>> i'm supervisor malia cohen. i'm chairwoman of this committee. to my right is supervisor fewer and sheehy and stefani and norman yee. we ha also, our clerk is linda wong. madam clerk, are there any announcements? >> yes, turn off any cell phones or electronic devices. >> thank you very much. could you please call item number one.

1. 180221 [hearing - controller's six-month budget status report] sponsor: cohen. hearing on the controller's six-month budget status report for fy2017-2018; and requesting the office of the controller, and the mayor's office of budget to report. 3/6/18; received and assigned to thank you. tell us what's going on? how are we looking? >> i think we're looking pretty good. supervisors, i'm from the controller's office, presenting our six-month budget update. in short, we're projecting an improvement of approximately $62 million in the current year ending fund balance, which can be used to balance the upcoming two-year budgets, bringing our total shortfalls from 200 million to 262 million. i would say the improvement is from three things: property tax, business tax, and revenue at the department of public health. so it's all on theory side.

we're not projecting any deposits at this time. the target of budget stabilization reserves, we're expected to be at 9.3% at the end of this year. what's driving the news, as you can see, it's largely property tax and business tax with a little bit of weakness in other places, and property tax, the story here is really just the assessor very aggressively and successfully working down what some call their backlog or the agencies and their enrollment queues. they're enrolling at a rapid pace and substantially working down the items in their list faster than we thought they would. that's the reason, largely, for this improvement. in business taxes, the time at

which we get new information is at the year-end close. what you're seeing here is largely reflective of better-than-expected performance in fiscal year '16 and '17, building the base in the current year. some of that is also from higher-than-projected growth. there's a little bit of projected weakness in transfer tax. this is a difficult number to project. we're saying we're going to be slightly under budget. just as an example, the illustration of the volatility of revenue, september we had $44 million in revenue. last month, we had 8. so it's kind of an average of a little over $22 million a year. if we straight-line project that, it's a lit less than we have here. we're going to keep it where we've been since december. we'll keep updating you on that.

as you're aware a portion of our general fund discretionary revenue is dedicated to different programs. those are illustrated here. a portion of this revenue performance goes to property taxes and baselines. about $20 million. on the department side, it's a brief story, i guess i would say. most of it is happening in the department of public health. the things that are driving their revenue increase over budget, a couple of things. as we discussed last week at the overtime supplemental hearing, a patient census that's higher than expected and revenues that are related to serving those patients that we receive. some of it is is just driven by more customers, and another part is driven by expansion revenue being higher than expected.

as for supplemental appropriations, $1.3 million has been approved for immigration legal services. supplementals introduced to street cleaning and funds in the budget to cover over time overspending. our intent is to bring you that earlier this year than we did last year in response to your concerns about wanting to know earlier in the fiscal year where that was in solving the problem. reports come with caveats, so there's always some uncertainty. a little bit of high-level uncertainty. that matters a little bit less in the short-term. right now, the report is really talking about through june 30th. i think the bigger issue is

going to be continued volatility at the hospital. this is really kind of an unknown and probably going to be discussing it much more next year, but apparel tax reform. we'll be updating these projections. we'll issue our updated report possibly at the end of next week or shortly there after and then in early may. we'll update these projections for the current year around may 10th or so. i'm happy to take any questions. >> are there any questions? thank you. let's see. i don't have any questions either. we can go to public comment at this time. if there's any member of the public who would like to come up and speak on this hearing, please come up. seeing none, public comment is closed.

thank you. [ gavel ] >> colleagues, this is just a hearing and a presentation. we'll hear from the budget from the controller's office a little bit later in the year. supervisor stefani, you have questions? >> no. >> okay. thank you. i will make a motion to file the hearing now that the presentation is over. i will take that without objection. >> is there a second? >> supervisor stefani has made the second. we'll take that without objection. thank you for the presentation, michelle. could you please call item two. hearing to receive budget updates from the police department, fire department, and the sheriff's department for fy2018-2019; and requesting the police department, fire department, sheriff's department, and mayor's office of budget to report. >> i want to welcome you. >> thank you.

san francisco fire department assisted by well-deserving, good, hardworking members of my staff. i would like to with kelly kirkpatrick in her new role and chris muyo, who we work with to prepare this each and every cycle. so, as you had requested, we wanted to give you an overview of basically our presentation, our budget priorities, as well as the challenges we face. at the conclusion, it should be 10 slides or so. >> great. >> i should mention that the budget challenges as well as budget priorities are closely aligned with what we produced just late last year, our strategic plan. i think with the exception of supervisor stefani, each of you have received a copy of the strategic plan. if not, we can provide you with another one. next slide. this is a look at the main performance metric. if you recall a few years back, we were struggling with some of

our ambulance response times. due in large to an issue with the metrics with the plan, we've been meeting them for a while now. we've been able to meet the county goals for response, as they're listed. even though we see an increasing demand for services, ie, an increase in our medical call volume, we're meeting those standards and actually doing the best we've done in a number of years. i do believe that with our collaborative work, with both the executive level of government and the legislative branch, to have the consistent year-after-year staffing plan has made a huge difference. if you want me to go into the specifics, we look at 90% of the time being in those parameters. as of february 18th, if you've seen, we're meeting those goals and achieving them at an even higher level. we're really proud of.

that it took a lot of work to get to that. the next slide shows challenges. as you know, our city is growing. between tin crease in population, the development taking place, it gets harder and harder to get from point a to point b in terms of our response times, but this graph illustrates the main operational challenges that we feel we're facing over the past few years, particularly since 2014. and that is an increased demand for service. fisc fiscal 2008 -- 2018, additional calls have been added. this is something we continue to monitor and we'll report on as we see the call volume rise. >> have you noticed an area that the calls are being concentrated coming from? >> great question. we see an uptick throughout the

city. generally in this downtown city corridor, we have a population of about 873,000, i believe. that nearly doubles during the work week to 1.5 million. when you have a lot of people moving around, whether they be medical calls or automobile accidents, bicycle accidents, that sort of thing through the downtown corridor. >> you're saying it is concentrated but in the downtown corridor? >> for the most part. >> okay. that's good to know. i would think it would be in the tenderloin with a lot of the drug activity. >> when i say downtown corridor, that would include not just the financial district, but to me -- because i live on the west side where you went to high school, this it is downtown corridor, where we're at. >> okay. as i mentioned, the growth has been an increase in visitors,

leading for a demand in service. not only is the increased population affected the demand for services, but, as i talked about earlier, a lot of great things happening in the city, new development and construction, but that also means traffic congestion. as we look at the long-term future, there are a number of long-scale developments that are in different stages of completion. we're in active conversation as these areas take on a different shape and form. as you know, we have a stake in making sure that everyone is safe in the new developments in treasure island, hunter's point, cand candlesti candlestick, each of these have -- are an issue. hiring, budget priorities, i owe a debt of gratitude to former, now deceased, mayor ed lee

regarding public safety as we came out of the recession, we were able to commit to a staffing plan that has been extended year after year through at least 2020. we do note that in the -- there was a gap in hiring in 1982 to 1987. so we didn't see that many retirements not that many people between 2012 and 2017 were retiring, but since hiring really took off between 1987 and 1997, we now see a lot of individuals towards the latter part of their careers reaching retirement. we want to make sure we at least fill those positions with new hires. that's exactly what the hiring plan has allowed us to do. so we're going to continue with that plan. and we have entry-level firefighting academies proposed

over the next fiscal years, and we'll continue to analyze our ambulance tear staffing levels. we just graduated on friday a class of entry-level six emts to work at station 49 out of our ambulance depot. the other priority for us, as said, in addition to staffing and hiring, some of the problems we had with response times, we didn't have exits that we could count on. over time they're very well taken care of. we try to maintain them, but they're old, tired apparatus. san francisco is one of the most challenging topographies to get around, particularly in an emergency vehicle. fiscal year '18-19 and 2020 respect years three and four of the mayor's five-year equipment and fleet replacement plan and allows the department to continue regular replacement of aged apparatus, tool, and equipment. the upper portion of the picture

is one of our newest engines, which we took delivery of eight. we are going to -- we have ordered six more. we received very positive feedback from our members, as well as members of the community. they are vision zero spec apparatus. they have a much tighter turning radius. they have 360-degree cameras. we feel they're very environmentally responsible as well as helping be part of the vision zero team of the three es, education, engineering, and enforcement. we feel that this is the engineering part of that triangle, that we've been able to engineer our rigs to be smaller, agile, to get from point a to point b and hopefully much more safe as we're navigating through the city. the lower half of the slide.

they look different than our big box ambulance. the private companies use those ambulances. we feel with feedback, we're going to see whether or not that would be an investment. not only are they less expensive to purchase, but, again, they're much more negotiable on the city streets. that's a work in progress. we're waiting to see how that works. we wanted to make you aware of the creative solutions we're coming up with. >> that's great news. >> i wanted to put in a slide on public education. we're proud of these. in recent years, we've been able to allow additional -- because of additional funding initiatives, we've been able to grow our outreach and education. we hold monthly safety events. fire extinguisher demonstrations, including smoke alarms. we know smoke alarms save lives.

these will be converted from battalion based, which is how we resource. it's more in line with your districts. in addition to in-person events, we've increased our social media efforts by having a full-time public information officer, providing relative public safety and being proactive instead of reactive. we've provided a number of videos on our website. i know a particularly supervisor cohen, chair cohen, you've always asked about recruitment. we have a full time recruitment coordinator. it's a full-time initiative. we were funded for that in a previous budget a year ago. we've put together various opportunities to engage with the public in all areas of the city to encourage people to consider a career in the fire service. i did want to state, i am really

proud. we get asked quite a bit, but we're the most diverse department not only in the nation but in the world with nearly 16% women in uniform and more than 15% of our uniformed workforce as people of color. so we want to continue that trend. and building the bureau -- department of building inspection, we have work order arrangements that have allowed us to increase our outreach and education, particularly pertaining to recent legislation passed by the board. we've also increased data transparency and data to the public, making it easier for them to navigate through permit and inspection information. and, in general, we've received very positive feedback. candidly speaking, the san francisco fire department is very rich in tradition, that's a great thing because i didn't want it to be known as being not

fully cognizant of the good things that technology can do for us. so i think we've grown a lot in that area. we still have improvement to make, but we've made some pretty good advancements in that. this slide is on capital and facilities. this picture here is going to be our new station 16 that's under construction in greenwich in supervisor stefani's district. it's a project we're excited to tell you about. these are funded from the earthquake safety and emergency respond bond. it passed in 2010 and 2014 and public health and safety bond program. currently under way, not only station 16, but station 5, a division house. one of our largest stations at turk and webster. it's due to the online and back in service in december. we're hoping for station 16 in supervisor stefani's district to come online in september, in the fall. we're also working on station 35

at pier 22 and a half at the foot of harrison. it's the fire boat station. it is an integral station for us. one of the things we're excited about which went through on the health and safety bond, the adf. ambulance deployment facility. 14, 15 evans, it was always meant to be a temporary facility. i applaud all the staff that works out of there. it's not an ideal workplace, to go to work, but we're very excited about the state-of-the-art facility that will be built adjacent to station 9 on gerald avenue. that we're looking forward to breaking ground on in early 2019. >> very exciting. >> 2019, is that right? >> demo starts -- >> demo starts in a couple of months. so that will be coming online hopefully in 2020 or 2021.

but just also to note, even with these capital investments, department is still looking at hundreds of millions of dollars in backlog, as you've seen, many of our stations are in need of maintenance. we do the best we can, but these are all primarily aging facilities built in the '50s and '60s. we continue to work with the department of public works on an updated comprehensive analysis of our stations. at this point, that concludes my presentation, but happy to answer any questions you may have. >> thank you. i have questions and two of my colleagues have questions. i know you've got to go. i just want to pivot back to item one, the six-month report. there are departmental projections. it's actually on page three. it just shows a net shortfall in

revenue surplus of $1.1 million. i'm not sure if you're the appropriate person to ask this question or if ben is the appropriate person, but either way, it's related to the fire department. >> i would like to acknowledge deputy director of finance and planning, mr. korso. >> that's part of our six-month protection. we anticipate that improving, mainly from our ambulance billing. that's something we've been waiting for. that's the current projection, but we anticipate that improving over the fiscal year. >> how do you go about collecting those back payments? >> so we work very closely with our billing company.

we're in communication with both the state and federal clearing houses. so we provide any requested documentation, whether it's a follow-up of certain payments, but we work closely to resolve it. >> so the 1.1 million, is that just medicare/medicaid? to get a ride in an ambulance is actually very expensive. so there's well-intentioned san franciscoens also in that pile. >> in general, in total, we take -- when we do our revenue projections every year, we look at our patient demographics, insurance demographics, and we make assumptions of what we'll be writing off or adjustments made to get a revenue number. due to some of those backpay issues, that projected revenue number is projected to be a shortfall right now. >> thank you for answering my questions. supervisor yee, i see you're next. >> supervisor yee: i have to

questions of you. one of them, we've had discussions around the possibility as we're either rebuilding or doing something to the fire stations, whether or not we should look into building housing on top of the stations. has that been explored any further? >> are you referring to taking a look at certain stations and then building housing above that? >> right. >> i know at one point, there was a study done. station 13 on sampson. it's sort of a low-rise building compared to all the high rises. that has been looked at, but it's been shelved for some time. i know supervisor peskin was interested in that as well. i would be happy to discuss that as well. it was decided against the new construction at turk and

webster, station five, i think at some point, maybe fire victims or people would have no housing could temporarily live above the station. that was not -- there was no movement forward on that plan. >> supervisor yee: what was the reason for not moving forward? >> i had discussions with then mayor lee. i believe it was one of his ideas, and then we vetted it a little bit more and talked to the department of public works. when we were moving ahead with the time line, it did not get factored in. i don't know what the final reason was. >> ob. the other question i had was in regards to those emergency fire pole station -- >> the red fire pole -- >> whatever you call them. fire boxes. >> correct. >> as you know, many of them don't work.

i guess the question is what is the department's involvement in terms of replacing those, or are you involved? >> we are. they're maintained by the department of technology. we've been working closely with that department on making sure that they're properly prepared and used by the public. they don't get used as often as they used to, but we feel they're a valuable tool in the event of an emergency. the department of technology has ensured us of a plan to continue to maintain -- sometimes it's hard finding parts. it's a very old system. they're looking at analyzing and modernizing the copper system, perhaps using solar power, but we would be a fan of continuing to support that system. >> supervisor yee: do you know when you anticipate the department of technology to come up with their plan? >> so we did report -- the

department of technology reported in front of the one of the subcommittees. there was a timeline. >> supervisor yee: thank you. i appreciate that. >> i will have one of your former aides deliver that to you. >> supervisor stefani? >> i have a question about your water rescue facilities and whether or not you see investment in the long term. i know you pull more bodies out of the water than you do burning buildings, at least that's what i hear. i'm wondering whether or not there are adequate facilities or if you have any desire to possibly improve those in the future. >> that's a great question. we do assist our partners on the bay and on the beach as well, with the national coast guard. we have three fire boats that are currently in service that, the department has resources.

we also have pwc's, personal water craft. to your exact point, what does the future hold? maybe not in the nearest short-term but in the long term, we're studying enhancing our marine capabilities. one thing that has come up with the department-driven budget committee is to explore the idea of what you see in southern california in marine only. it would only respond to water emergencies. we're currently looking at that. when we're also -- when i talked about station 35, which is at the foot of harrison, whether or not that would be the hub for additional resources as a marine unit. i know in your district, other areas have included the ft. mason area. it's kind of in the inception and planning and analyzing stage, but you're absolutely right. between water rescues on the bay and between cliff and surf rescues off the beach, we're

very busy. we do have 400 of our 1,600 members that are water rescue trained. >> supervisor fewer? >> thank you very much. >> supervisor fewer: i have a question about the medical calls versus fires. do you have that data broken down? >> we do. i can provide that to you. it's about a 75/25 split. one of the things we get asked a lot -- and i get it. it seems counterintuitive. if it's a medical call, why do we have the fire engine show up as well. typically for any emergency, we need at least four to six people to care for that patient in terms of someone checking person safety, someone documenting, and then actually having members treat the patient, but we can provide you that documentation. there's a higher majority of medical calls than specific fire calls. >> supervisor fewer: and also firefighters are dual trained, emt and firefighters? >> correct. since 1989, as a condition of

employment, firefighters have to be certified every two years as emergency medical technician. we have about a quarter of our workforce that are advanced life supporters, so they're paramedics. and how closely are you working with city college in their -- i forgot what they call it. but it's like a fire academy they have there. >> it's a great program. we've hired many people from that program. we're going to be looking to partner even further with city college in terms of a win-win solution if we can, beyond our recruit training, have members register for classes. thereby city college wins and we would reap benefits of the training. >> because the college is free. there's a wait list the take

those classes. >> typically we have between 3,504,000 people on our entry list. so sit's very competitive, but it's a wonderful program. >> supervisor fewer: you mentioned you have a large percentage of your staff that are people of color. i am wondering what percentage of your staff are bilingual? >> that's a great question. it's something that we are -- as we're midstream through labor negotiations, we're looking at reinvigorating our bilingual program. i wouldn't want to give you a percentage, but we have a number of spanish, canton ease, and russian speakers. it's something we're looking at with the new labor contract. i think we're going to -- with our partners in the police department, i think it's a better model than the one we currently have. we have paid positions, but it's

something that -- paid bilingual positions. >> supervisor fewer: right. >> but it used to be in certain areas of the city. i believe wherever you're working in the city, it's valued add. maybe less so in a fire emergency, but to a medical emergency, to be able to talk to a family member, calm them down, get vital medical information, the officers should be compensated. >> supervisor fewer: the outreach portion of it, that would be really helpful in my neighborhood. >> we also have bilingual speakers that are great nurt trainers as well. we offer that in spanish and can coniese twice a year. >> what is your reporting, follow-up of allegations, considering there was a fiscal impact of the city when the city gets sued to pay out for lawsuits. how is the department ensuring

best practices and training and accountability for staff around this issue? >> thank you for the question, supervisor. we take any allegations of sexual harassment or assault very seriously, whether it be making sure we're always profession toll the public that we -- professional to the public we serve. we have a unique department. we have to make sure that our members who work 24-hour shifts together. they live in the same house together. they share meals together. there's naturally more of a potential to have conflict. treating another one with respect is a top priority to me. one of the things we did last year, as you know, every supervisor in the city has to go through harassment training every two years. what we did, again, we took a good practice from the police department, i believe, just before chief scott arrived.

the police department decided to have all their members go through that training. we did the same thing, not just supervisors, but every single member is accountable to take that training every other year. >> supervisor fewer: when you find there are abuses of the training or city ordinances or just the ordinances in general concerning this, what are the steps that administration takes to address that when it's brought to your attention? >> so we have an internal investigation unit. typically for anything eeo related, we work in close partnership with the department of human resources and the city attorney's office. >> supervisor fewer: and so do you review the practices? i mean, if you find there's a violati violation, are you reviewing sort of your enforcement of these policies within your department? >> yes, we do, on a regular basis.

i will assure you, if you haven't heard already, sometimes this is not a popularity contest, to be a department head, but i have a reputation of being, i think, fair, but in some cases people think too harsh. i take any allegations that are proven to be true to be very serious. from a disciplinary perspective, i have the ability to propose discipline up to 10 days, which can appealed to the commission. anything i feel is excessive that warrants more than 10 days, it goes straight to the fire commission. >> supervisor fewer: thank you very much. are you proposing any additions to your budget this year and any addition of any new programs? >> so we're still working with the mayor's budget office, of course. we did submit a budget on february 21st, as described. we were not able to meet our target reduction because of what i presented earlier. that is mainly we need to keep

bodies on the street and the fuel in our rigs to be able to respond to the increased calls. i believe, other than not being able to meet the target reduction, we asked for one new position. that was something that was asked for in con jury instructions with our fire commission. that was a grant writer to seek grants. other than that, i think we tried to stay within our lane. >> thank you very much. i appreciate it. >> thank you. i'm going to go ahead and open up to public comment at the time? is there any member of the public that would like to comment on item two? hearing on the police department, fire department, and the sheriff's department? actually, let me back up for a second. we need to go hear from the police department before we take public comment. so, chief, thank you for your presentation. i'm going to call up chief scott from the san francisco police department. i think you've got katherine

mcgwire here as well? thank you, chief. welcome. the floor is yours. >> thank you. good afternoon, supervisors. today we'll be presenting the department's preliminary budget for next year which focuses on the support of the mayor and controller's office. we'll be coming back to the committee in april and june, in a few months. in april, we'll be discussing priority areas in the area of public safety that can impact the final proposed budget in june. there are three different staffing analysis being conducted right now, one by the

budget and legislative analyst. i will provide a status update on those as part of the analysis april presentation. in june, we'll be presenting the final budget including any adjustments. we'll be working with the mayor's office to finalize the proposed budget, and we'll bring that before you then. with that, i will start with the presentation. for fiscal year 2018-19 budget, our preliminary budget overview focuses on the major budget priorities. you see them on the screen. strategic staffing, continuing our department of justice reforms, transportation hub services, and replacement vehicles are major budget priorities. the next slide you can see are funds revenue. all funds revenue -- it's

self-explanatory in terms of the different categories, state revenues include $51.65 million in public safety sales tax. that's the one-half cent tax to balance the $650,000, a combination of state allocations and grants, including narcotics enforcement and alcohol and licensing enforcement. federal revenues are grants, crime lab testing and training. pedestrian safety. additionally, we'll have applied for one-time $2 million grant from the office of traffic safety to implement a new collision reporting system. we know whether or not that's been awarded in may. other revenue is $970,000 from the city reserves. funding for this, a target corporation grant for $17,000.

fees and funds and charges for services include municipal licenses administered by the department at the tune of $3.8 million. state legislative fees and fines, including a $1 surcharge on vehicle registration collected for vehicle abatement. for id and fingerprinting bureau, that's $0.50 on every traffic fine. that goes to our fingerprinting and database program, which is currently around $1.5 million. the administrative fee is also in this category. that revenue is approximately $1.35 million. finally, this review category includes $2.4 million for the transit bay center. that's for supplemental services, which i will talk more about in an upcoming slide.

police services funded by muni, the port, library, human services agency, the convention center and public works. the enterprise fund pays for the airport bureau. so the next slide details are all funds expenditures. i will leave that up for a second, but the different categories are salaries, 2.405 million -- .6 million. sorry. professional services, $16.5 million. materials and supplies, $6 million. capital out lei, $6.4 million and services paid to the departments at $49.3 million. and you can see the different percentages expended for each one of those categories in your

slide presentation. next, strategic staffing. now, currently we're examining workload levels to understand our staffing needs. we're doing this in phases. phase one calls for service driven analysis. this is our sector patrols. when somebody calls 911, those officers that are responding to those calls, that analysis is being done in phase one. we're very deeply into that analysis. phase two calls for a functional analysis, analysis of investigation, special operations, district stations, including non-patrol, support functions, including forensic sciences, academy, technology, fiscal, property, and, et cetera. additional focus on deployment needs for auto break-ins and unified command are high priority staffing analysis priorities.

and that is very well in process right now. it's a huge issue for us. we're deeply into that as well. i will go into more detail. i mentioned the transportation hub services. our major transportation hubs will require increased services over the fiscal year 2018 through 2020. airport is requesting increased service levels at sfo, and that maye q and a to two additional -- that may equate to two additional a year. police services at the new center, these are supplemental please services. our next priority, continuing our department of justice reforms, that is, as you know, a major priority for the police department. we plan to continue prioritizing the implementation of the department of justice, 272

recommendations, including training and equipping all officers with electronic control weapons, our data and website enhancement projects, which are all major projects that are well under way. the last priority is our fleet. replacement of vehicles. as you see the chart in front of you, i will explain. the bottom line is that we are requesting 60 patrol vehicles, 100 unmarked vehicles, and nine specialty vehicles. this budget currently includes 70 replacement cars, 40 marked and 30 unmarked, but that is not enough. we've submitted a request for a fleet to remain optimal for our staff to respond. we've conducted best practices studies. they recommend we replace 138 vehicles and motorcycles

annually. unfortunately, we haven't been budgeted to do that. due to that accumulating over the years, our fleet is in a critical state. as you look at the slide there, we have a notation that number was 330, the top number for patrol in total inventory was 330 in 2012, but we're retiring more cars from age than we're replacing, so that number has increased. we're at a critical juncture in our fleet. we're asking for the appropriate budget to turn that around. and that is pretty much the highlights. i know you all have questions, so i am open for questions. >> supervisor cohen: well, thank you very much, chief. we have several people that have questions. we'll start with supervisor yee. and then we'll hear from stefani

and then we'll hear from fewer. >> supervisor yee: thank you, chief scott, for your presentation. i just wanted to point out on your slides for strategic staffing piece of it, you point out the phases. phase one and phase two. as you know, i've been working with your office to try to get a community task force to look at staffing, so that wasn't actually mentioned here. i don't know what the thinking is at this point. again, the idea was to have this sort of diverse group of people that come in and move into the department and outside of the department to look at staffing and to help out with the best practice notion. there was some funding set aside

to increase the staffing for the police commissioner to make sure that this task force could be functional plus possibly hire a professional consultant to come in to facilitate some of the discussions. what are the plans for that? >> yes, thank you for that question. we're fully under way with that as thek force. i'm going to ask captain mcguire to give you an update on where we are. we've tasked her with that project. >> supervisors yee, thank you for the question. we are, as you know, i believe we've talked to your staff about kind of keeping them updated about where we are. the intent is to propose -- to submit a letter to the commission and the you this week that will outline the membership

of the committee and will also give an overview of the approach to that committee and when we will engage them and the information that we'll be seeking from those individuals as well based on the legislation that you had drafted and was passed. where we are currently is that committee just as an overview will be -- or the task force will be the touch stone for the methodologies that are developed by a contractor that will conduct the analysis. the task force will be a crucial part of the moving forward and both understanding the san francisco environment and policing in general to propose and help us develop the right methodology for san francisco and determine the right staffing