more difficult profession to recruit to, and so we need to make sure we keep our police in the labor market. we are a player in the labor market because we employ so many police officers, so this is a concern, but i would say we're certainly in the top third of police officers in the bay area. >> supervisor cohen: very good. do you know which department employs the highest paid police officers in the bay area? >> i believe it might be santa clara, from what i remember, the data that we looked at. so there are really two key factors that we look at. >> supervisor cohen: okay. >> one is the wage itself, and the other is total compensation. santa clara's a very high payer for base wage, but it varies across all the agencies how many members of these agencies contribute to their pension, their medical, what the medical is, what the other related benefits are for special

skills, for retention, for longevity and so forth. these are different compensations across police agencies and we look at all of them. >> supervisor cohen: i want to step away from compensation and ask exactly what it is we're asking our front line officers to do? maybe you can give us some detail on the job description. >> i think it's the best -- i didn't come equipped to talk about that. i think chief scott would be the better person to talk to you. >> supervisor cohen: okay. i've got six other questions for you. >> okay. >> supervisor cohen: can we confirm other mou's in the country where the police officers are paid by the county

and not the city. >> not common in other occupations. in other occupations across the city, we do have generous release time for union officials and union activists to engage in union activities on work time. the police officers contract consolidates that into its president's position, but this is a relatively common condition across all of our city agencies. >> supervisor cohen: all right. thank you. can you share anything about what you have laid out as a priority for the mayor? >> for -- excuse me? >> supervisor cohen: through the negotiations, what are some of the priorities, you know, that the mayor has indicated to you or that certainly what you have indicated to him? >> well, i think this is not meant to be any means an exhaustive list, by i did indicate earlier that maintaining a competitive position in the labor market, i think is essential for long-term viability of quality policing in the city. we're very interested in

updating a lot of the language in the contract. statutes have changed. our griefance procedure has some flaws that we're trying to fix. these are common concerns for both parties. it's very common when an agreement has not been looked at for a solid decade that you will find outdated language that needs to be changed. >> supervisor cohen: okay. so sounded okay. >> to ensure that we're in compliance with local, state, and federal law, that we're in compliance with our own charter, that there's nothing in the agreement itself that runs afoul with charter provisions. these are the sort of -- and we look at all of the -- all the -- all the pay types. >> supervisor cohen: here's a question: have we ever considered hiring a third-party consultant to help us out with

regard to this negotiation? >> that third-party consultant is built into the proceedings. >> supervisor cohen: okay. >> that mediator and arbitrator, and that person has already been retained. >> supervisor cohen: are you able to share the -- who -- the firm? >> yes. his name is david weinberg. he is a long-standing federal mediator and arbitrator. many years in public service, and he's now a professional. >> supervisor cohen: i think that's all the questions that i have -- oh, the police officers in certain pay and benefits agreed to certain policy provisions. specifically i'm talking about can the use of force policy be included in the mou. >> no. the use of force policy is under the exclusive jurisdiction of the police commission, and we are actively

in negotiation over aspects of that policy representing the police commission. >> supervisor cohen: colleagues -- yeah, supervisor breed, i see you have a question. >> president breed: yeah. i just have one particular question regarding the lineup and the subject matter discussed during the lineup, and i just wanted to make sure that there's clarity around what is appropriate to discuss in a lineup and what isn't, and i just was wondering. i know there was a memo sent, but how does that play a role specifically in the negotiations for this contract? >> i think that's a matter best taken up in closed session. >> president breed: okay. thank you. >> supervisor cohen: you don't mind, colleagues, i'd like to call up the budget legislative analyst. thank you. miss isen. so for members of the public, i'm calling up the budget legislative analyst, and the about the la is an independent voice that the board of

supervisors relies on often to do a lot of critical thinking and legal analysis for us. i'm going to ask them a couple questions, and hopefully she'll be able to answer them. would you state your name. >> yes. good morning, supervisor -- chair kim, supervisor cohen, president breed. devon campbell from the budget and legislative analyst's office. >>. >> supervisor cohen: thank you. we have asked the bla to conduct a performance management audit, and i was wonder approximating had any open or brief remarks that you wanted to share with us today. if not, i've just got two questions for you all. >> yes. we were requested by the board of supervisors to conduct a performance audit of police department staffing and overtime. we are sort of halfway, two thirds of the way completelied. we plan to have the audit report out prior to the budget

in june of 2018. i do want to say that we've had some difficulty or some concerns about obtaining the level of detail that we need on the overtime data this late into the performance audit process. so we are still working with the department to get that data. >> supervisor cohen: all right. thank you. i appreciate that. first question is how much do we currently spend on police staffing? >> we'll get that number for you. >> supervisor cohen: no problem. how much do we spend on the police department overall. as you know, i'm chair of the budget committee and it will be interesting to have these numbers and it will be informative in the process.

>> if you want, we can get the information that you need instead of holding up the meeting. >> supervisor cohen: okay. that's great. at this point, i'm going to pivot to the city attorney, mr. givner. thank you. okay. mr. givner, hi. good morning. so just a couple questions for you. are we still in active litigation with the sfpoa over the use of force -- use of force policy? >> deputy city attorney jon givner. yes, there is current litigation. the status of this case is it's on appeal in the california court of appeal has been mostly fully briefed, and we expect oral argument in that case probably in the next six to nine months. >> supervisor cohen: okay. and so what are some of the outstanding issues being litigated?

>> the lawsuit arises out of the use of force policy adopted by the commission in december 2016. in june or so 2016, the commission adopted a draft use of force policy which was subject to -- which would then engaged in meet and confer with the p.o.a. at the conclusion of meet and confer, the commission adopted a final use of force policy which i believe is now in the department's general orders. the p.o.a. filed suit challenging two aspects of that policy: the proceed hibition on shooting at moving vehicles, and the prohibition on the use of carotid artery hold. the p.o.a. alleged in august

that we hadn't engaged in required appropriate meet and confer. they asked a procedure -- a procedua -- procedure -- a superior court to issue a restraining order from stopping the policy to go into effect. the court ruled in the city's favor and did not issue the restraining order. the p.o.a. also asked the city to engage in arbitration on the matter. the court denied that motion as well, and the p.o.a. has appealed that decision. >> supervisor cohen: okay. thank you. so what determines what scenarios trigger a meet and confer? >> the -- the meet and confer process is -- is managed by the department of human resources. our service works with that department and provides advice as we do for all departments.

>> supervisor cohen: but who determines the area or triggers a meet and confer? you said dhr manages the process, but there's something that happens that engages us into that process. hold on. microphone. okay. so the question is what -- what scenario, what action, what would trigger a meet and confer? >> when the city or police commission or some -- or the mayor's office, the department choose -- is seeking a change in a wages, benefits or a term and condition of employment, and the union has a right, depending on the nature of the change to either negotiate over the change itself or to

negotiate over the impacts of that proposed change. >> supervisor cohen: okay. thank you. that's very helpful because the example that i was going to use in the questioning was that we, meaning the police commission and i think overall folks that are involved in this issue made clear that we don't want the police officers using the carotid restraint to subdue suspects. the carotid restraint is understood by many in the public, in the profession to be a chokehold or choking people, and it's also seen as a way to -- to give -- to damage an individual. so i was curious to know why was this considered an -- an n impingement on conditions and what triggers the meet and

confer? >> why are we doing a meet and confer? it was over the union polipolie union had a right to confer over that policy. >> supervisor cohen: how do you reach the policy that body worn cameras -- >> supervisor cohen, my comment on that point is conditioned by what deputy city attorney givner just described as a dispute, and this arises from time to time, not just with this union, but many unions about whether or not a matter is subject to meet and confer or whether it is within the exclusive jurisdiction of the employer to direct cope cone mr. city attorney, i'll ask to hear from you on this. >> i'd say this. i know this isn't a satisfying answer for the board or the public in the room, but because

the litigation is pending, a detailed discussion about the decisions on meet and confer and the negotiations on meet and confer and what led to the -- to the litigation, probably best to discuss in a closed session with our office and with dhr. we could potentially link up that litigation closed session with negotiation -- the next negotiation closed session that the board has with dhr and the negotiations with p.o.a. >> supervisor cohen: all right. so mr. givner, who decides if -- if a situation is worth a meet and confer? it sounds like a judgment call, and i'm just wondering, who's exercising that judgment? is it the city attorney, is it the dhr? is it the p.o.a. that's making that request? who makes that happen? >> i can answer sort of in

abstract. when the board introduces an ordinance, they use supervisor cohen to introduce an ordinance that could impact the working conditions for police officers in the city, police department employees or deputies in the city. dhr introduced all ordinances that are produced and makes the determination as to whether to notify the you know downof potential need to meet and confer. they discuss with my office if there are any close calls about whether meet and confer is required or whether notification is required. ultimately, that's a -- the department of human resources makes the determination, but it's obviously in a closed collaboration because it's a legal question based on the fact of the proposal. >> supervisor cohen: okay. thank you. i guess my final question is an opinion from the city attorney. is it a conflict of interest for nate ballard to be an advisor to the mayor when he

was just recently renaled as a lobbyist for the p.o.a.? >> my office does not provide advice to officials or other officials. we would provide to the mayor's office any concerns that that position would have. >> supervisor cohen: it's my understanding that he has taken a leave from his role in the p.o.a., so he hasn't officially left. i think it's a real conflict especially around negotiations for this contract, and that gives me pause, and i think it's important that we understand where and how through the city attorney's office we can find out exactly, you know, what is going on, who's at the table, who's making the decisions and how that all is coming together. and if you could provide us with the information as to

whether or not an opinion could be provided, whether it's in closed session or not. >> all right. thank you, mr. givner. i want to go back to the bla, see if they're -- got some answers. so big picture. how much are we spending in the police department overall? >> so the police department budget for the current year is about 590 million. of that about 525 is general fund and about 6 a5. >> supervisor cohen: wait a minute. you're going too fast. 5 # 0 million overall. >> yeah. 525 is general fund. another 60 million is airport fund for the airport police. >> supervisor cohen: okay. >> and have that amount of the entire budget, about 420 million is -- excuse me, a little over 500 million is salaried, and about 420 million

is uniform salaries and fringe benefits. >> supervisor cohen: i'm sorry. what's fringe benefits? >> with the fringe benefits, total salaries in the department across the department are a little bit more than 500 million, at 506 million. of that amount, and we're just doing a quick calculation with fringe, is about 420, maybe 415 million is for uniform salary and fringe benefits. >> supervisor cohen: okay. thank you. >> about 415 million? i think uniform salaries are about 300 millions, nick? 300 million for the uniform salaries? yes. and then we're kind of adding on the fringe benefits estimates. >> supervisor cohen: supervisor kim just had a question, 590 million overall, 525 million from the general

fund, 600 million from the airport fund, 520 are from fringe benefit and uniform salary. >> correct. the total salaries are a little over 500 million, and then if you're just looking at salaries and fringe benefits -- excuse me. if you're looking at uniforms and fringe benefits, we're looking at somewhere around 415 million. >> supervisor cohen: thank you very much. and the final question is can you tell me currently how much we spend on police staffing? >> well, i think that when we say we'll be looking at -- if you're talking about patrol staffing, that would be another number that we'd have to figure out. >> supervisor cohen: okay. >> the uniform itself is about $400 in fringe benefits, and uniforms about 415 to 420 million. >> supervisor cohen: appreciate the preview today. thank you very much. chief scott, welcome.

>> good morning, supervisor. >> supervisor cohen: good morning, chief. to you. wanted to give you an opportunity to make a couple opening remarks. i have a series of questions, and i'm not sure if my colleagues do, and once we hear from you, we will then hear from the public. >> just i'll be brief in my opening remarks. i'd like to thank the supervisors for putting on this hearing. it's important that the public understanding what's going on, and we're transparent as much as we can be given the law, and i'm happy to answer any questions for you. >> supervisor cohen: oh, great, that was brief. if only everyone was so brief. what are we -- what are we asking our front line sfpd officers to do? what is the basic function that we are putting forward to officers that are on the streets and that are serving? >> the basic function of a police officer, and they're

first and foremost, is being a police officer, it's all about working with people. so working with the community to prevent crime, to reduce crime, to investigate crimes when those crimes do occur, to collaborate with the community members that we serve and the city entities that we work with to solve problems, and those are the basic fundamental functions of a police officer. >> supervisor cohen: all right. thank you what are our benchmarks for success? maybe you can describe for us and discuss the strategic plans and 1.0. >> sure. >> supervisor cohen: thank you. >> and i forgot one thing -- not forget. in reducing overall crime and enforcing the law is included in all that, so we are sworn to uphold and enforce the law. so in strategic planning, we work with a consultant through

the mayor's civic bridges plan to work on the first phase of our strategic plan which we're calling 1.0, and where that work has gotten us to this point is five strategic initiative clusters, and those clusters are, in no particular order, first and foremost, collaborate, to improve responsiveness, the second, to measure km communicate, to strengthen the department, and to define the future. those are the strategic clusters. and basically, the way we're framing this is everything that we do, including our budget apps, have to be in line with these strategic clusters. and these strategic clusters are in line with the city's initiatives in terms of what the police department needs to do to keep the city safe. [please stand by for captioner switch]

the strategy statement of safety with respect in order to work with the people of the city and

various entities that we have to work with. but we need to find better ways to measure and communicate. we have a process and crime strategy meetings. we have a process, but there are things that we need to do better in the processes. so that strategic initiative goes to some of the budget asks that we have already asked for in terms of finding better ways to improve the technology so we can measure better. it goes into the future and in terms of with the

partners to improve that? that strategic initiative really speaks to our ability to respond not only rapidly but to be informed. that gets back to the data, to be informed and to do our job in an unbiassed and procedurally just way. we want to solve problems and not just put problems off and put a band-aid on them. and strengthening the department. there's been a lot of discuss n discussions about and about staffing and the b.l.a. and the entities and other controllers offices and are looking at staffing and with the sfoof staffing and de-- with the staffing and deployment to be stronger in that. and there is a lot of things that i can't answer right now

depending on what the budget turns out to be, but growing where we need to to grow and grow the department officially. and although we can't speak in detail about the negotiations, but we want to be a department that is reflective of the city we serve both in diversity, both in as much as we can draw candidates from the city. we'd like to do that. and that is a big part of the strategic initiative to put thought and effort into. the department of justice and reform spoke to that recruitment and how to get better. these five strategic initiatives touch a lot of other areas, but that will be the context and the framework that we are setting the priorities on and making the budgetary ask on. and moving forward.

the strategic initiatives really will be the frame work of what we do. >> okay. and so do we look at other jurisdictions to guide the san francisco police department's work or goals? >> we did. that consultant reached out to several other police departments and looked at the strategic plans and what they are doing. we took those ideas to incorporate into the strategic plan, but we did extensively reach out to other departments. and not only other departments, but other agencies that had that and will take anything we can to make us better and we did that. >> i can appreciate that. and what is the investigative report record? how many cases are we closing and what is the clearance rate? >> on which type of crimes?

>> you can pick a crime as an example. >> for instance, last year we cleared approximately 70% of the homicides last year. on the property crime side, it's a much bigger challenge. there is usually physical evidence, d.n.a., eyewitnesses, and things that give us to follow up on. i use the two because they are at opposite ends of the spectrum in terms of solvability. a lot of the property crimes, particularly car break-ins and the solvability factors aren't there. often times people will make the report and come out online and make the report online and there is no evidence to follow up on. the solve rate for the crimes is very low. approximately 2% year in and year out. there are things that we are incorporating to try to bring that up, including increasing

our fingerprinting capability, but we will continue to try to make efforts, but there is a spectrum. in the middle of that is robbery. and usually robbery, clearance rates around 20%. but it's just depends on the crime type. and our challenge, again, in terms of our, how this frames with our strategic initiatives is we have to be data driven. we have to have ways to improve our responsiveness, and a lot of that is really there are things that we believe we can do in terms of prevention because our role is to prevent crime, first and foremost. when those crimes happen, we have to solve them and we have to investigate and we have to bring people to justice and let the court systems run its course. but our primary role or any police department worth its weight is to prevent crimes to

begin with. that is where really we are shifting the focus on the issues to prevent these crimes from occurring. that is why we are investing a lot in the prevention campaign, park smart will be a city wide roll out in terms of all the district stations using the park smart brand to remind people not to leave things in your car. if you can avoid it, don't leave things in the car. don't make it easy to be a victim. prevention is the key to this. mind you, the other side of this challenge is we want to impact this area while at the same time reduce the incarceration rate. in my mind the smartest way is to prevent the crime in the first place. we have to work with what we have to work with, but there is this balance that if we can impact crime but preventing it,

we have to do our job and enforce the law, but there is a desire to reduce the incarceration rate. it can't be all about arresting our way out of the problem. that is not the total solution. >> have you ever thought about sharing investigations with the district attorney? >> yes, we do work with the district attorney and the district attorney and i have a good relationship. they are going some things on their end that will help this process. and we have had many discussions and many meetings with not only me and the district attorney, but me and the staff work together, and it's going to take all of us in the criminal justice community to really impact our problems here. we understand that and we're willing to work with whoever we have to work with to make that happen. >> just a few more questions. curious to know, how is scheduling for operations decideed? >> the schedules are -- some of it is driven by the current

m.o.u., but the rotation of the schedu schedule, basically officers have a schedule and there's a rotation of the schedules. and now, some of that is flexible. some of it is not as flexible. but we do have to abide by the rules and m.o.u. so in terms of scheduling, that is why we have this staffing unit and prior to that the field operations bureau looked at scheduling and make adjustments where it's appropriate to do so. there is the field operations and typically the administrative side is monday through friday during business hours typically, and more of a stable schedule, but policing is 24/7. you have to have the midnight smith. you have to have the swing shift and that is done on o rotational

basis. there is some overlap because they work four day work week, 10-hour work days. automatically you will have overlap and some days are heavier than other. that's where we have to be as efficient as we can. >> do you have staffing analysis within the department? >> we do, and the unit we just created headed by a lieutenant, and we still have to fill in some of the support staff, but that is their role. >> their role is to advise you or whatever body makes the decision on, about where to deploy officers, correct? >> correct. that is part of the role, and to look at the long and short-term officers. they are the officers and personnel working with the b.l.a. and the mayor's office and the controller's office on the various staffing analysis that we are doing. but we have to do that internally as well. so that unit, when we had our

round of promotions in november, but created a position for that lieutenant, and we're in the process of now staffing the unit so they are fully staffed. >> all right, chief. i am going to lean on you to get the b.l.a. the information they need to have good data for that you are audit to be informed on what's goingen o, particularly pay -- going on, particularly paying attention to where our shortcomings are so we can beef them up. >>ment y yes, ma'am, we sure will. >> the final question is, how many officers are currently out of rotation due to misconduct? >> i believe the number is -- hang on one second. i might have that here.

we have 31 that are out of rotation due to disciplinary -- pending disciplinary matters. 31 officers. >> thank you very much. colleagues, i don't know if you have any questions for the chief. >> i actually do. >> thank you, chief, for being here today. >> good morning. >> i just wanted to talk about what the department's long-term strategic plans are. we know the department has a lot of people who are retiring and also have a lot of new officers coming into the department. i think i just have some concerns about what our plans are to make sure that we are hiring enough officers, that we have enough time to implement many of the train iing, a lot o the training that is necessary to address a lot of the reforms and how all that is coming together because i know that of

the 272 recommendations from the obama administration for reform for the department, half will be implemented, but we have a long ways to go. that takes time not only to work with the existing officers who are a part of the department, but also new officers that are coming in, and i think there are some concerns i have about just what's happening with the department because within a few years, most of the officers are going to be -- going to be a lot of new officers. many of them, unfortunately r not from the city, and in some instances come from place where is they have never even experienced diversity. i'm just trying to understand, you know, what the plan is with the department and how are we going to address some of the issues? what is our strategic plan long term to make sure that we have sufficient staffing with the department, especially as we have the conversation around this m.o.u. and the kinds of things that need to be included to address some of those

challenges. >> yes, ma'am. >> i will start now with the personnel and we have 2,100 and this is as of january, and with the officers on the payroll, of those, and -- this is outside of the airport. 1,448 are field duty, field demroibl. the remainder -- they are field deployable. the remainder are not demroibl ployable for a variety of reasons. temporarily disabled, a.d.a. accommodati accommodations, military leave, those type of things. family leave, and those type of things. so the authorized number is 1,971, so we have been budgeted to get to that 1,971. attrition impacts that as you

just stated. when we lose officers due to retirement or whatever way they separate from service, that impacts that -- both numbers. both the full-time officers on the payroll and full-time officers and the -- i mean, the number of officers on the payroll and the number of full-time able-bodied officers that can work fill. it impacts both numbers. one of the things that we are doing and this is a constant is working with the mayor's office and working with city hall to forecast what the numbers look like. number one, we have to hire to attrition and academy classes and needs at the airport going on as well as increasing the personnel at the airport and working with the director of the airport is another need that has to be addressed. we have to do this in context of

working with the mayor's office because all this will take budgeting. that is what we're in the process of doing right now. we are doing a number of different staffing analyses to really fruns the data how many officers we need, first of all, to do the primary services, in the car, and the controller's office is working on that piece. then there are demands from the community. how do we work the other city departments to address the narcotics issues and street behaviors issues in the city? that is not necessarily going to be a radio call-driven deployment need, but definitely a need that we have to tackle. so we've tasked our staff with providing analysis on how many officers does that actually take to do the things that efb with asked to do? we have a number. and that number now has to be mixed in the other context of sector car deployment,

investigative capabilities and all the other things. long story less long is all these different factors that are now coming together will determine actually what we need to move forward. we also have to keep in mind that this city is going to grow in terms of population. you have the honda's point development and treasure island, and a boom in construction in the city. so are we looking to accommodate that in the future? all this said, it brings another issue when we get these officers, where are we going to put them? the police station. are the police stations the facilities big enough? so all these things, supervisor, have to be taken into context. and they are all being looked at very vigorously. we want to be thoughtful about what we are asking for in terms of growth. we don't want to come to you or the mayor with a number out of the blue, and that is why all these bodies of work are coming together. but the bottom line is i sit here as chief of police saying that i believe that the

department needs to grow, and i have voiced that. i think there is a lot of support to do just that in order to do the things that we know we need to do and are being asked to do. >> chief, i will just jump in here to keep things moving along. supervisor reed, did he answer your question fully? >> thank you. >> can i just ask something? >> i have a number of questions, but i want the public to be able to speak. you mentioned the airport and there is 1800 deployable outside of the airport, but i do have some questions about officers at the airport. i know that we have quite a number of bilingual and chinese officers at the airport. and i continue to hear from our chinese speaking community they would like to see more of them in san francisco on the west side and in chinatown. and i am curious that some are discretionary and some requested, of course, and what can we do about getting more of the bilingual officers back in san francisco where they are sorely needed? >> the officers at work at the

airport are the assignments that the officers request to go to. and they are there and talking about the rank and file, the demand staff is a different story. >> right. sergeants, lieutenants, and up? >> lieutenants and below. >> but sergeants and -- >> sergeanted included. >> yes. sergeants included, yes. those officers -- well, let me back up. sergeants, we can assign. but the police officer rank, those officers that are at the airport and working at the airport have requested to go there, which they have a right to do. >> what about sergeants and up? can we get more of the bilingual officers back in san francisco and out of the airport? >> there is some flexibility in that, particularly with new promotions and we can assign based on operational needs. once they are in that assignment, though, they can put in to transfer to other stations and officers that are working in the city can put in a transfer request to go to the airport. so that is a part of the process that we have to respect and

honor. but the flexibility is particularly with new promotions. we can assign. >> it's just a request i hear often from the community. i understand that officers do request it, but we recruit bilingual, we recruit people that grew up in san francisco for a reason, and as much as possible, i would love to see them in the neighborhood. neighborhoods are asking for those officers to be there. >> yes, ma'am. >> thank you. >> thank you. >> all right. thank you very much, chief. i think we're going to go ahead and open up for public comment. i've got cards, like i said, to the members of the public. also, just maybe as a courtesy we can allow our senior members of the chamber to come up to the podium first, and start the conversation. okay. no seniors want to go first? that is fine.

i'm not touching that one. if you consider yourself a senior, start there. and then we will go to the note cards. and we did extend an invitation to the mayor's office and the mayor's president ra of staff members and they declined the offer to come and be a part of this conversation. all right, sir. welcome. >> alan. i am senior counsel to the american civil liberties union. >> all right. >> i am really glad you are doing this hearing. i have spent the last two years involved in police reform issues, which is somewhat new to me. i was involved in the working group around the use of force. i was involved in the working group on tasers. i wrote an amicus brief on the case of the city attorney, and, well, two things i have learned. one is that what i'm seeing, if you'll pardon the literary license, it's like a tale of two

cities. there's the city of light and the city of fog. the city of light is the mayor announcing that he wants the use of force engineered. the community responding, the police department responding, the p.o.a. responding. collaborative reform, meetings, discussions, a ton of work, which developed the use of force policy that i think san francisco can be proud of. at that moment to the surprise of many of us, perhaps, of course, we are naive, the policy disappeared into what i am calling the city of fog. it was -- even though it was clear clearly managerial, fundamental policy, it went to a meet and confer process. >> am i done? >> 30 seconds. >> oh dear. >> well, it was bad. i have three recommendations.

the m.o.u. is very imbalanced. it talks about scope of representation, but it never says and carves out what are the fundamental areas of managerial policies. it is vague. it hurt us in the litigation. that language should be changed. >> thank you. just a question for you. do you have your recommendations written down? because we can take them and put them in the record. >> yes. >> great. we'll take them. thank you. >> all right. >> i'm sorry you can't get one more thing. i got to be fair to everybody. i will take whatever you want to give us, though. and we will add it in the record. >> we recognize the time is short and four minutes if you have translation. and otherwise two minutes. and hopefully the person behind you will get to the next point and share the talking points.

if there is something you want us to see, email us or hand it in writing to the clerk and members of the committee will read that as well. so at this point, i want the next speaker to come up and to welcome the interpreters in the chamber. [speaking spanish] >> i am from the board of directors of faith in action. in our federation we have 90 congregations from across the city. i'm very, very worried for what's happening. [speaking in spanish]

i live in the mission and i have lived there for a long time. i heard the chief of police talk about respect. i don't think that it is respect when you unload 99 bullets on a young man. [speaking spanish] so what i'm asking today is we need a stop to this police violence, and i want to be very clear. without justice, there is no deal.

[speaking spanish] we have to keep in mind that young man whose life was lost and all those whose lives were lost are equal in value in god's view of a police officer or anybody else. and it is not okay for life to be wasted in this way. [speaking spanish] >> thank you. >> is this working? >> yes, they both work. >> an i am a nurse, been around for a long time, over 40 years here. value for human life, public safety, accountability, the needs of communities most affected by racial profiling and deescalation are vital parts of police reforms, yet we have witnessed year after year, complete lack of these principles. de-escalation was horrifyingly

absent during confrontations with the latino and african-american youth. most recently two weeks ago with the brutal murder of jesus aldolpho delgado. two years ago with the murders of others. and four years ago today alex nieto, mario woods, jessica williams, we all know the list. and as a nurse armed with a stethoscope, i learned de-escalation techniques. why don't the cops learn these techniques, or if they have learned them, why don't they use them? now they are getting taser, another violent weapon. we cannot reward violence and impunity. no justice, no deal. thank you for putting a headlight on this. [please stand by for captioner switch]

>> -- that i will run or lay on

the floor. [ speaking in spanish ] >> so i've been thinking about this, what i will do. how do we prepare for these kinds of situations, and i think about one of my family members who cannot hear. what would happen to him if he was in that situation? [ speaking in spanish ] >> i was comforted by the vision put forward, what chief scott -- about how he's thinking about the future resolving some of these issues. [ speaking in spanish ]

>> just like a doctor is charged with a responsibility to save lives, even of somebody who's about to die, an officer who has a gun in his hands has the same responsibility to do it with care. [ speaking in spanish ] >> and so it is really important to continue to know that our lives do matter, and it's really important that we do look for people in the community that will be agents in the police force. thank you. >> supervisor cohen: all right. thank you. just also want to let you know that the mayor's staff has left. >> thank you, supervisor cohen, f for calling this hearing.

i'm father richard smith, and i want to speak on behalf of no justice, no deal campaign. this campaign is in response to the recent killing that you heard in jesus rodolfo delgado, for which not a single officer has not yet held accountable. his story is not extraneous to these contract negotiations. his death came in a reckless out of control barrage of 99 ballo ballots by ten officers. instead of deescalating an already tense situation the officers simply made it worse by hurling threats at odolfo when he was no doubt out of his mind. all of this killing has left us traumatized at the killing of yet another latino, but where are the reforms? where are the reforms that

we've been repeatedly promised? we keep getting reassurances that these nightmares will stop happening. where are the reforms? 99 bullets they fired at that young man. if you go to the site where you killed him, you can see the nearby homes with shattered window do windows, bullets through the walls of those homes. there was a young woman in the car with him. it's a wonder she wasn't killed as well. where are the needed reforms. instead of promoting these needed reforms, the p.o.a. continues to block or weaken them. so please, when you come into these conversations, please don't check your values at the door. please remember jesus adolfo and other people on a list that goes way too long. help us stop the killing of more people of color. no justice, no deal.

>> supervisor cohen: thank you. next speaker, please. >> magic goldman. we live in dangerous times. our communities are living in an atmosphere of constant intimidation by police. we live with impugnity. we need to have a fund to train workers with a separate dispatch system you can call before you call the police. this lawsuit shows that the police -- after a long process of community cooperation to create use of force, they do not accept that policy. therefore, the police are assuming that the p.o.a., their leaders, do not care about them obeying the use of force policy. they are sending that message. so we are now -- the p.o.a. journal, by the way, i suggest that you read sometime on-line.

it's fascinating. for example, jeff adaci, our public defender is called a bottom feeder. our member of the police commission, petra dejesus is called unbalanced. our own chief of police is being attacked. the p.o.a. has no respect for anyone but what they want to have power. this is not protection, this is not enforcement of the law. we want mental health workers funded. we do not need more police. let the ones that are there retire. we don't need them there anymore. we need the police to do their job, and the p.o.a. to stop being an intimidating, belligerent thugs. martin halleran is a disgrace to this city, and he must be stood up against and not be allowed to crem nas against our

other public offices. the deal needs to be enforced and used, not treated as just a piece of paper. thank you. >> good afternoon, commissioners. i'm the executive director of homi y homie. we serve about 300 young people a year in our program. i want to ask a question. if a young man was killed 99 times in your community, and if another young man was killed -- got shot 99 times, what would you do? if a young man was killed and got shot 59 times in your community, what would you do? if another young man was shot six times in the back, and one of those shots was in the back of his head by the san francisco police department, what would you do? what would you do? we're here, we want reform. we want change in the san francisco police department. it's not about good police or bad police. we're not against police. we want public safety in our

communities. we want public safety. people are saying we're antipolice. no, we're propublic safety. we're propublic safety. we want change in our communities, and we want it today. we don't want it tomorrow. and this contract, this contract -- this is one of the first open door sessions we've had on this, right? and people, they didn't even know how much the police officers made. they couldn't even find it. they had to look in their documents to find this $525 million in the contract, in the general fund. when do we get -- when does -- hey, i'm a nonprofit worker. when do nonprofit workers get a ten year contract with no questions asked? let's talk about that. i want reform. my community wants reform. this is something really serious in our community. a young man just got shot 99 times, got shot at 99 times. what are we going to do? what are we going to do? we can't just stay here and just sit on our laurels and

expect nothing to change. thank you. >> supervisor cohen: thank you. ladies and gentlemen, i'm just going to ask permission to excuse myself. this hearing is incredibly important, but have i to go onto something else. i'm sorry. i will continue to work hard and ask the questions that need to be asked, and just want to let you know that i have an open door policy. if anyone wants to leave a message for me, i will be coming back. you're welcome to do so. thank you, supervisor. next speaker. >> thank you for having this hearing. i am reverend joanna shank with faith in action. i'm a pastor at first menonnite church in the mission, which meets in the mission. i also live in the mission a couple blocks south where there was a shooting by the