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 like some of the other departments i've heard here today, we're working on creating some efficiencies with our i.t. and we want to civilianize two of the positions right now so that represents .09.

we're also -- will be purchasing compass software and providing training to our deputies in compass. compass is something the adult probation uses. it's a risk-assessment tool and we want to make sure we can share information with each other. we had a recent system by sis co-and it revealed key flaws in our aging department's infrastructure. could not support the 1.8 million that it rep -- represented. so we're going to fund this from year to year and phase it in as a -- and we're going to begin with 450,000 this coming year. we're also working with the city on project emerge.

and emerge does not have a scheduling component but will work for the san francisco sheriff's department and this will allow us to schedule more efficiently as a way to reduce overtime. i think that's it. i'm sorry, i forgot. the additional permanent salary dollars is $600,000. we've lost over 75 sworn position in the last three years and we have not hired since 2009. in addition, we currently have close to 48 employees off on leave and 25 of those are not expected to return. so we worked with the mayor's office to put this in our budget and hopefully this will help reduce overtime costs. then we also received some additional overtime, because our secure ward at san francisco general is closed most of the year. 95% of the year it was closed,

our medical ward, which means that each time a prisoner is admitted to the hospital we have to have a deputy sheriff guarding that prisoner. that resulted in over $500,000 worth of overtime this year and the mayor's bunt offers did a study and figured out basically that it doesn't pay for the city as a whole to open the medical ward unless we have three or more prisoners at a time in there. this ward fills fast because it also houses psychiatric inmates. supervisor chu: are quick question on your first item of efficiencies. you said that out of 13 i.t. positions that are currently staffed by sworn officers you'd be able to do one each year? >> i'm doing two this coming year and we'll try for two the following year. but we're phasing them in supervisor chu: is there a

reason why we can't do a more accelerated process? four out of 13 doesn't sound like a like -- lot but maybe there are some challenges to do that. >> we were the only department that went live on the justice program back in zpwine with that our i.t. was required to work 24/7 to provide the help desk. seeing the police presentation today i think maybe we need to talk about how we're going to do the 24/7 help desk with them. and i think there may be some efficiencies we could realize in the next year's budgets, but in turn we also use the sworn deputies to -- they manage the transportation lists for the next day. they manage taking bail. right now we're taking 24/7 bails for the courts, for the city and county of san francisco, and we're also in charge of the prisoner inmate

welfare -- i'm sorry, the come sarpe fund, this is -- commissarry fund, this -- which is about $3 million a year. so they're doing other functions. supervisor chu: i see. so the 14 sworn officers working in i.t. are also doing a number of other duties? >> that's correct but i think we can find that combination that will work as we phase in civilians and see how it goes. so these are the mandatory cost increases for the coming year. m.o.u. requirements for longevity pay, uniform allowance and meals awarded at the bargaining table. the housing authority no longer uses our department to perform

background checks on potential tenants and there were additional salary and fringe benefits awarded. so overall, our savings to the general fund are 10 million .6 this year from last year. the efficiency proposals, we added in the mandatory cost increases and due to chief still's advocacy for the city in sacramento, we were awarded 8.54 million for realignment this year. i do have some slides here about realignment. i'm not sure if you want to see those now. supervisor chu: why don't we just go highly -- high level over them. >> i'm sorry? supervisor chu: whn'