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good afternoon, today is friday, february 2nd, 2018, this is a special meeting of the building inspection commission. i would like to remind everyone to please turnoff your electronic devices. first is roll call. president mccarthy. vice president walker. commissioner gilman, commissioner constance. commissioner lee, commissioner warshell. commissioner clinch is excused. we have a quorum. next is item 2. discussion and possible action on the proposed double it of the department of knowledge inspections for fiscal years 2019 and 2020, 2018 and 2019.

>> good afternoon. deputy director for the department of building inspection. before you is the proposed fiscal year 18-19, 19-20 budget. we submitted a memo a week ago. i will present this as a powerpoint presentation so it will be easier to go through. first, similar to prior years, the budget funds positions, budget, training, it project to assist us in the strategic plan goals. that including performing inspections, delivering high

customer service, quality customer service, effective administrative practices and engaging and educating the customers and other stakeholders. that is what our budget is geared towards. this year in addition to focusing on those items, we are also going to focus on funding priorities. this year our funding priorities are going to be the executive director 1702. trying to get to streamlining the permitting and planning process for affordable housing to make sure we can get the 30,000 units built. implementation of the accessible business entrance program. mandatory soft story program. of course, emergency preparedness. i won't say a new item but

another eye tomorrow is on equity. that is ensuring to provide services equitably around the different neighborhood this is the city. so for our budget innstructions, we have the budget instructions. we are on a two year budget. this year it is 18-19, 19-20. the 18-19 budget was approved last year. it serves as the base for this budget, for the new two year budget. the mayor's office projects similar fund deficit similar to last year. general fund departments were instructed on 2.5 general fund reductions for the next two years. dbi is self-sufficient so we don't have to meet that directive. we don't worry about those reductions. the mayor instructed the

departments to maintain the current ft, not increase the number of full-time. as special revenue department we are required to do that. let's just get into it now with the actual budget. first chart here are you are revenues. it shows the historical what they have been. fiscal year 11-12. as you can see, we are projecting next year for revenues to be lower than prior years, but we talked about this during the monthly meetings. revenues are still strong. we expect it to go down a little bit. we had unprecedented growth in the past few years. a little more detail about the revenues. you will see -- revenues. it is a piechart that shows the distribution of revenues. it shows although we have over

40 different individual revenue sources, we have 60% made up of two revenue sources. those are planned check revenues as well as building permit revenues. i will put the other ones up there. i think every one has. i will put up the major ones. we are going through quickly. the next slide will show you budget revenues. that just gives you a detail of revenues. once again if you look at the change, look at planned checking the third or fourth revenue. you notice we are increasing to about $4.5 million that is because two years ago when we started work on the budget our assumption was that we would be a lot lower given a decrease in

activity and because of the impact of the new fees. we still see the revenues are pretty active. that is why we are bumping it up. it will belower than we projected this year. the other revenue would be building permits. $13.7 million bumped up $700,000. those are the revenues. expenditures. once again we are seeing that we are projecting revenues to be higher than this current year. it is leveling out. that is primarily due to a variety of things and i will go over that when we get to that point. feel free to stop me if you have any questions while i go through the slides.

the next is a piechart of expenditures. similar to revenues to give you an idea where the focus of the expenditures are. the biggest bulk salaries then services of other departments, work orders. since we moved to people software that is $17 million. those are the major expenditur expenditures. then these are the details for the expenditures. you can see those details. you can see the salary and fringes increases in cola, retirement is going up, health is going up. that is where the increases are. you notice that services of other departments has gone down because if you recall this year

we transferred about $3 million into hotel, residential hotel funds that were to go to mohcd. that brought that number down. >> could i ask a question on the revenue side. with the degrees in 1 and 2 family rental unit fees. what is that about? >> basically, it is based on the trends. for the past three years we have not collected more than $1.2 million. we were budgeted at 1.5. we brought it to where we collected it. >> based on actual? >> yes, based on actual. >> thank you. >> here are a few of the highlights o on the expenditure. we talked about salaries

increasing because every timer and health. we also see that we are increasing our outreach. we are adding money for additional outreach for advertising, particularly for the accessible business entrance program. we are planning to have the earthquake safety fair. we will add extra money for outreach there. mandatory soft storage. we will do outreach. other programs i didn't include private schools, also private schools, too. we are focusing on getting the message out about the programs and doing all types of advertisement and different languages. we are adding more money to be sure we get the information out there. out there in fiscal year 20 we will see a big increase because of the acella project.

that will be a full year and we will on a new private cloud hosting, that means the amount has increased a lot. $1.1 million. that is why we will see a big uptick there. then in materials and supplies we talked about this at the last meeting, we had the electronic signature system. we did a pilot system on one side of fifth floor. because of that success we will implement that through the building. we added materials and supplies, computers, monitors, televisions to implement that. that is a summary of the highlights. >> those are purchases that we probably can transfer to the new building when we move there? >> thank you for bringing that up. you won't see in this budget

anything related to the new building. we are still in planning stages. what we will do is in 19-20 we will see a big increase next year to take into consideration the new furnishings with the building. everything else we purchase now we have spoken to our msi manager and he is working to make sure it fits with the new building. we are only gets things that can move over. we are scaling down. doing what is necessary but we didn't want to wait two years. the system is working well if we want to implement it. >> great. >> i think that is probably the highlights of it. i added in there if you were interested in knowing who were the services of other departments that we actually fund the big ones assessors office, fire department,

controller, city attorney. that is the budget at a high level. i would be more than happy to answer any questions. >> commissioner lee. since you brought up the new building. what is the target date of moving in the new building? >> i believe it is still 2020. since we are talking about money do we know approximately how much we need to spend? >> we do not. there is nothing in the budget. right now we are working with the team on looking at the internal layout, we ar we are wg with them. we haven't gotten to furnishing or anything like that. at this point we are unclear. we would assume they want to do something consistent through the building. we want instructions from them. we may purchase the same types of equipment. >> moving costs as well you will

discuss? >> moving cost and furnishings and everything else we will do. we will discuss that later. we weren't ready to think about that in this budget. we hope once we are done with finalizing the layout of our floors and this is happening city wide, then the next phase, i think dpw is managing it, to go to actual furnishings and that those is. >> what is going to happen once we move out? >> i know the building was sold. other than that i am not clear what will happen with that building? >> have we anticipated the costs of what commissioner lee was referring to out every serves? is there a reserve sept aside for -- set aside? those aren't included in the budget. i know we have a reserve and we

also have a. >> we do have a research. i -- a reserve. i am not sure if we have to dip into reserves. we have reserves we will be able to use if for instance a year or two from now revenues are going down and we don't have enough revenue to support it, but for now we should be okay. >> thank you. >> a question i had for the director with implementing the executive order 1702 i am concerned we are complying with the mayor's request not to increase fte. do we have the staffing to fully implement this directive? >> that is a good question. yes, at this point we are working to fill vacancies. we have a lot of positions. in february at least five new

people will be hired, about five people are retiring, too. we have vacancies that is the plan. not only the mayor's housing directive but also more on code enforce mend and accessible business entrance program to continuously try to fill vacancies. we just completed the building inspector list, and i think so far we hired three and there may be more from there. we will soon -- we are working on the housing list, on the electrical list and on a plumbing list. we are getting those lists ready to continuously fill the vacancies that are occurring due to retirements but also building up the staff to have enough people to meet the directives and get the job done.

>> just a couple of things. the acella program is, i guess, a november target. >> september of 2018. >> you know clearly the full support forgetting it implemented strongly is critical. that is not within your future budgeting. your 1.1 for additional support going forward is a separate issue. are we certain that we have enough money set aside to make sure any contingencies necessary to ensure full adoption is successful? >> yes, the acella project has project funds established a few years ago. that is what we are still working on. the current tract is about

$4.2 million is about $400,000 worth of contingency funds built in there. to get to the current at this point we have been told it will be 4.2. not the full 4.2. that including $400,000 contingency. we should have enough funding to get there. the reason you see the additional amount in fiscal year 20 is because the hosting model has changed. up to this point it was about 130,000. because we are going to a private cloud that means something just for the city, it is increased by -- to $900,000. that is why we won't see the full cost until fiscal year 2020. we are not going live until september 18. we will use the old hosting models on the pricing of it. >> your continuing gypsies look

at what. they look okay right now. let me use a caveat. dbi is not managing acella. that is at department of technology. we ordered $4.2 million to the department of technology in that contract for this phase to go live in september. there is about $400,000 in contingency. we heard that so far not very much has been used. i don't think any of it. there may be some used later, but not much has been used. >> i fully accept that you did a very wise use of history as the basis for all of the future plans and your adjustments make perfect sense. sometimes it is a very healthy thing to look at a zero base. if i had it to do over, what would i change, what would i do?

as you are most intimately familiar with all of the numbers. are there anyplaces if you had more discretion to not have it quite so zero based so history based and more zero based, are there anyplaces in particular you personally would see investments? i am talking on the expenditure side, not revenue side, that we haven't pursued in the interest of having this very clear historic reference? >> well, the revenues are definitely based on historic. the expenditures not necessarily. we are in a better position than most departments that we have the revenues to do what we need to do with them. a lot of times following prior years would limit us for doing something new. for instance where we need to increase we have increased it. at the same time we have to

balance with the fact we have to look at the prior spending because that is what the mayor's office is going to look at and the board of supervisors is going to look at. if we say we want more money in training to half a million dollars. i can guarantee if we put a half-million dollars into training when we only spend $200,000. that would be cut even if we wanted to. not because we don't have enough money because we do. it is because when others are reviewing the budget they look at the historical. for us we balance that with looking at other things. for instance, we probably will have to explain why we are increasing $1 million to the hosting and that will be a good professional services or current expenses. we will have to explain why we are increasing advertising. we feel we have a legitimate and

reason for that we will show that. we have to balance with the funding we have to balance with looking at what we have done in the past because others will do that and we have to justify it. we increase what we need to increase. >> i keep getting back to this from the point of view of big organizations change is hard. if you are implementing acella you have to anticipate a lot of work, a lot of investment to make to be sure that our whole staff is fully embracing it, fully trained on ate, really comfortable with it, and enthusiastically prepared to use it to its maximum effectiveness. same will come up when we have our whole new facility. that brings up not just buying new furniture and equipment. it is getting everybody really

on board with it so that not only we make it without any glitches, which is sort of a baseline, but we really are maximizing the potential of the new facility to be part of the whole vision we have of how are we more efficient, how are we more customer friendly, how are we serving people better? all of the thing that the new things can do so since we have been in this favorable surplus position, you know, i just am looking for ways to anticipate where some foreseeable wise investments for ensuring that these big change agents are most

effectively done and done to really maximize the vision that we have for the department of better service, efficiency, all of the things we believe in an long with the core mission of public safety and, you know, effectively performing our core function. getting ahead of things and, you know, especially when we are in surplus position so the justification is there, almost preparing people for it. it is something i would love to see us doing so that when we do make the presentation it is not that seems like too big a number, you know, let's cut it back and see if we can make it work with this smaller number because the city budget overall is tough this year. the more we do of set asides or

preparing people two years, three years, four years in advance that these are critical investments that we believe are important to our long-term success and reaching our true mission and goals are things that i would love to see the call outs and preparing it. >> just two things because you talked about the building and believes acella. for both big projects there is ocm associated with that. you may not see it in our budget but there is change of management and the city has a separate consultant working with all departments to make sure that happens. i am sure you are aware with acella the department heads change management.

lilly is out and henry have been working on that. it may not be called out in the budget. particularly, with acella because it is going on for a long time and because we had funding in the budget and the project, annually we don't have to keep adding money because we have had a project set aside years ago. i do agree that we have to make sure people are involved and ready for the changes. we are working on that on the acella side and the city is working on that on the building side. . >> thank you very much. >> thank you for the presentation. i don't know if you have the answer. if we go to services of other departments, city legal services, and i notice that number hasn't changed very much over the years.

my question sometimes we see situations where the department is not involved with the decision that the city attorney might make in regard to proceeding against some building permits or whatever. it might have gone through our litigation or niv processor whatever. the city attorney would take it upon themselves to take action. it is a department's kind of just based on what it finds or the fines leveed to that. does the department -- do we build for those times? is that something we are involved in? >> yes, we are billed. you are correct the budget for the city attorney has not changed. expenditures changed. last year we moved money at the end of the year because of a

huge case. the one thing in the budget a lot of times that is not necessarily driven by the department would be those work orders. i expect those to change. we have not -- if you look at your powerpoint presentation compared to what you received on january 31, you will see the numbers going up. we are just starting to get information about the work orders from other departments. you are correct, there are cases. there could be other cases city wide if it is part of the building permit. then we are charged to are that, too. >> it talks to your bottom line, you know. if a huge case is tone upon where we are not involved in the decision making. at what point do you know the fees and what that comes to? how do you accept the bill and it is automatically put in?

>> we accept the bill. i may not know specifically about it until i see the bill. look at this bill. they are working with code enforcement and other this is the departments. what happens is that we just have to make it happen and pay for the bill. in the case of this, this case i am riverring to that we really over spent our budget by a huge amount, a case was won with that. we should be getting some of those costs back. >> i get that part. the open checkbook policy that i am trying to figure out. would that be necessarily, for example, if other departments would have that same policy? would dpd or planning have the same issue?

>> we don't really have. planning takes money to us. we collect fees. for planning, but there are city-wide work orders that will happen on the department of technology. we will not know what the time number will be until it is placed in the budget, but we have made a request that before you go over expenditures please let us know. dbi has money but it needs to be appropriated. we need to know about it ahead of time. >> somebody with quite a few legal fees, it is hard sometimes to know. what part of that investigation is ours? what part of the investigation could belong to another department? how do you -- it is just dbi bill? >> it is basically a dbi bill.

we would not know what part of the investigation if it was the madison case and it just said someone did 500 hours on that and is given to dbi. the assumption that is for dbi. sometimes the bill can be as specific as saying providing they talked to an inspector but sometimes just about a case that is associated with dbi, that is given to the bill and that is what is paid. >> okay. >> commissioner walker, please. >> i would imagine we could get a better like a percentage break down. it is usually based on time spent on the building code violation versus planning code violations, and again when we settle and when we get a settlement, it does get des

dispersed. it would be good to find out if it is the same as what we get billed. if the billing project the same percentage as the win so to speak. it is a good question. i like that we are engaged like this in code enforcement because ultimately this is what sets the tone for our building. i personally am ready to do that. >> in spirit of commissioner walker's point i get that they can do this enforcement when it comes to our code. i feel as a commission and litigation committee we do a good job making sure that we litigate these, and i wonder how come we can't be part of that even thoughts it is made outside the department.

we should have some say in if you should proceed based that we will be billed and we don't understand what that billing is. we probably will get reimbursed. i am looking down. i don't know if that is the way. >> i think there was a recent change that allowed the city attorney to act even if we don't on issues that affect our code. normally we are involved with the task force or litigation committee or department referral directly so people know. now even if we don't, i think what motivated this is some conditions in housing that were just let go for too long. finally they wanted to just act on it. it would be good to know what is coming so we can make sure we are budgeted for it.

>> to the city attorney's office and the success liabilities is great. it is not a criticism. if we stick with the budgets and so on we have someone to stand in, but just a conversation. that is all. >> well related to that, we have had many hearings recently where things have been brought up that have been brought to our attention that we have accepted some past ways of doing things have not always been as aggressive as they could be, and that as commissioner walker was saying, we are almost in a catch up phase of this has gone on for a while, and we need to take a much more aggressive stance.

in anticipation of places where, you know, wise investment can be made, it is almost anticipating that this commission is definitely interested in being very proactive and using the full powers of the city attorney wherever appropriate to rectify situations that don't always measure up to the best standards, and if we have been budgeting historically and conservatively, it feels to me as somebody only on commission a little over a year that there is a very strong desire throughout the commission to be sure we are

facing all of these things head on and dealing with them very pro actively, very aggressively and using the tools, prime among them being the city attorney to be sure we get to the root of the problem and have a very effective solution. i appreciate the comments that we have it budgeted sort of on straight line, and, you know, my gut feeling is that it may be wise to anticipate that we may look to using their services more aggressively in the coming years. >> for a point of clarification

when i say budgeting on a straight line that is what take city attorney has in there. the work orders are particularly for the city attorney we wouldn't know what to budget. the request is what should we budget and it hasn't changed yet. last year when we went over such a large amount. i did send out e-mails saying we are scrambling to find more money now, should i increase it for the next year. it wasn't increased. we have to come on an agreement on it. that is the number the city attorney has there. once again, that number may change, like all of the other numbers may change. a lot of times the work order for the last things. what may happen when i come back in june to tell you what the mayor submitted you may see something different. the mayor's office gets to

balancing work orders and looking at departments such as the city attorney and dt that are pretty much funded through other departments of doing a balancing there. >> okay. i accept that. certainly as we go forward things will change. this is the first hearing. we have a series of them. that makes perfect sense. it is my feeling and observation that this very well could be a reasonable area to put under scrutiny for possible additional funding and i appreciate your openness to pursuing that. >> i can follow up with departments to make sure we are looking like we over spent last year. are you planning? some departments i have done that already.

for real estate, for instance, the base budget is there. i did reach out saying is rent going up at the parking lot? they have said they haven't gotten to that yet. they won't get to it until later. >> i just wanted to make two comments for clarification for the commissions and for deputy director madison. two things to remember when looking at this budget in june, which is as enterprise department in particular not dependent on the general fund we can do budget revisions and shift around expenses if we see a trend. second of all, at least in my time on the commission i do not think we have chosen not to be proactive because we were concerned about paying for city attorney fees. for the record i don't think it was your intent. it could be interpreted that we haven't been aggressive with code enforcement because we were

concerned with over budget with the work order to the city attorney. i am sure the commission has never thought of how much you pay the city attorney is why we would not take action against someone who is aggressive. we are an enterprise department with a heav a rainy day fund. we have flexibility to do what needs done and i felt compelled to say that. >> i see no more. deputy director thanks is it. >> do we vote? >> no, we don't. the second meeting. there has to be two hearings but one vote. >> it says the next meeting is the seventh. >> it is on the 14th. >> this is wrong? >> yes. attachment c. >> the budget schedule says

february 14th. >> it is on february 14th. everyone will be sent an invitation. >> thank you. >> thank you. >> okay. our next special meeting is going to be on february 14th at 9:00 a.m. in room 408. i will send a reminder to everyone as well. is there any public comment? no. all commissioners available on the 14th? >> yes. >> okay. our next item is item three adjournment motion to adjourn? second? are all commissioners in favor? any opposed? we are now adjourned. it is 1:47 p.m.

good morning, everybody. first of all i would like to thank our california state attorney general and the staff for working so closely with the city and county of san francisco. i want to begin by thanking our late mayor ed lee for initiating the police reforms and responding to create a historical partnership with the attorney general offers. i would like to acknowledge a number of people, chief of

police bill scott. london breed, senior cohen and the mayor's office and all those who made it possible. i would like to thank them for engaging with us. in 2016, our city grappled with crisis seen in a lot of american cities, the dissolution of trust among the community and law enforcement. responding to cries from our community for improvement, mayor lee reached out to attorney general lynch and the department of justice and san francisco entered into an agreement to evaluate the police department and get independent analysis of how we could serve our city. the department of justice

presented recommendations and our city embraced all recommendations and to work closely with the justice department. to date we have started more than half of those reforms and huge credit to the police chief bill scott and the men and women of our police department that have embraced the reforms. we have some of the best officers in our country. and we are seeing promising improvements with use of force incidents down 18% just last year. unfortunately, attorney general jeff sessions announced that the department of justice would no longer provide assistance or guidance to departments seeking to improve the trust between the police and the public. but under mayor lee, we were determined to push forward as a city. that is why mayor lee turned to our state partners to push forward the reform process. with the help of an independent partner. today, we're here to announce that the california department of justice will evaluate and

report onion going reforms -- ongoing reforms. this partnership demonstrates our commitment to the reform process and includes measures needed to ensure it will be unbiased and transparent process. today, marks the beginning of a chapter in the reform process. one that stays true to our goal of transparency, accountability and most importantly of trust-building here in san francisco. mayor lee started us on this path and i will continue the journey he began. again, i want to thank our police chief scott and the police commission for their leadership and the men and women of our police department. i want to close by thanking our attorney general for his commitment to our city and to the reform process. his leadership here and at the state level are unparalleled and we're incredibly happy to have

him here. i would like to introduce our attorney general of california. [applause] >> first, mayor, thank you very much for bringing us together to chief scott, thank you for so early on reaching out as well to see if this could be a possible course of action and i have to tip my hat and give a shoutout to mayor ed lee. because from the very beginning of my tenure as attorney general, mayor lee reached out to me and said the city of san francisco wants to be your partner, we want to continue to make improvements and any way we can work together, i want to do that. so when we found the u.s. cops program and you the u.s. department of justice abandoned

its work with the city of san francisco, right away mayor lee and i were in conversation. and i just got to say to ed lee, we miss you, but we're here doing your work. this is a product of what ed lee wanted to see happen and i think it's important for us as leaders here from the city and county of san francisco, the leader of the police department here and certainly the city mayor to say on behalf of all us, we all owe ed lee a great deal of gratitude for always putting the people of san francisco first. [applause] he said something very important when he began this, to help families in san francisco, our men and women in uniform, believe there could be confidence and trust to do the best job. he said, fair and just policing that treats everyone the same

and places the sanctity of life above all else was important. i think today, that's our mission. those of you who reached out and have been reaching out to help all of us come together so that families throughout the state, certain here in san francisco, can feel confident about the work that is being done to provide them with the public safety should look at today's announcement as a sign that in san francisco they're serious about getting the job done. we need that kind of focus. and we need this memorandum of understanding between the city and county of san francisco, the police department in san francisco, and the state of california through the department of justice, to make -- live those reforms that were proposed by the city more than 270 of them, and make sure they get implemented.

that is how you gain the confidence of the people of your city and county. i think it's important to note that simply because the federal government decides to abandon ship, did not mean we were going to let the ball drop. there is fumbles that can cost you a whole lot and we saw a fascinating game yesterday at the super bowl, but i will tell you this, at the end of the day, the people in the city and county of san francisco are going to be the big winners, because we picked up the ball and we're going to run with it and do this for the people of california and san francisco. [applause] my team at the department of justice stands ready to be with you as a partner. i can't tell you how important it is to have independent eyes overseeing these reforms. accountability, transparency,

confidence and trust all come from giving people a sense there will be independent review of the work that is being done. i believe the people of the city and county of san francisco should be heartened that it was the leaders of the city and county of san francisco and their police department who asked for the independent eyes to come forward. so it's all about working together. and i got to tell you, public safety is as much a team sport as anything you've seen on tv in the last 24 hours. we have to do this together. nothing is more important than public safety. nothing is more important than public trust. we hope to build that public trust by working through this memorandum of understanding. and if i can send one last message to the people of this great city and county in san francisco, this is the work that we must do. we hope that what is done here

will become a model for what other communities can do. i will tell you that the work at the department of justice won't end with this. in the next few months, the men and women in uniform here in san francisco will start to employ the work that they must do now to make sure that identity profiling is not something that is a reality anywhere. we'll begin to see the ripa regulations take effect where all the contacts there are made of people on the streets, in our communities, will be documented. and we'll be working closely with the men and women in uniform to make sure that happens. we'll look forward to working with the city and county of san francisco and the law enforcement agencies to make sure as we go about documenting who is in a gang and who is not, we get correct information into the cal gang system and not incorrect information that could harm the lives of people moving forward. so we're going to be doing a lot of work to get people that

confidence. and that trust. that we in law enforcement are doing this to provide public safety. so i am pleased to say that today's announcement is just the beginning of a process that the city and county of san francisco began and i hope that what we can say, it won't end with the city and county of san francisco. that many communities will see what you do here can be replicated elsewhere and there begins the trust and confidence that people need, that our leaders are working in our best interests. with that, i'd like to now turn it over to your leader when it comes to law enforcement, chief bill scott. [applause] >> thank you, attorney general, and mayor farrell. i would start my comments off with thanks as well and then touch on things that are

important for you all to know. let me thank the members of the community that are here and those that couldn't be with us, because really this is about policing the community with the community. the people you see in this room, many of them, we sit down have in-depth discussions about public safety, keeping our city safe, when there are things, whether violent crime or car break-ins, these are the people we partner but, but at the same time, they're demanding a police department that is fair and just. it's that commitment that is a win that pushes aura needs to change, where we need to change and reform our department and the way that makes us better. let me start with my thanks to the members of the community who are there with us, hold us accountable and again, they're here with us this morning, so thank you. [applause]

>> also, the people standing with me at the podium. attorney general, who has been willing to work with us, mayor farrell who is continuing the work started by mayor lee and got continued by acting mayor london breed. and today, is the beginning of the rest of the journey in terms of making this department a better department. also to my left, i can't -- i would be remiss without mentioning supervisor cohen. who has always been a champion for reform. when i stepped in the door, i think one of the first things i did, before i started and got sworn in, i sat down with supervisor cohen around saw her passion for having a police department that not only does its job and protects the community, but is a fair and just police department. she has always been a champion for police reform, so thank you

for that as well. the people along the wall, the teams of the attorney general, the california department of justice and on my right, captains and in the back, our president of our police officers association. i can't say it any better than attorney general did, this is a team effort, this is a total team effort. without everybody in the room working together, all oars in the same direction, we cannot get this done. it's the ultimate team effort. it's not a sport because we're talking life and death, but it's the ultimate team adventure. so without the people in this room, none of this work can get done. my last thing goes to our police commission. president turman couldn't be here this morning, but his guidance is vital to our success. they oversee the police department and they take that responsibility very seriously and we definitely appreciate all that they do to keep us going in

the right direction. and also with former president, who was the commission when i got hired, but never had the opportunity to work with her. thank you for all that you've done to get us to this point as well. so we know that collaborative reform, the initiative that we started with, the cops office is positive results for the san francisco police department and the communities that we serve. the mayor mentioned it, the 18% reduction in use of force, we have reductions in complaints. i think those are all indicators we're going in the right direction. we're committed to focus on improving our department and the california department of justice assessment will provide independent assessment of the work we're doing. unfortunately, when we concluded -- or the u.s. department of justice concluded the work, they were in the process of writing the first assessment report that never got

released and won't be. it's really important that the public see from an independent review, independent eye, that we're doing. i mean it's one thing for us to report what we're doing, it's another for someone totally independent to come in and assess what we're doing and report to the public. that's one of the benefits of this collaboration with the california department of justice. there are other benefits. technical assistance. part of the last agreement we had with the u.s. department of justice, there was technical assistance provided. there are many areas where we need to go outside of the city and outside of the department to call on experts, many of who have done the work before, many who have ideas that maybe we didn't think about and that technical assistance is a major part of a collaborative reform agreement. with the california department of justice, with the partners we have in place, we believe that technical assistance will continue, we believe that it will help us with the improvements we know we need to

make. and ultimately, our commitment is about becoming the best police department we can be. working with our community partners, we've already accomplished a lot. many people in the room are part of the groups put together to have the public input we need to get better. we can't do this -- you'll hear me say this over and over again -- we cannot do that without the public. our use of force dropped 18%, we hope that trend continues. we expect it to continue. we saw 9% increase in citizen complaints in 2017. there are several components of this initiative that will continue. one is addressing bias. and how we deal with some of the disparities and disproportionate we see in the city of san francisco, not only here in san francisco, but across the country. although we can only focus on

our city, we believe we can be a model for good policing across country. we're addressing bias. one of the things we've done is our automated electronic audit of all electronic devices owned by the department. that is in effort to root out bias, deal with it if in fact we see instances where bias is afoot. we've also integrated procedural justice training into the continual development curriculum, which officers must attend and procedural justice is an important recommendation because it goes not only externally, it's about fairness. it's internal. and with the people standing on the wall, the command staff, the police officers association, i think what we're all looking for is fairness. fair innocence the way we police, in the way we run the department and the procedural

training will help us get there. we've dedicated new units, that really their job is to listen to the community. we instituted a community engagement division. our captains of our districts do a great job in doing that very thing, listening to the community, but one of the recommendations was that the department needed a more robust structure. so this process is institutionize and we've seen good results. we're also focused on accountability and we're demonstrating that through the use of a body cameras. body cameras is a whole new dimension that opens up a world that we didn't have in terms of accountability and transparency. i'm very proud with the work that has been done on body cameras, because for a department this size to implement that policy and