we appreciate the voters passing the bond for the crime lab and traffic company and medical examiner's office over at evans and tolan and i believe they hope to have completed by -- i'm not going to guess at that, but it will be finished. that concludes my report. >> okay. colleagues any questions for chief suhr? supervisor yee. >> thank you. chief suhr. >> yes. >> the graduates program seems like that would be sort of a natural pool of young people. >> yes. >> to get them maybe interested in the cadet program. >> yes. >> because that would be the next step, and i am wondering are there like some company --

approach to either expose them or when they reach a certain age to recruit them into the program. >> yes. great minds think alike. we actually help them fill out the application. that's exactly what we do. >> okay. >> we have a handful of cadets that were pla and unpaid and they're all city kids and volunteered their time and when they came of age we put them into the paid program and they're terrific. >> i want to say thanks for the report and like supervisor wiener i would be supportive of having accelerated rate of academies, so we could actually get our police officers to at least the old 1971 figure quicker than 1918 so i also want to thank you we asked a few questions about safety and we had a hearing not too long ago,

a fews ago, specifically talking about property theft and how are you going to be addressing it, and i thought what you -- the presentation then was very good and how people in the community should also be doing their part, and i know you're working closely with the da office in terms of their computerized systems to make things happen a little quicker so thank you very much. >> i appreciate the support. >> okay colleagues if there are no other comments chief thank you for being here and presenting. i am without a doubt lend my voice to supporting as many academy classes we can put in. i believe public safety and the shortage of police officers is one of the big issues facing the city so look forward to talking more during the budget process. >> if i could i need to give a shout out and this presentation

was done by maureen gannon and ms. welch and christine and she's terrific and ben rosenfeld and kate howard with the things we're trying to get done with the police department right now. >> thanks chief. okay. up next related joyce hicks real quick who is head of occ to come speak on her doesn't which i know -- department which is under the police department but integral part of the public safety infrastructure here in the city. . >> good afternoon chairperson

farrell and members of the budget and finance committee. i am joyce hicks and i thank you for the opportunity to address you. we are getting the powerpoint loaded up on the screen. >> why don't we get going because we have a number of other presenters and i want to make sure we're respecting people's staff time. >> certainly. i will quickly run through the presentation, the topics that i will discuss with you will be the history and the mission of the occ, organizational developments, our budget, investigations, legal unit, and information technology. the history and the mission of the occ is that it was created by a board of supervisors initiated charter in

1982. the occ became fully staff and operational in 1983. it is under the jurisdiction of the police commission, not a part of the police department but part of the police department's budget. the mission of the occ is to investigate civilian complaints and impartially and we make recommendations on police practices provided by charter, and in terms of promptness of investigation. in 2007 the city controller issued a highly critical report of the occ prior to my beginning and -- the title of the report was poor case staff management degrade the quality of occ investigations. one of the find negligence that report was that best practices for investigators is 16 cases per investigator, but in in 2007 the case load ranged from 20 to

45. that's still not the case but the case load is i will outline a little bit later is still too high. for 2014-15 under organizational developments staffing was constrainted by the adjustment and long-term absences. currently the staff vacancies include two journey level investigators and one senior investigator and those positions have not been filled because of the $300,000 attrition and step adjustment factor and we have long-term absences which cannot be permanently filled. we have one clerical and one senior investigator. moving quickly to the budget chart and again the mayor's office still has the occ's proposals under consideration, but for this

fiscal year the total budget 5.1 million dollars projected for next fiscal year 5.1 million dollars. with the proposed enhancements it would be $5.7 million. however there would still be the combined step and attrition of $266,000 which would cause the occ to hold positions open because we're over 90% staff comprises 90% of the budget so the total ask from the occ is 634,000-dollar but again that would really only allow the occ to fill its vacant positions. we are asking for a journey level investigator,

senior level investigator, an information services technician assistant to help our it business analyst because we only have one information technology staff person. a point 25 attorney to make whole the attorney position that is staffed for mediation and outreach, and then finally an additional attorney for additional policy work that the occ is providing. you have before you the occ's staffing chart. it is budgeted for 34.75 f.t.e.s. the occ's -- its largest unit is the investigation unit which has 21 full time equivalent positions.

last calendar year the occ received 728 complaints. we investigated and made findings for 706 cases. that means when we close less cases than we receive our backlog is increasing, and we closed 54% of the 2014 cases that we received. looking at the investigator's case load the median case load for investigators last calendar year was 24 cases, but only 13 journey level investigators had full case loads at the close of 2014. two of these were acting 8126's so two of the journey level investigators were acting as supervising investigator and i indicated 16 per investigator is best practices according to the 2007 controller's report. the occ continues to receive

cases of note high profile cases and require more investigator time and meaning a investigator that receives one of these cases whether an officer involved shooting, a death in the hospital, the bicycle's case involving the bicyclists killed in a collision with a truck and those have the case load reduced to focus on the high profile cases which means that the other investigators accumulate higher case loads. >> >> in addition to these cases we also called to investigate the valencia gardens incident and we had a complaint from the sexual assault victim who was dissatisfied with the amount of time it took to complete her

case in the complaint was specifically about the crime lab and in december of 2014 the occ discovered evidence of racist text messages among san francisco police officers and this evidence was forwarded to us after the federal criminal trial and we have a complaint in our office regarding those messages. just to briefly tell you who was filing the complaints and ethnicity and race. twenty-seven% are caucasians. 26% are african-americans, 11% latino hispanic, asian americans comprise 6% and 26% declined to state and this was all from our 2014 statistics and looking at language english was spoken by 97% of the complainants. another 3% spanish. less than

1% cantonese and russian and korean. and we have investigators that speak a variety of languages. we have non investigative staff that speak other languages. in 2014 the types of allegations we received unwarrantied action 33%, confluct with action, -- and here is listed all of the rest. the findings we made of the allegations we received last year which came from the 729 cases we received, 2024 and [inaudible] allegations and 507 officers received complaints and of the complaints we received

the allegations or the findings that we made not sustained were 64%. that means we couldn't prove or disproof the allegations. improper conduct 19%. 6% of the allegations we found misconduct or neglect of duty and those -- that 6% allegations comprise 8% of the cases we received. unfounded 3%, no finding 4% and in the complaint choose to withdraw 4% of the cases. in terms our sustained allegations 50% of the sustained allegations were near neglect of duty. another 35 for unwarranted action. conduct 9%. unnecessary force 3% of the sustained allegations that came from two cases. one involved one involve and the other case involved three officers.

discourtesy and sexual slur 1%. some of our complainants made claims of bias in 2014 and involved 79 cases, a little more than -- well, 11% of the case load for all bias claims. 74 of the cases were for racial bias and two for gender and three of the cases were a combination of racial and gender bias. we didn't make a finding of sustained in any of the these cases but it is a national phenomenon that is very difficult for investigating agencies to prove or disprove claims of bias. the occ is a legal unit includes four full time equivalentings and two are trial attorneys and in addition to prosecuting cases before the police commission or defending at chief level hearings and

provide sustainability reviews and sustained reports meaning that when the occ fine finds there is neglect or misconduct of duty and reports have to be written and some are in excess of 50 pages and forwarded either to the chief for chief's level discipline which is discipline which is 10 days suspension or less or to the next level and up to and including termination but in addition to the two attorneys there is an additional attorney that does policy work for the occ and .75 position that handles the mediations and outreach. the occ conducts policy work and makes policy recommendations to the san francisco police department.

last year the policy attorney completed the training video with the department on detecting and overcoming language barriers and wrote the script and worked on the production of this training video as well as another training video for on the department general order of children of arrested parents and involves looking nationally for best practices as well as working with the police department and with community groups on these issues. policy recommendations that arose from the occ last year to the department included revision to department general order 6.0 nine to require police to interview domestic violence victims in private and provide translated -- emergency

protective orders and domestic violence referral cards. another area that we determined there were issues that needed department bulletin had to do with complaints we received from drivers who had been ticketed by police -- san francisco police officers and their licenses were revoked through an officer initiated incapacity proceeding and we determined through our investigation that there needs to be clarity for the officers as to when they could do the revocation and that it should be supersized by a sergeant and chief suhr adopt bulletin and

dissemmated and we are proud of this area and while discipline is important a strong message goes out in the area of mediation and we do have an award winning mediation program want last year 50 cases were medyaitded by pro bono mediators and other agencies that have programs used paid mediators and in san francisco we are lucky to have the san francisco bar association and a community of mediators that volunteer to do this for the occ. the cases that were mediated represent more than one investigateon case closers and result in a cost and time savings. they are concluded quicker than an investigation and a greater satisfaction on the part of the complainants and officers and we determined that through a customer satisfaction survey. in addition the occ engages in

outreach to inform the community about the occ's work about the availability of the complaint process and we have been told that we were the first civilian oversight agency in the nation to develop a strategic plan which is posted on our website and outreach includes community presentations and meet with community groups to collaborate on matters that would enhance delivery of services by the police department, and meeting with the groups and with the police department. we also make presentations at the national association for civilian oversight of law agency which is an umbrella agency, a civilian oversight agency throughout the country and the world. we conduct training including training at the police academy and at schools and to community groups and we provide our

materials to various locations and we also inform through our website, and in the area of information technology and that is one of the asks the occ only has one information technology staff person, and last year he completed the online complaint filing project with an outside vendor but in addition to that on a daily basis he maintains and enhances the occ's data base. we have internet at the occ and supervisors are able to look at the progress of any investigator's case by pulling up the work summary as well as digital evidence that has been filed in the case. in addition to that this one person compiles data for our quarterly and annual reports and also

provides information to the police department for its early intervention system. that concludes my remarks. thank you. >> thank you director hicks. supervisor mar. >> yes thank you so much ms. mics. i wanted to first ask you about there is quite a bit that the officer does and you said the f.t.e.s and the unit and you mentioned the racist homophobic texts report reported to your office and do you have suggestion on what type of training is needed for unconious bias and of the racism and built into that and it's an open ended question. >> yes thank you supervisor mar. it's the occ's strong recommendation that the san francisco police department all officers engage in training that

involves learning about the science of implicit bias as well as and it is my understanding from chief suhr that they're going to begin that training in may, but i think it's important that the training also (paused) >> >> and that facilitator felt it was important to get viewpoints not just from the department that is caused the community distress but to also include members of that

community who have been aggrieved and some outside persons. as a matter of fact at that training which was in palo alto some members of the san francisco police department were invited to attend the training as well so there was a broad diversity. >> okay. thank you for those suggestions. my other question is more on your staffing so my understanding is that the city charter guarantees minimum staffing for the of cc and it's at one investigator for every 150 police officers and i know that there are significant challenges based on the huge number of complaints and the 728 cases but i'm wondering if you could talk about your -- especially the investigators challenges. i think supervisor campos brought up the question whether we have enough adequate investigators within your department but if you could talk about those challenges? >> yes, the charter does set a

floor, and the number of sworn officers is divided by 150 and that floor at this time i think yields about 14 investigators, but the control's report in 2007 said that may not be the end of the story so to speak that best practices is 16 cases per investigator so those are the challenges. the challenges is that the floor doesn't satisfy the occ's need for a manageable case load. additionally because of the formula that is used with the budget give eghtd and takeeth away and in regard to attrition and step adjustments. that also frustrates the occ's ability to have a reasonable

number of investigators, and so those have been our challenges. as i said earlier the case load is about 24 cases per investigator, but again when an investigator has a high profile case what we do with that investigator we remove a lot of their cases from them so they have a case load of 10 or 11 cases and that means that the other cases go to other investigator additionally they not only interview witnesses and going out in the field et cetera but they do what is called intake so that means that complainants can walk into the occ during regular business hours and they are interviewed. they can also phone in for their interviews, and so the investigators who have the officer involved shootings or another high profile case they are relieved from intake so that means the

remaining 10 or so investigators or 12 investigators are having to do intake once a week or so because there is intake and back up or every other week so it's like squeezing a balloon. >> seems like administrative support i am just wondering if some of the bar bers of the lack of -- barriers of lack of administrative support and other support for your office. >> well, the occ has a small clerical support staff and that clerical support staff the service that they provide is sending out disposition letters to complainants and to officers, and some other functions that

aren't specific to a particular investigator, so investigators are not assigned a clerical person to assist them with things like faxing information to the police department, notices of interviews, et cetera. this is something that the investigators are having to do so they're spending a significant amount of their time on this work. they type their own sustained reports, and same with the attorneys. there are 3.75 attorneys on staff. they don't have clerical support either. the other support that the occ was never provided in its budget was money to contract with the department of human resources for personnel services and i am reminded of that that we don't have that support in our budget, nor do we have a

budget staff person at the occ and so it's performed by staff other than designated budget staff. >> this is by last question. i know supervisor tang and yee and i are all engaged in improving our language access ordinance, and ensuring that there's language abilities in departments. i notice that on slide 14 the case intakes by language there's very few by chinese, spanish speaking russian and koreanian and i am wondering about the language capacity and how you address that? i guess if there is more language capacity we might see case intakes that reflect more of the language diversity of the city because it's my understanding over 40 to 50% of the population speak a language other than english in the home. >> well, supervisor mar we do

have two investigators on staff who are native spanish speakers, and they might argue with you that they do have a robust case load in addition of course to the spanish speaking complaintants that they interview that they conduct their investigations -- they conduct english language investigations as well, but i think the question maybe more about outreach and if we could engage in additional outreach, in particular when i look at our language access around mandarin or cantonese we only have one

investigator who speaks the dialect of cantonese but and we have other staff but it's not -- who are fluent in mandarin and cantonese and berm ease and it's not the same as having an investigator. >> >> and if we do receive a complaint in a language that an investigator doesn't speak of course we use language line and the entire staff just went through training on language line use just last week, and they have done so before. >> thank you so much ms. hicks. >> you're welcome. >> thank you director hicks. colleagues any further questions? thank you for your presentation. >> thank you. >> up next -- apologies chief hayes white and the fire