why that is not happening. we really have to ask tier one departments how to do that. >> i will make that a priority. supervisor chu: thank you, supervisor. chief, i know you have a number of slides to go through. >> i think that is my cue to go to the next slide. right now we have to under 15 officers warn. that includes the airport. that includes everybody. full duty officers. another have been questions about these and modifications. of the 170 on modified duty, 140

are accommodated. that is not done and in other departments and it has not been done here since 2005. that number will only get smaller. 9% are non-baldy. that is at or below were other departments are. we have 56% on temporary modified duty. other departments, you're either all the way on or all the way of. we try to have them come back in capacity city full duty officers can stay on the st.. we have 40 on leave. other leaves include family care, military and educational, outside agencies, ada and the like.

we do not have a lot of latitude on the 40 folks that are on leave. supervisor chu: can i ask you a couple of questions here? these are modifications. you said there were 210. you expect that to go down over time? >> yes. no one else will be accommodated, so that number goes down. those positions will just go away. we will civilianize those suspicions -- >> how many were those? >> 170 -- the 130 right now on disability or modified duty. >> with in the 130 on disability or temporary modified duty, is this a number we have seen pretty consistently? how do we have put that in

context? >> if you look at this next slide, you kind of go in and out on disability. that is pretty much consistent over time. >> walking through this chart, 21 individuals were added into the category of disability or temporary modified ability. >> and came back full duty. >> 87 were in one of those two categories. it is roughly around 70 to 80. at the same is true with modified. it looks like 30. >> right. >> in terms of, you mentioned the comparability to other apartments -- departments? >> in los angeles, they're about 11.2%, and we are about 12.3%.

san diego is very low. at 3.8%, but they don't have modified duty. if we practiced the same methodology as san diego, we would also drop down dramatically when the modified duty people are called full duty. they are full duty officers because they perform a function that allows the officers to go out. we are in the part of the bell curve. >> there are 27 that are currently not out on the streets because they are pending discipline cases? >> i am doing the best i can to practice the way it has been the last couple of years. i am trying to turnaround these

cases as quickly as possible. the disciplinary assignment or administrative assignment doesn't serve the department. it should be adjudicated in the officer should be given a second chance. >> i wanted to follow up on the leaps in modification because it is fairly new to me. the city like san diego where only 3.8% are performing because they define it differently. >> an officer in san francisco is on modified duty. >> why do we define it differently?

>> reviewing what full duty means, we have established a standard for the ability to perform essential functions. if the officer is not in that capacity, those that may be an administrative assignment or the modified assignment, if they need to be redeployed, they will do so. >> their condition is such that

they can't perform in a full duty capacity out on the street. there was an initiative in 2004 that said that officers had to be reclassified or permanently accommodated. x amount of officers were unaccommodated and that number is down to 40. >> could you talk more specifically about what we could do to lower that percentage, maybe programs that have worked in other departments to help lower that number? >> of the fully ac fully accommodated -- of the fully

accommodated? >> do any of them have safety measures that we have been able to institute? >> produced officer visibility, a driving policy where if an officer is in a car accident, the officer doesn't drive, because after the accident, you are concerned about getting into a second car accident said they don't drive -- so they don't drivefdrive for five days. the spouses or partners, the police officers are going to have families. we work all the time to try to keep opposite -- officers hold and healthy. -- whole and healthy.

>> is a related to cars, vehicle accidents? >> sometimes. it might be a car accident, or when they come back, maybe a broken arm. they're certainly capable of working the front window. working in and administrative position if there is one available for that officer. we can increase our service to the public using that officer. >> i want to be able to support the police department and being able to reduce that number. making sure that our officers have instituted all of the measures necessary to keep the officer is safe and healthy. it is helpful to know what the data is. if we know one of the reasons for officers being put on

modification is because of car accidents -- do you know what i am saying? if we have the data, we can prioritize and find those measures. we can prevent those kind of injuries. it will reduce costs in the long run. for talking with director daughter -- director dodd, she is trying to institute as many provisions as possible. >> this goes back to the academy issue. younger people don't break as easily as older people. we would probably experienced last officers going off on disability or recovering faster from injury. >> it will be helpful to have

the data. >> thank you for the questions. one of the things to follow up on the conversation that supervised wiener had, it is something i know that supervisor kim had talked about, the issue of civilianization. the folks that are on leave modification or permanently accommodated that somewhere in that grouping, we have people that could be returned somehow to the streets. i am hoping that the office can also take a look at the possibility for civilianization. it will be a less costly way of putting bodies on the streets. >> the next slide is on overtime. projected to be 85,000 by the

end of the year, we are at 73,003 may. one of the contributing factors for the decrease has been the redeployment of on duty officers particularly to events. we pay tremendous attention to the tracking of the overtime and we are very proud of the fact that this particular graph is very dramatic has and how we have been able to bring in just a few years ago. i am not even going to attempt this slide. i will call the director up. >> this is the technology slide. on the left-hand side is the current scenario. and this is sort of the current state. on the right-hand side is the future state. in the middle is the funding.

what i tried to capture here, this is what i hope to accomplish but i need the funding and resources to accomplish its. if i don't get the funding, i want to accomplish those things. that is how that all works together. it is a lot of basic things like e-mail, automating crime reports, getting the password into a workable scenario. i don't have it in front of me. it has helped us. san francisco is the host agency

for 40 other agencies for law- enforcement data. we spend a tremendous amount of time doing basic password resets for other department of justice agencies. and we have a very small team of people. the top item that you see is the big strategic project for the year. it is a data warehouse. today, if you want to know something very simple such as if there was a robbery in your apartment building, you would think that we could just look on a system that. we cannot do that today. we have the information, somebody entered the information, but it has been printed and put in a large room with other paper documents. what we hope to do is to simply automate that so that we can

create searchable data for crime reports. from that, it will be san francisco data that will be community crime reports, so back to what the commissioner was asking, there is committed the crime reports that are available in 20 languages. that will be searchable as well. we will add the bay area crime reports. if i wanted to know the person walked with a limp, had a long, silver-barrelled handgun, i can pull up that day in an automated fashion. we have completed the first phase. that we have actually got the crime report online and searchable right now. we are working on the front end

where the police officers enter the data, we're working on editing the front and so that we are forcing them to enter seven digits as opposed to just any number of digits. i am happy to answer any specifics that we might have. it is a lot of basic technology that we are putting in place for the next year. >> the implementation really depends on resources and whether or not you are able to get them? is it part of their plan and general strategic vision? >> i don't really know at the point at which it is a go. i am trying to get from you this funding for the top projects, it appears that i am going to be

successful in doing that. so the funding we are getting and a headcount we are getting, a lot of this work can be done through headcount @ help desk people. a lot of it is password resets and network infrastructure, the internet based applications that we need are things that we are going to need on an ongoing basis. headcount is the hardest thing to get. >> you mean you want to hire more people? >> yes. we had something like 98 projects going on because we had vendors coming to the police department, for and police officers that met with a vendor, and we might have even turned on the technology. but we did not have the support infrastructure to support it on an ongoing basis. just to support the current

technology that we have, i am estimating that we need about 70 more people than we currently have. we have a very small set of junior desk top people. we have almost no process people or change management. this is why implementing large change is really difficult because we don't have it really any project people or business analysts. none of those types of resources. that is why the data warehouse we have brought in, oracle, most of that work is people to do the process work and the change work. >> a question for the mayor's office. it has to do with the process

and whether you are aware whether these proposals and these projects have been vetted through the committee and how it fits in with overall investments? >> the police department did present all of its request him through the process initially. there were 10 or 11 new positions that were requested of which six were founded by the mayor's office. those dollars that were granted to the police department did not essentially come from the allotment. above and beyond that, they provided funding for the data warehouse and a few other smaller items. those will be ongoing additional costs that will be incurred in subsequent years as well. >> the data warehouse is certainly something that the

process -- that they would say that it has been agreed to move forward? >> they will continue to work with the justice council so that those agencies get the data they require from the police department in order to complete their case management systems? >> the slide is disconcerting because part of it is really trying to understand how the departments are asking for resources and how it relates. we want to make sure that we are being coordinated in the approach that we are taking. supervisor chu has spearheaded getting at the cost of technology in line. many people agree that the police department has been woefully under resources in terms of technology. there is a recognition, but imagining that we are going to be staffing 70 new positions

sounds a bit high. and given where we need to go in the next five years, it sounds like a very daunting thing. it is just one of these slides that is jarring. >> it was incredibly daunting to even deal with this, because you're absolutely right. there is so much to do. how do you prioritize when everything needs to be done? all of these things need to be done and we have to pick and choose what we want to do and what it is going to cost. that is why i tried to put it all on one side. if you pick this, this doesn't get funded, the goal here was to try to put it all on one side so that we could see what we were picking into not going to be able to do. we simply can't do everything.

>> can we return to the topic of overtime? i know we just went over the slide briefly, but i appreciate that the department has made great strides in reducing the hours of overtime. i am wondering if similar to what we're doing with the fire department and others, departments that the top 10 really take a hard luck and see if we are budgeting at appropriate levels. and where are you with the budget analyst recommendations? >> we accept the recommendations. >> we are recommending a

reductions total they represent -- it would still allow increase of $13,360,577. $577 would be an increase of 3%. we are recommending a close out to the general fund to of a general fund totaling 6707 $9. total recommendations -- we are making a couple of changes at the request of the department. on page 43 of the report, whereas, as you'll notice, the

cadet positions, 14 to 0. we are leaving the cut alone at the request of the department. they would like to leave these in the budget. the savings would still be achieved, but they want the flexibility of if they do receive funds in the future, they would not have to reestablished those positions. and similarly, for the principle position, instead of going from one to zero, we are recommending one to one. the recommended reduction would remain the same. we agree with the department's request to have flexibility that if they have sufficient funds in the future, that position would be maintained in the budget. that completes my comments,

supervisors. i would be glad to respond to any questions. >> what do the police cadet positions do? >> we have to get local young people, they give them a favorable impression of the police officers.

>> as well as the the idea, to increase its commensurate level of attrition? >> and on the -- >> any other questions from the committee? if that is the case, and there is agreement with the budget analysts on the cuts, can we take those without objection? >> working to patrol their lines, what is currently the policy on how often your officers -- can you talk about

that? >> there are required to ride muni twice per shift. they keep pathways' clean and are clear through enforcement of the diamond lanes. and we have a task force made up of officers that pursuit -- and then made a great case the other day where there are people actually manufacturing that de's transfers of of a template that will be used to that day. those are the resources related to the work order received. >> they are dedicated to transit? when you are referring to folks required to ride it to shift. >> the officers are required.

>> why don't we take the budget analyst recommendations. i think we can do that without objection. i want to recognize -- can they say a few words, perhaps? >> we will continue to address our core mission to investigate.

>> our next department, thank you. our next department is the public defender's office. >> we are required to provide legal representation for 20,000 people every year.