163 officers being certified in five core languages. we are in the process of developing an lapd language line. just to explain to you how it works, if officers carry these documents, it basically says on them that it depends on the language you want to speak. they pick up one of these receivers they are at every station. the officer is on one line. speaking to the translator. they simply point to the language on these forms that they speak and they are connected in they will speak to somebody in their own language. the officer is able to

participate in the conversation. that concludes our presentation. supervisor avalos: thank you for your presentation. a couple of questions. when you appeared here before, there was discussion about training between youth and police officers. there was a suggestion that came out of the forme earlier this year, i am wondering where things are at with funding for the training. i believe the organization strategy -- >> there was no funding for the training. we have adopted training for the academy. it started with a lateral class.

it will continue with the next academy class going forward. it meets every criteria, as discussed. they will participate in talking to the new officers. we are working with the san francisco unified school district on the memo you -- on the elmo ymou. everybody enjoyed the "it gets better" video. we're working with them to find out what subjects they want to make a video on. we would be happy to lend the resources of our video unit to make such a video once we decide what the subject is going to be. supervisor avalos: it is great to see movement towards that end. i just heard from the director of the youth commission saying there is potentially finding --

potential funding for 80% of the program. they would need $10,000 to do additional training. could you check in with marieo o see where things are at? we could have an additional level of rapport with some talented trainers. >> when we did meet with supervisor campos, since times are tough, maybe we would go with a local group that could help us with training with a similar model. go with the thinking of local hire versus hiring the company from across the country. supervisor avalos: you are

waiting to hear back on that idea? >> we are going forward. we have to hire 763 police officers in the next six years. the youth puiece -- piece is in place and we do speak with mario often. supervisor avalos: i appreciate the efforts you are making. the other question i have was looking at the tnt program. in the southeast sector, the southern sector, there has been an uptick in violence. we have not had the incidences and frequency of homicides and shootings in several years as we have had this year. people are very concerned. there has been somewhat of a

rollback of the local staffing. we're wondering what we can do to reestablish that program. i am working with a lot of communicators to start neighborhood watch groups. programs that bring residents together. >> the tnt has done a great job over the years. i will work with the captain to make sure they are refocused for we just promoted the 15 sergeants that should come out of training in the next couple of weeks. maybe we can get them a new supervisor until their former supervisor returns. supervisor avalos: there was a

concern about the supervisor not being around. there was a request last night, trying to get the sergeant back. if that is a possibility, that would be very welcome. >> we should probably talk about that offline. supervisor chu: supervisors, in terms of the next person to speak, i know we did not ask you to make a presentation. if you want to add a few words. >> good afternoon. i am the director of the office of citizen complaints. i thank you for providing me the opportunity to give you some brief remarks. the office of citizen complaints is a chartered designated department. investigate civilian complaints of police misconduct.

we are part of the police department's budget, but we are separate agency. i would like to thank the budget director, deputy budget director, who assisted with our budget as well as the mayor. i am continuing to work with harvey rose on their productions. there are no program changes to the occ, but the mayor did add two investigators. the budget analyst proposes to reduce line, as well as the budget analyst proposes to reduce 50% of temporary salary budget and 19% of our $50,000 in discretionary spending that is used for training, professional services, document services, information technology services. my tenure as a director began in 2007 on the heels of a highly

critical controller's audit. i am happy to report that the most recent post-audit, which was completed in may, found the office has complied with five areas they investigated in 2012. i did point out to the auditor, though, that in spite of the changes we have made in these 4.5 years, continues to struggle with completion of investigations due to inadequate investigators staffing. it prevents us from implementing technology projects that are needed. however, this year, we were able to initiate one of the two projects that was recommended by the auditor. online complained filing. we did plan to implement a second project for the

investigators of important dates. complaints must be completed within one year under the government code in order to impose discipline on officers. a plan to implement that second project in 2012-2013, at the mayor's proposed budget would have enabled us to do that. however, with the recommended cuts, we will not be able to do so. we do plan to continue to address our core mission, to investigate and make findings on complaints of police misconduct promptly, a fairly, and without bias. to mediate complaints when appropriate, and i am happy to report our mediation program is nationally recognized and most recently recognized by community boards and received an award. it was also commended by this

board of supervisors. finally, our third charged under the charter is to make policy recommendations on police practices and policies. these two additional investigator positions would have reduced the investigators caseload to 18 cases per investigator rather than the current 21 cases per investigator. in the 2007 audit, it was recommended that 16 cases per investigator is best practices. the current caseload of investigators is 21 cases per investigator. each additional case handled by investigator hampers their ability to spend the necessary time to thoroughly investigate and complete the case. it is troubling to me with our sustained cases when only 32% of them are completed within nine months.

that means the remaining sustained cases are completed right up to the deadline. we did not have any that went past the statute of limitations this past year. however, it is concerning. for all the cases, 67% were completed within nine months. our goal is to complete oliver cases within nine months. the last two reductions -- all of our cases within nine months. the last two reductions deal with temporary salaries as well as services. it would reduce our ability to back fill vacancies due to long- term medical leave, family leave, and the need to temporarily hire investigators with specialized skills. finally, the third reduction, professional services. it would prevent the occ from

implementing a system for investigators. another recommendation of the comptroller of -- controller. i would respectfully request that this committee restore the proposed cuts to this budget. that does conclude my remarks. supervisor kim: you answered my question about the investigator position in terms of justifying the need. the last piece of the training or the professional services, he said the reduction would not allow you to have a robust program. historically, it says you have not spend the full $25,000. i am just wondering -- i assume you are already leading a robust training program. can you explain why you feel the need to keep that?

>> the occ has not understand its budget. unfortunately, what the analyst focused on was a sub object in the budget, professional services. the occ spends within a character. it was within that character, all of the money was spent, even though it was not allocated to professional services. the money is used for training, to pay for specialized trainers , police officer standards and training, that is paid for by the state, but not for

civilians. the analyst and die will continue to discuss -- the analyst and i will continue to discuss the statement that it was underspent. we do not believe that it was. supervisor chu: why don't we go to the budget analyst report? >> i did not hear if there were comments on our recommendations. did i miss that? supervisor chu: we did not ask. >> we would be happy to continue to work with the budget analyst. some of the recommendations are okay, but they were some of the smaller items. the larger items regarding overtime, and the licensing fees, which totaled a lion's

share of the recommendations. cable need a lot of conversation. -- they will need a lot of conversation. >> that is consistent with my understanding of the $3.5 million with the recommended cuts for 12-13. the department agrees with $559,000, as of now. on 13-14, out of 3.8 million, the department agrees with approximately -- let me retract that. on 12-13, it is about 308,000 agreement. in 13-14, it is approximately 559,000 out of 3.8 million. we will continue to work with the department. as of this point, we have

substantial disagreements and we can explain a recommendations now or next week. supervisor chu: why do we do that next week? for the three academy classes, et do you know when the start dates are? >> i do not have that. the start date will be june 25. we just -- we have an active list. i heard the ahmadinejad director speak to how hard it is to get these lists. wheat -- i heard the hr director speak to how hard it is to get these lists. supervisor chu: your budget reflects the academy class starting at what dates? >> our budget reflects class

starting in september, march, and june. supervisor chu: thank you for your presentation. we look forward to continued conversations. we will see you next week, thank you. our next department is the sheriff's department. actually, i am sorry. one other thing -- there was an item that was related to your budget. i believe it is item number 4. it is the police code increased permit and license fee. we will not be taking action on it, but you have a conversation quickly about what it is. and then we can continue the item. >> i am not prepared to speak on that at this time. i thought this was just budget. supervisor chu: it is a piece of legislation trailing with your budget. perhaps the budget office could explain that?

it is an increase to am not pren that. supervisor your permit and license fee, item number four. >> i chu: the budget office to respond? >> supervisors, this is a fee associated with trying to get the police department closer to full recovery for part of their commercial parking permit. as well as to make sure the treasured tax collector also has

a full cost recovery. in the item, the fees are changing. a number of fees are changing. mostly it is small dollar values. >> [inaudible] >> the primary fee would increase the permit application feet for commercial parking permits from 462 to $762. it would increase the license fees by $14. these are fees associated with commercial parking, service parking lots. supervisor chu: the increase is

from 462 to 700? that seems like a high jump. is there a justification? >> try to bring the department to full cost recovery. they are not in your close to at this point. currently, it because the department over $1,000 to process these permits. supervisor chu: we are not recovering fully? >> that is correct. supervisor chu: thank you. anything else he would add? supervisor wiener: how you calculate cost recovery? that seems a little bit nebulous. there are an enormous number of hurdles, and i am wondering,

that is a lot of cost recovery, a lot of cost to process one permit application. i know there is fingerprinting and the bonding and all sorts of other requirements. unless all of those are critical. >> thank you, supervisor. as you just heard, even 762 does not make us whole. i understand a few years ago, the board of supervisors moved the duties of investigation for garages and parking lots from fire department to the police department. in that time, it is a labor- intensive effort to do the

investigation, the background, the fingerprinting, the permit, the hearings. we just recently had to hire a part-time employee to come back just to hear the cases. i think the $1,000 market is accurate. we were woefully underfunded when we assumed the duties. i think if you talk to the assessor and the tax collector, we have recovered fees like never before in the short two years we have the responsibility. again, the 762 mark still brings us considerably short. this is a another civilian type of duty that we have the police department. because of the clerical -- you ruffled duty police officers doing the investigation.

-- you have to full duty police officers doing investigations. supervisor avalos: do we have an estimate for what approval of these increases would yield? >> this is a sam to generate about $250,000 in revenue -- a sand to generate about $250 in revenue. supervisor chu: in terms of commercial parking permits, who is going to be impacted? who applies for these permits? what are we talking about? >> if they are new or transfers, they go through a process. there are a checklist of other city agencies that have to investigate. the fire department, the health department, the tax collector and the assessor's office. supervisor chu: i just want to know who pays for the parking

permits. is it a commercial entity -- is it a construction company? to does it impact? -- who doesn't impact? >> it is the owner of the garage. that would be the entity that would pay the fee. just a couple of examples of the kinds of activities the police department has to conduct, it includes conducting an annual hearing, working with the 800 individual garage operators to ensure the individual businesses complying with the auditing requirements and practices, including having appropriate revenue equipment and gates. if a garage or an operator falls out of compliance, during the follow-up work with the operator. as well as conducting a background checks.

it covers a variety of activities of throughout that whole process of compliance. supervisor wiener: i think this applies, if you are renting out one parking spot to your neighbor, it applies to you as well. i do have legislations that would exempt the it mom-and-pop renting out their side spots. right now, he were getting out -- hit with fees. supervisor chu: thank you. why don't we move on to the next apartment? that is the sheriff's department. -- why don't we move on to the next department? that is the sheriff's department. >> good afternoon, board members. i want to thank the mayor's

office and our budget analyst for helping. i just wanted to mention that we no longer have day cfo, so it has been a bit challenging. i think we are getting through it. first slide, there we go. the shares budget is driven by changes in the requirements to services delivery, program delivery, and affected by minimum staffing requirements. the average daily prisoner population was static in the 2011-2012. the department expected to be the same level over the next two fiscal years.

you will see that our overall budget for this year is $176 million. i am sorry, for last year, it was $176 million. we have been able to reduce its. it goes up again for the following year. that is mostly due to mandatory salary increases. our general fund support, last year, was $148 million. this year, it is $137 million. that is because of $8.5 million that we got from the state for realignment this coming year. last year, we only got $350,000. you will see our budgeted over time last year was nine -- the current year was $9.9 million. for next year, we are estimating it to be $6.4 million. that is a change of $3.4 million. we also have reimbursable overtime in the amount of $2.3

million. however, that still comes from dept. that are using general fund monies to make that happen. the department has over 1000 employees. 863 sworn. we operate five county jails, the civil division, a field services division, programs, and administration. this slide shows are uses by program area. custody, facilities and equipment, security services, administration, programs, recruitment and training. custody makes up over one half of the department's budget. we had a lot of general fund savings proposals.

i have a slide that shows those. you can kind of see what happened. we have our usual grants to abate general fund cost. the real number of positions we were able to reclassify down. revenue from the state, we are planning on working with adult probation to develop a housing reentry pod. we plan on bringing prisoners who would otherwise be state prison back to the local area earlier than they would normally be here and receive boarding fees while we work with them to do reentry planning. adult probation will do a lot of that. some of the efficiencies, just ke