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.

90 attorneys and 80 support staff. it is a daunting job. the public defender's office was developed because of the economy of scale. we realized through our work and our caseloads. coming here today, we worked with our controller for 2.5 months at the request of a budget director. we developed a caseload analysis that determined a staffing level. it is based on felony and

misdemeanor case loads that were appropriate a few years ago. we had an aberration. we had many cases dismissed as a result of the crime lab's scandal last year. later that same year, it was revealed that there were a number of police officers that had a criminal histories that have not been revealed that also required at our department to begin a review of cases. all in all, we reviewed about

2000 cases. we certainly had some cases dismissed. there are hundreds of cases, having to review those cases, contact clients, bring them back to work, read some of -- writs of habeus corpus. the there were a number of police officers that were involved in misconduct.

they will be responsible for doing the review in these cases to the extent that we can get through these cases and put this behind us, it would be the best thing for the criminal justice system and the best thing for the city and the clients. the third thing that i wanted

to -- the second thing i wanted to raise to you today, we have reduced in number of cases, the referred to the private bar. there is a legal reason why a case cannot be handled by our office. it operates a panel of attorneys. they're available to accept appointments. because of lack of funding last year, our office was asked to handle all cases in which there was a conflict of interest. we have a chart here.

this one chart. and what you see, at the height of 2009, we were declaring 401 cases to the private bar. and in june of 2010, that was when we began seeing the reduction of cases. what you see is a steady reduction of cases referred to the private bar up until may 11. what this means is that you will see the resulting reduction in

costs to private representation provided to the bar association. that is a goal that we sent out to the chief, and we are still working to achieve that. we can see the dramatic drop of cases referred to the private bar. this year will be a watershed year for the criminal justice system. as you know, the governor has signed the realignment legislation. however, our office as well as the criminal justice partners are very much ahead of the curve. mir supervisorskarimi -- as supervisor mirkarimi can attest to.

so many individuals from state prisons and county jails, it will be critical that we not only properly staffed but properly train in order to accommodate a larger population both in the jails and in the communities. i would like to address the budget analyst's recommendations one by one. with respect to the disapproval or deletion of a new legal assistant to support the policy director, we are in agreement with that. that is a position that is currently grant funded. we received a grant from the san francisco foundation to support that i was asked if it would be

inappropriate to have that position in the probation department. the director will be overseeing the process, i agreed to have this position deleted from our budget. in respect to the temporary position, i believe that we have agreed to split the difference, so to speak. his math is, i'm sure, better than mine. we are in agreement in terms of reducing professional services

by $25,000. >> thank you very much. >> madam chair, members of the committee, going to page 49 that the public defender was just referring to, we were just advised by the mayor's office that there will be a technical amendment on that first position for the legal assistant position. we are withdrawing that recommendation. it is being transferred to another department and we believe it is supportable. there is no recommendation there. he is correct, i have agreed to recommend instead of $23,504 for the temporary miscellaneous salaries, i am recommending a racket that -- a reduction of

$11,000 are so. the total recommendations that would include the $25,000 and the $11,000 is $36,000 $762. -- $36,762. our total recommended general fund reductions are $179,000. i would be happy to respond to any questions. >> the recommendation is to withdraw the first item because it will be a technical adjustment. on the temporary miscellaneous about you. -- value. >> it would be for your consideration.