks for -- did you

say 19 weeks for fto? >> it ranges between 16 and 22 weeks. supervisor mirkarimi: is that considered strict probation -- >what is the dropout rate on probation rate? >> is negligible -- it is negligible. supervisor mirkarimi: when i asked the question before, athey said the dropout rate was 25% on the fto program. is that high, do you think? >> that is probably about right, 25%. supervisor mirkarimi: ok. but it is a cost factor. if you lose 25%, it is a cost factor we are building in.

>> i agree. we take great measures to get the right type of person, the right police officer in san francisco, and if you find out through the fto program, all the tremendous people, they are not suited to be police officers, because for a bad higher, if you will, someone not suited to the position can be far greater than losing someone out of the academy. supervisor mirkarimi: agreed. you are a cfo, so, if we put an academy class six months from now or nine months from now, we would not be able to realize the benefit until a year after that, because -- a year-and-a-half after that, because they would have to go through the academy, which is a seven-month process. and have a one-year probation

period. it is essentially 18 months. even if we were to budget today an academy class for next year's budget, the earliest date would be six months. >> obviously, i would like to start sooner rather than later getting officers and to the academy. i think once you get the officer out of the academy, even officers from the fto program are very capable. officers working in pairs, they get a lot more accomplished and have more safety and security in doing whatever they do. especially at night time and finance -- and in some of the more at risk areas. definitely wants some officers get out of the academy, although they are not able to work alone and in one not be, as you say, the same as they will be in 18 months, they are on the ground.

supervisor mirkarimi: could we make money if we open up the academy in san francisco to other jurisdictions? >> i know that has been discussed, but you have to put the instructors there to staff a full-time regional academy. i can do our research project on net and get back to you. i know there is an upside and at downside. supervisor mirkarimi: what about the potential question of utilizing the san francisco academy to regionalize as an academy center? >> we already train the sheriff's department, other agencies, the district attorney's office, the like. to open our regional academy -- is something we could explore if it did not strain resources in a money. it would be worth looking at. supervisor mirkarimi: thank you.

supervisor chu: thank you. supervisor chiu: i want to continue the conversation around academy classes. certainly around the decision yet made around drop, i would like to see what the academy potential is for this year. and as far as what the fall and spring class might look like, i would like to know what options exist that at different levels -- exist at different levels. if, for example, we were to do something later in the year. what options do we have, $2 million, $3 million, $4 million, $5 million? >> i am happy to do that.

we can come up with -- if you want to tell us what the breakouts will be in increments, we will tell you what that will get you and when. supervisor chiu: maybe we can discuss that after the meeting. that would be helpful. we do not know what that might look like, and i think we need to know the different options. i did have a couple of questions around technology. first and foremost, am i missing the justice program that is not on this sheet? >> i know we have an i.t. side, and i have director giffen here to speak to it. i do not have a slide just for i.t. the. supervisor chiu: is it part of the division that you have here? if not, i would like to get an understanding from you where the project this vis a vis your department.

>> the justice program is something we are pursuing. however, we do have a data warehouse. it is a web-based system. the report system would be in real time, ashe terrible, collaborative. -- shareable, collaborative. without being disrespectful to justice, if justice could be a web-based system, that would be better for us than a proprietary client server, but again, i will let the director speak more specifically to your question. >> we are participating in the justice project. it calls for a police hub, sort of criminal justice information and we will share pieces of data with the rest of the city.

mature working on right now and have completed the first phase -- what we are working on right now and have completed the first phase, an automated crime report for san francisco. what we are working on is determining with the district attorney, the court, etc. what data we need to share with them. we're working with the justice team, defining what that data is coming getting release specific. we are participating in the justice project. but that is not -- supervisor chiu: that is not part of the road map you have laid out here? >> it is, does this is on that road map. -- justice is on that road map. it is such a part of the third phase.

justice is part of the third large aero. it might not be on their. supervisor chiu: police officers have 16 different passwords that they used? >> is actually 20. supervisor chiu: well, it is a good thing you are moving to a single sign on. we will not get to that until the fall of 2013. how confident are you that the entire department will get e- mail by -- a year plus? >> thank you for asking a question. not everyone is using e-mail currently.

we have password changes and fte password changes. i want you to know in 30 days, we applaud that the e-mail in 30 days. supervisor chiu: that is remarkable. that is something we have been hoping for. that is a decent maus gunned. -- milestone. last year, there were a highly- publicized instances of members of the community victimized by crime who had significant grievances about their situation. could you talk about whether or not you are ensuring your

services are accessible to the entire diversity of san francisco? >> sure. we do have access to language services. we do access that. i believe the muni portion is what you are speaking up. no good language skills amongst the officers. -- we have good language skills amongst the officers. we got a lot of help from howard wu and marlene tran. on wednesdays, we always have a chinese speaker available. i know that city-wide you're working with the captains to identify people through their citizens' advisory boards.

now that we have e-mail, the internet will not be far behind. i know it sounds ridiculous, like we should already have this. but we are happy now that we have e-mail, and hopefully in the next 30, 45 days will have a policy -- we will have a policy in place. these are all things we should have, we should have had them awhile ago. at the public thinks we already have them -- i think the public thinks we already have them. the languages are most prominent in san francisco. supervisor chiu: how often are york station newsletters put out in different languages? >> minimally, they go out once a week, and depending on the district -- i know they try to put out a newsletter in a second language. what we try to do is a portion

at the back of the newsletter. we can have that the together. we were trying to do that through googles, where you can translate from one language to another. and someone pointed out those translations are not accurate. supervisor chiu: that is a topic that is, and in the past. you said that if people wanted a newsletter and a language other than english, they should let you know that. if they can not read english, they cannot let you know that. i would like to more proactively push up information to chinatown or the mission or other parts of the city. to be more proactive in how you do those communications.