before we go into the general budget side, we were asked to do also just like the fire department at $1.5 million cut from our current budget, and we like the fire department achieved that through revenue solutions and expenditure adjustments and made our target amount. and we've forwarded that to the mayor's budget office. if you look at our budget for revenue, we are a general fund department largely with 395 million of that being general fund. 40 million public safety sales tax, about a million in state public safety designated allocations and grants. our federal revenue is also in grants. airport funds, the 338 staff that are assigned there. we provide services to other city departments and there is some revenue there. all other revenues come from

services provided outside city departments, permit fees, fines administered by the department. one thing i want to call your attention to, if you look at fees, fines, and charges, in that amount is the $1.3 million that we were expecting to get from the housing authority. obviously the housing authority is having significant funding problems. the back funding that goes towards some 40 odd officers assigned to the public housing complex of san francisco. since its inception in 2004 as a result of the 34% in the reduction of violent crime, in those same areas, we just added some more officers last year prior to the fiscal crisis that's affecting the housing authority. so, we're working with the mayor's budget office to see if we can't figure out a way to close that gap, but we do have a $1.3 million gap built into

that .2 million. with regard to expenditures, as you can see, 88%, nearly 90% of our budget just like the fire department is going to be salary and fringe. the nonpersonnel budget, major expenses or i-t licensing and maintenance, facility rent and maintenance, litigation fees and judgment claims, department wide photocopying and printing and training expenses, major expenses within the materials and supplies, office supplies, specialty uniform, safety equipment with computer hardware. we do have a capital outlay, capital improvement project [speaker not understood] range renovation of about 7 28,000. the new public safety building fixture of what they call ff & e, fixtures, furniture and equipment, of about 8 million ~. and debt service on prior year marked cars about a million and a half. services by other departments

for charges, workman's comp about 12.8 million, the same as last year. we figure it will come in right about on that or under. the department of technology is about 9.8 million. vehicle maintenance and fuel charges is 5.2 million. we think we can make a pretty good department in that if we can get a vehicle replacement plan which will be one of the later slides. ~ dent and then others total about 4 million, including dpw building repair, puc charges, rents, and the like. >> real quick, you mention housing authority issue. is that -- that's for next fiscal year. do you still have an issue this fiscal year? >> i'll let -- >> yes. maureen gannon, cfo. yes, we do have 1.13 shortfall in the current year. >> thanks. >> [inaudible].

the next slide is on work orders. major police services to other city departments, airport, again, they fund 316 mta, ad traffic muni response team, k-9 which obviously are getting a lot of play in light of the events in boston. [speaker not understood] plain clothes and we have one clerk at the taxi commission. the fund ports two officers, puc one captain that oversees homeland security for political infrastructure. obviously again, been meeting a lot with her this week. the library runs overtime a gap closing the main library during open hours. hsa has an officer for food stamp application location during business hours. the moscone center, as needed. treasure island has one security guard. and then we do dpw graffiti abatement and overtime, and numbers for those various allocations are listed. the next one, the next slide

states our -- >> chief, supervisor wiener has a question. >> thank you. welcome, chief. i have a work order question specifically about the mta. >> sure. >> work order for 14, almost $15 million. and just to be clear, that money is essential money for the police department and neither i nor anyone i know of think that that money should not go to the police department. we have to have a traffic company. these are all critical nonexpendable services. i think the big question is whether the mta should be paying for that entire amount or whether the general fund should be covering it. and understanding that it is a 0 sum game, the money has to come from somewhere to the police department. and i'm just curious if you could comment on -- and also i don't think anyone thinks that that number that the mta shouldn't pay any portion of that, but specifically as to the traffic company and some of

the traffic enforcement, in terms of whether that should be coming from the mta given muni's funding challenges as opposed to the general fund. >> i think the decision was made several administrations ago that with the emphasis being on [speaker not understood] clearing to increase on-time schedule, it gave more autonomy to mta to actually have the officers under their budget, but i mean that's the reason they're there. that's been their primary function for -- it's at least 7 or 8 years now. >> i know it's been -- that decision was made. i know and i understand that we have many demands on our general fund as well. i'm not saying this is in any way some sort of easy thing. i just think it is always worth

considering whether the general fund should be paying for that, or at least a portion of that, as opposed to the mta. i'm not expecting you to take a position on that, but i just wanted to put that out there because i think we've -- muni is in particular a pretty severely underfunded and we tend to -- muni tends to pay for a lot of different things that may or may not be within its core area. and, so, just wanted to put that out there. but i think we need to -- that function of the police has to be funded somehow, whether it's general fund or mta. >> again, i woeedthctionv go either way, but i will tell you that many departments in prior police departments is at or near the top of the list on thing that we do that i constantly hear at least from the officers, how is this our thing. ~ won't and the thing is if we have

people that makes the city safer, however it is, whatever the ask is, obviously right now the demands on the department in light of what happened in boston, there's nothing that we're not going to say yes to in it allows people to feel that much safer. regardless of our budget. >> right. we all agree on what services need to be delivered by the department. it's just a matter of where the money comes from. thank you. >> with regard to our funded positions, you'll notice that the sworn count actually drops even though we're doing this very significant hire. we appreciate the support of the board, the mayor's hiring plan. the problem is that our attrition is still defeating or so overwhelming our hiring. this is going to happen until about the end of this year at about holiday time. and then it's going to turn the

other way. the very next slide will explain how it would go or how it would have gone if we hadn't had that hiring plan. if you look at this bar chart, right now because of the hiring plan approved by the board, we're closer to 1700 officers. had we not had that plan, we'd be closer to 1600 officers. and, again, it would get far worse before it gets better. if you look at -- the next slide tells you how we're actually doing in our hiring. we're on schedule. we're on track. we're hiring as we have been authorized. the academy [speaker not understood] the maximizing laterals which take less time on the street and going to the next slide. it's a great indicator of how critical it is. we do so much front end stuff with young people and in schools and trying to work through the jobs programs and the like. but if you look at the staffing, the violent crime rate almost clearly mirrors

inversely when we have full staffing versus when we're short. when we are at our -- the last time we were as low as we are now was in the midst of that mid '90s on average homicides a year. when we went to full staffing, we actually set that record in 2009 of 45 homicides a 30-year record. as we remain high, the count remained low, we put in a lot of efficiencies thanks to director given and leioni, i-t division. if you look at the next slide -- we're going to go back one, to slide number -- yeah, the next slide, the one that talks about the staffing adjustment. if you'll look -- so, we did this last year. the officers were great. we got tremendous cooperation from the poa. hr actually entered into it and the city attorney and the

mayor's office, while we were able to reach an accord and actually a side agreement to the poa contract where for the first time since '86, all the officers in the police department -- the only officers in the police department working a 10-hour day are now assigned a patrol. as it was originally intended. some 500 plus officers went away from the 10-hour day and on to to either the 9 hour day or eight-hour day. this was effectively about a 15,000 hour day increase in staffing, a savings of over $10 million had we had to hire those officers. we tiltedth the staffing schedules towards nights and weekends. ~ tilted even though we're down to 1700 officers, this went a long way to do a little bit of a -- take a little bit of a gamble, if you will, and go on the technology -- technological information we have as to where our crime was most occurring. we put the cops there and we've been fortunate to be able to

keep the fatal gun and homicide countdown. ~ count down. so, with that -- >> chief, if i may, some of the statistics you just described are incredibly important to sucres for the public because i think a lot of times members of the public, they wonder why there aren't more patrol officers, why there's not more traffic enforcement, et cetera. a lot of times people don't fully understand how problematic it wattx of so many years we didn't have police academy classes and we saw the department strained, about 300 short right now. ~ so, that's why it was so positive that the mayor put three academy classes per year in the budget last year and made a commitment, i know, i believe and hope that the board has the same commitment to consistently fund three academy classes per year. because even with turning it around like we're trying to do, it's goingic to like another

five years for the department to get to full staffing. and i think it's incredibly important for all of us to stay committed to the three academy classes a year because we're in good budget or better budget times now, but that could change in the coming years. and i know it's very tempting to say, well, we can save some money if we just cut this academy class or that academy class and we really end up shooting ourselves in the foot. so, i am very committed to making sure that we stick with the three academy classes per year. i think it's very, very important for the public to understand how important that is. >> again, we really appreciate the support. we know it's a big priority of the mayor's and that when we do get to full staffing, it will become two academy classes a year to keep up with attrition. that traditionally has been where we've fallen off. when we get to full staffing, everybody just figures we're okay, and i don't think what people understand is when you lose track of full staffing, what it

takes to get back to full staffing and how expensive it is to get back to full staffing. by just doing the two academy classes a year ongoing, we never get back in the hole again. and i really think we have a responsibility to keep -- if and when we get the department to full staffing, if we can stay there, there's no reason why we can't really make inroads to make the reduced violent crime rate the new normal in san francisco. >> i completely agree with that. another aspect that i think -- i'm not sure if everyone in the public knows -- is that despite we had this decline in the number of officers because of lack of academy classes, but it could have been much worse because there are an awful lot of officers who are eligible, have been eligible to retire. and because they want to keep working, they love the job, they keep working. had everyone who is eligible to receive full retirement

retired, it would have been -- i think the numbers would be much lower than they are now. >> that is true. and then also if the officers who are not eligible to retire had not gone along with -- i really do think -- you talk about putting some skin in the game, they're working more nights, more weekends, 500 some officers are working actually more days and it was by agreement. and we didn't give anything up. they just made the gesture to keep san francisco safer. >> and i guess the question is in terms of the projections that you have now and over the next, you know, several years, i assume you're making assumptions about how many officers are going to be retiring. and i'm assuming that those assumptions contain -- that you're assuming that there are a certain number of officers eligible to retire who will not retire. how do you come up with the numbers in terms of how many retirements we're going to see? >> well, thankfully we're really -- we're a very old

police department. not just old in years, but old in how long we've been around. so, traditionally the retirements in the department fluctuate between 60 and 90. so, that's why i go to the two academy classes a year. if we hire two academy classes a year, it keeps up with attrition once the drops program sunsets. the drop program inflated the numbers of folks retiring and accelerated it. once that sunsets next summer, we can count ongoing back to 60 to 90. and if -- once we get to full staffing, if we go to two classes a year, we should be right where we want to be. >> maybe i have inaccurate information. but i thought since there were a lot of late hires in the late '70s or early '80s, we would have more retirees. >> those are the officers that went out the door. that's my generation. >> so that particular generation you think now will be resolved? >> it should pretty much take

care of itself by the end of next summer. >> okay, thank you. >> supervisor breed. >> [inaudible]. thank you, chief, for the presentation. i just wanted to add a few comments. just for the recent class and the additional officers some of our areas where there is sort of an increase in crime, i noticed a difference. ~ and some i know the residents have noticed a difference having officers on the streets regularly prevents crime from happening. and having foot patrols, having folks in their vehicles. it's just very noticeable to me. and this is just 8 additional police officers at northern station, and what a difference it makes in a community. and, so, i do want to see us get to the staffing levels necessary in order to maintain that here in the city. and, so, i am also committed to

making sure that we continue to bring those classes online. and we have a plan in place that could maintain the staffing levels we need in the city, especially because there was a period of time where we were not where we should have been and especially in the western addition and i know in the bayview hunters point and in the mission, i mean, we know all too well the statistic of where many of the homicides are taking place. and, so, i really don't want us to go backwards and so i'm hid to that and i just wanted to let you know that, thank you. >> i appreciate it. and i can assure all of the board and those who are not here, the first officers to go when you hear the staffing [speaker not understood], each school getting an s-r-o, so, those are going to be the ones you'll generally notice. like you said, the 8 officer on the ground, the mid-market beats. we're fully funding the traffic company as part of our pedestrian safety.

so, with our number one duty being to answer the 911 calls just like it is with the fire department, the front-end stuff so critical to getting long-term gains, that goes back till we get back to our maximum staffing. our next slide is for overtime. we've been very responsible with our overtime over the last several years. you can see that this year we believe that we will be able to come in at the 9.4 million. i asked wess for an additional 5 million in overtime. again, it's very difficult to meet all the needs and all the asks and the events and then, then, then when you're down 15% staffing. as the staffing goes up, it would make sense that the overtime would continue to go down. but in light of, again, the events on monday, i can't even tell you, my phone has not

stopped with asks, public safety plans, what are we doing for the event? again, we will staff these events appropriately. we will relook at every security plan to make sure that as we move into the event season, people can celebrate everything they want to celebrate, enjoy everything they want to enjoy safely. but i would anticipate that in addition to the $500,000 ask just to get us to where we were last year, i have a meeting this afternoon with the mayor for that. that may go up and i spoke with ms. howard. she just walked up, but i don't think anybody expects the climate in san francisco or anywhere else in the country is the same tuesday after what happened on monday. the recivilianization plan i spoke about at the beginning, again, supervisor chiu last year, we identified 52 positions over this two-year budget that we believe could be recivilianized. these are positioned that at one point in time were

civilian. but because of the attrition, both in the civilian core as well as the sworn complement, they had to be staffed. so when officers would go off on light duty or for other reasons, a sworn person took these jobs. so, as we fashioned our budget this accounts, approximately during the academy class, 52 positions, just putting officers back out to do what they assigned to do, and getting other people skilled doing the sort of thing what they need to do, it's just smart. this is an indication of where we've been with regard to civilian positions. i'd call your attention to 2009, not only was that the last year that the police department was full staffed, but it was also high water for civilians unless you go back to 1985. so, if we can get back to where, again, people at counters and windows and permits and the like are

civilians and the officers are out providing the presence and the response t keeps the city safe, that's the best use of resources. a little update on the public safety building. chief hayes white mentioned and you all should have gotten an invitation to the topping off tomorrow at 9:30 at 1300 3rd street at mission rock. they will be putting on the top beam and then filling it up after that. this building was part of the first easter bond. i know there is a second easter bond coming up. we are looking -- it says here it's going to be open to the public october 14. i'm prepared to be disappointed, but i'm hopeful. i-t has been a huge priority for the police department over the last couple years. we have as capable a team as any department could hope for. leo is a key piece to that.

they just actually won the mfac award for the crime data warehouse. it's the first web-based google searchable computer that is as close to real time as we have ever had. we're upgrading the connectivity and the powers to take the data warehouse where we can make our reports in real time, keeping the officers in the field. we're hopeful that in the next few months we're actually going to have a handheld device with every officer, but would be a phone, it's going to make for quicker access, real time. we actually have a meeting with cal doj. we're appreciative to attorney general harris for actually taking a chance on san francisco. we will be the first police department in the state of california to have california department of justice information available on a mobile device. we believe that we have the security worked out and again it's going to keep the officers in the field, go a long way to helping us bridge that gap until we get to full staffing.

our next slide, capital improvement, the golden gate park stables is about a quarter of a million dollars. our lake merced renovation to the range, about a half million dollars already approved. requested mission security fencing. the traffic relocation hall of justice which is part of the easter bond, too, and then district station academy improvements, things like the roofs that are just outside what we call the [speaker not understood] just before you bring custodies into the station. parking lot pavements, air conditioning and electrical upgrades and hot water supply systems. these are all things that have been left wanting over the years. and then finally, the last slide, which i'm sure you're relieved to hear, is the vehicle replacement schedule. so, 79 or 20% of our marked

cars are over 100,000 miles. and you have to remember police cars never really rest. they just go watch to watch to watch. they stay deployed most of the time. 350 of our cars would actually fail the environmental code healthy air and clean safety transportation program guidelines in that they're over 12 years old. there is an emergency vehicle exemption because if we didn't have them we wouldn't have enough cars outright, except for that one car we have from 1985 which just shows they built good cars 30 years ago. our fuel bill was 2.3 million. our maintenance and repair bill is nearly 3 million. obviously with such an aging fleet, such a poorly fuel efficient fleet, we would think we could make tremendous inroads in both those annual costs if we had a newer, more fuel efficient fleet. chiu that in. ~ to that end we're working with the mayor's office on a

five-year replacement schedule. trying to be smart about this so we don't continually get in the hole. if we could have an ongoing replacement schedule, we wouldn't get creamed with the big expense on occasion. supervisor wiener asked, you know, wasn't there a big hire in late '70s, '80s. yeah, there was also a big hire in early '0s. there was also a big hire in the '90s. then they talked about layoffs in the mid '90s. so, we talked about -- if everything would be more consistent and spread out, we wouldn't get in those fiscal and personnel crises. so, we would just ask -- i know it's 6, 7 years away. some of the supervisors may not be here at the time. but if we keep that discussion alive as we go forward, i think it's something that needs to be passed on from board to board. and that concludes our report and i would take any questions. and i have maureen and carolyn

and leo and company here to answer if i cannot. >> thanks, chief. colleagues, do we have any further questions for chief suhr at this time? okay, thank you very much. thank you to your staff for being here and for your time today. at this point we'll open it up to public comment. if there's anyone that would like to publicly comment on item number 2. please come forward. all right. seeing none, public comment is closed. [gavel] >> thanks again to the chief. and to staff for being here today. and look forward to ensuing discussions during our budget season. colleagues, can i have a motion to continue this item to the call of the chair? ~ we can do so without opposition. [gavel] >> >> okay. mr. clerk, could we please call item number 4, we're doing 4 and 5 together. i'm sorry. >> 3. >> i'm sorry, 3 and 5 together. >> item number 3, hearing to receive an update from the mayor's budget office on the draft plan outlining immediate

information technology upgrades for san francisco's emergency personnel. item number 5, hearing on the city's multiple mobile radio systems, projects, and budgets. >> okay, thank you very much. mr. clerk, supervisor chiu and i called for a severed hearings on similar topics. so, we decided to combine these into one hearing to save everyone the time. i called for this hearing originally after talking with a number of our first responder chiefs as well as command staff about their technology systems and also reading a lot in the press about the over $100 million shortfall in our technology upgrades for emergency personnel. my goal here as our budget here is to find out what needs are for emergency personnel. i think we heard some of the discussion in the different

presentations earlier and how we can meet those needs going forward. so, i am on a personal level i think making sure our first responders that are on the street, on a daily basis, that they have the latest and greatest technology that they need to do their jobs. it is very important for us to fund here at the board of supervisors. and i will always be supporting that. we both [speaker not understood] i think we need to stand by that with regard to our first responders. i am joined -- we are joined now by supervisor chiu and we also have, supervisor chiu, i'd open up if you have any opening comments. so, woulder going to hand it over in a second to [speaker not understood] from the mayor's budget office. open it up to supervisor chiu if you have any opening comments and also note with supervisor avalos coming back, we will have more than potentially six le