african american 48%. -- 28%. when combined, they represent 61% of the complainants. there is a slight decline of african-american complaints between 2009 and 2010 and a slight increase of between 2010 and 2011. 28% of the complaint and compared to 6% of san francisco's population. all other races were represented as complaints.

moving to case intake by language, they represented a 95% of our intakes with spanish a 4%. it was done on 28 cases and done by a spanish speaking bilingual investigators. we obtained translation services. in looking at the officers that received complaints, 543 officers received complaints. of those 543, 374 received one complaint.

seven received four, six received five, and five received more than five complaints in one year. we handle a variety of cases, but the cases of note that we received last year, we received 10 complaints involving the occupied movement. we received a complaint regarding a single room occupancy hotel tenants. and in those complaints, there were unlawful search, unlawful detention, a rest, and improper supervision. we also received three complaints of an officer in involving -- officer-involved shooting last year.

the allegation in 2011, the action represented the largest percentage of the allegations, 36%. conduct reflecting this credit, 28%. a collective duty -- neglect of duty. the findings that we made on allegations last year was not sustained. that means that there was not a preponderant of evidence to find or not find misconduct. that means that we found the allegation was not true.

usually no findings are made when we no longer receive cooperation and can't receive evidence. it means the complaint and withdrew the complaint. moving through sustained allegations, and neglect of duty represent -- conduct reflecting this credit, and unnecessary force, 2%. we avoided a backlog in 2011. when i started in late 2007, there was a large backlog of cases they were still in the inventory. there was only one case remaining from 2010, it is now

closed. because there was a decrease in complaint filings as well as a well-managed caseload. it represented the lowest number of cases in 19 years. it was of great concern to the comptroller, and in 2007, a very critical report. at the time that i became director in november of 2007, the investigator caseload averaged 31 and a greater. the average caseload at the conclusion of last year was 23 cases per investigative report team.

still, the best practice for a caseload for investigators is the 16 cases. we are not there in terms of having the most manageable case load. the police commission is -- performed the sustainability reviews, and they've prosecuted 27 cases last year. in addition to doing the policy work, there is sustainability reviews. in the area of policy analysis,

that is police protocol dealing with the mentally ill. she also continued to implement juvenile and police orders. she continued working on the implementation. and finally she proposed to include complaints of pain for use of force -- reporting 61 cases through pro bono mediators.

these represent the annual caseload of one investigator. the results in the time savings and cost savings. and a greater satisfaction for compliance and officers. it is based on five years of service. they will receive an award from the community board for the mediation services. moving on to our reach which is overseen by mr. salazar, the office of citizen complaints developed the fourth community outreach plan. unhook the community outreach strategic plan is the first of its kind in the nation and dr. walker has hosted in on this

website. in the outreach program, we give community presentations, we are involved in language access issues. we provide training at the police academy and we give oversight for law-enforcement. what the investigators have been their performance plan, other staff get involved in community outreach. in the area of an formation technology, it is what we rely on, it is our lifeblood.

that is what the overseas. the database nedeveloping new programs. he is involved in strategic case management initiative that require computing environment that is secure and stable. he is available 24/7 to ensure that our computing environment does all three of those things. last year, his creativity resulted in him developing of code for the database. we have a digital recordings connected to particular cases transferring from one investigator to another investigator.

he also developed an e-mail driven paper this process for document exchange between our office in the police department. they have not yet been implemented. linda taylor, she received many letters of commendation from the city attorney's office as was the police department for the excellent work she has done in responding to requests for documents. the document production, federal court and city attorney document requests involving a 1080

officers. the work is labor intensive, and it is extensive and uncompensated. it was $17,000 last year. halmoving to performance measurs part of the budget process, we have to performance goals and five performance measures under the goals. first, addressed the civilian complaints. and what is measured and the number of complaints sustained. completed in a timely manner, it was 100%. the number of complaints) annually, the target was 60.

we exceeded the target last year by each investigator closing an average of 61 cases. the second goal is to create an action in response to complaints. in which the practice recommendation, last year and 19 policy recommendations were made. resulting in a disciplined, the target was 90%. i would also like to thank the investigator who is the staff person that manages our performance measures. moving to the controller's audit, the comptroller city

services division issued an audit that said there were problems with case management and personnel management and these problems were degrading the investigation of the occ. it was my charge to address the 41 recommendations made by the comptroller. i am happy to report that four years later, we have substantially complied with 38 of those recommendations. one of the recommendations with online complaint filing, we were able to cobble together money in the budget, and we are going to

be retaining consultants so that in the next three months or six months, we will have on line complaint filing. our next the initiative is to have auto-pa for the alliance, something recommended by the controller in the budget. we will see if we have enough savings by the end of the budget year. the final goal is the completion of investigations within nine months. that is really a function of the budget investigators, we will continue the strategic case management to do the absolute best we can. let's look at the report card

for last year. we had one pending case from 2010. some of the ones that we implemented last year, we completed the confidential procedures manual. we posted to the web site frequently asked questions by officers. we began distributing a customer satisfaction survey to officers and complaints. we are hoping to obtain a graduate student to analyze those results. staffing challenges remained because of shrinking budget resources and unplanned the leaves of absences. but we did a higher new investigators to fill vacancies. our staff remain committed to our mission of copley, fairly,

and the investigation of police misconduct. the next step for us, continuing the successful mediation program to present the 2012 community outreach program and continue the average program to continue to evaluate practices and to improve community relations. to continue the case load and to an on-line complaint filing. that concludes my report. >> this is a very comprehensive and thorough report. i have to say it is great to see the numbers that the complaints are for sale -- excessive force.

i have to say that that explains why you are reaching your goal, i think things are moving faster. i want to a tank of the men and women, your investigators. it is great for the new commissioner. this is a complete introduction, it is timely. >> i want to join the president in thanking you for a very thorough report. i also would like to congratulate the chief inspector, and everyone for the

hard work. thank you very much. it would actually be helpful to us to have the power point presentation that you just presented. can we have a copy of that, please? i want to follow up on the sro complaints. is there any data, i know you probably don't have it. i would like to see what the charges are and what the outcomes are. >> those are open investigations, so we do not have data on them. >> all of them are currently

still open? >> the ones to which i was referring in the annual report, yes, they are still open. there is a concurrent criminal investigation taking place. >> and this might be a better question for the chief inspector, but we talked about the avoidance efforts, and you credited the increase to a certain extent of well-managed caseloads. can you tell me what you mean by that? >> i would be happy to elaborate on that. in our database, and we have real time numbers on how many

cases each investigator has been assigned, how many are open, how many have been closed, how many have been stayed. as a management team, including myself, the chief investigator, the senior investigator, we looked at that home data high monthly -- we look at that data bi-monthly. if an investigator has been falling behind or has an excessive number of cases compared to other investigators, they are redistributed. we look to see when the investigator is on intake. suddenly, the investigators case was grown by five.

i also mean that the chief investigator. a live investigator -- in addition to that, the case work summaries. the actual documentation of what the investigator is doing on a case, those have been digitized. the chief investigator, senior investigator and i can each to look at the work an investigator is doing on a particular case and help them manage the case. finally, time lines are being placed in the casework summary so that the investigator has had a target date for completing certain tasks.

>> one more area of inquiry. the on-line complaint filing system, the funds from the budget, what are we looking at in terms of how much that is going to cost? >> we are looking at $9,000. >> and that is other areas we have borrowed from within the budget, correct? are we thinking about possible ways of benchmarking the usage and utility of online complaint filing? i want to track how it's helping you do work from day one. so it's a system being utilized, to be more efficient, to allocate resources in a way that

is hopeful. >> we will certainly benchmark the online complaint filing. even though the on line complaint filing could make easier for the complaint, they will have to contact the complaint and have interviewed the complaint. but an amateur to your question, what could happen is that it can be ineffective of reach tool. it makes the occ more accessible.

that would be something to discuss. >> i think is the point to make us more accessible and increase the workload. i think to the extent that it happens, we need to look at other options to make sure you have the resources to do this work. it is important that the public have as many outlets so that we have the ability to reveal the situations. i of appreciate your help. >> thank you very much for your extremely thorough and detailed

, wonderful report. it has a lot of good stuff in and content-wise and is very education. i can appreciate your job out there. thanks to all of the other staff members of the occ that are taking their time to be here tonight and your hard and diligent work. it is greatly appreciated. a couple of comments or questions, following a on the comments of the ability to do that, cheaters on that. we are coming into the modern area and is very important.

that increased accessibility is essential and it is a terrific you are able to squeak out of funds in order to do that. i eighth joined the commissioner to see how that plays out. we will be watching that with interest. this report, the power point portion, is that going up on the web site? or is the entire report or both -- >> what will be available to the public is the annual report. it has been posted on the web site since we delivered the annual report to the police commission last week. we always publish it.

>> you did a wonderful job of this evening in convincing all of the detail of the report into the power point and pulling back together for us in your presentation. i don't know if it is all very self-explanatory and of itself, but it might be advantageous to a post that so that people can get an abbreviated summary format without going through the entire annual -- it would be helpful to the public have something that came to mind. i have a question regarding the complaints. a complaint regarding 2011, is

if an equivalent? and could be they came on a particular incident and it considers a one complaint. and if one person has several aspects to that once they got to us, there were specifications, and still is one complaint. we have the size, specifications that would reach a commission. >> it arises out of the same transaction, and sometimes the complaints about several things over several years, but they can come in