members. >> supervisor cohen: to be fair, i want to acknowledge we have a stack full of public comment cards, and we will get through each and every public comment. just a reminder, everyone will have two minutes. you'll have a soft chime, indicating 30 seconds remaining on your two minute allotment of time. we're going to hear from the department of human resources, the county attorney, the leadership of the police officer's association who respectfully denied an opportunity to come to this body. now that said, could the representative from dhr come on down. come on down and introduce yourself to us. >> am. >> supervisor cohen: good to see you. >> my name is carol izen. i'm with the department of human resources. i have prepared some remarks.

>> supervisor cohen: and we would be happy to hear them. >> and i'm happy to deliver them. i just want to start by letting the audience know and you know that the department of relations division and department of human resources is very receptive and interested to hear and listen to the concerns and complaints and incorporate that into our process and into our practice and i'm going to talk a little bit about that after i create some context. i'm here with chief scott, as you say. we've been actively working together as two agencies, the department of human resources and the police department to do everything we can to ensure a fair and decent labor agreement between the city and the police officers association. but i just want to provide a little context for the committee and for the members of the audience. the setting of wages, hours, and terms and conditions of employment for p.o.a.

represented employees is subject to charter section 88.590. this charter section constitutes san francisco's local agency reasonable rules for labor associatinegotiation are mandated under california law, the myers millions background act. the rules have been in police since 1 # 91. they require the city and department meet in good faith. they require january 20th of any year that we are renegotiating the contract, that we name a tripartite panel who may be called on in the event the parties cannot reach agreement. the same section requires that we submit to the board by may 15th even a negotiated agreement or in the event an agreement cannot be reached the awhere the of the arbitration panel, and i can assure you committee members that deadline

will be met and we will be back here with one of those two things before the deadline. as you stated, supervisor cohen, the labor agreement between the p.o.a. and the city has not been fully renegotiated since 2007. it has been amended on five occasions, and anybody who wants to go to our -- the dhr's website and look at the contract, it's there for public viewing. you'll see that it says the agreement between the p.o.a. and the city amendment number five. it's been amended five times, mostly for economics, in some instances to add money to the contract, and in other instances and notably in 2011 and 2012, to take money away from the contract when the city was in financial distress. so this is our first full round since 2007. it is being led by our very able employer relations manager, luanna preston who has

many years in labor relations working with unions and public agencies. she could not be with us today so i am representing the whole team. we have been meeting with the p.o.a. and with the union's negotiating committee on a regular basis since october. the mediation and arbitration dates have been scheduled in the event that they are need and had will continue through the month of april and early may. as you state correctly, we do report to and take direction from the mayor. we've had very unusual circumstances in this round of negotiations where we've reported to three mayors, and i will say that because of the nature of labor relations and the generally stablizing influence that this charter section provides, those directions have not very substantially changed. there have been various 'em if a cis a -- emphasises and we've tried

to meet those under the approach. we're happy to come back whenever you would like us to come back. we also work closely with city departments in labor negotiations. those departments typically serve on the city's negotiating committees. in this instance, it is one city department that is impacted, the police department, and we work very closely with the executive leadership team in that department to work our way through the various issues that are in the contract. we do hope and our intention is to reach a negotiationed agreement and present this to the board of supervisors for consideration. but if we do not achieve that, and we deadlock and we cannot reach agreement, then the matter is submitted to a tripart item arbitration panel, and the factors that that panel must consider are enumerated in the charter and i just want to

make sure everybody's aware of what they are. they're very common. they can essentially be describeds described as the conditions dealing with out in the community versus what the department can pay for awards. the amount paid for goods and services, the wages paid to employees performing services compared to other departments performing similar services, wages hours and terms of employment of employees in the city and county of san francisco. as you know we have other active labor contracts that have been established for the coming fiscal year. and finally, the financial condition of the city and county of san francisco and its ability to meet the cost of the decision of the award. one thing of note, and i'll end with this.

the charter does exempt certain key aspects of employment conditions from the interest arbitration provisions in the charter. it doesn't mean we don't have to meet and confer about them, it just means if we deadlock, the arbitration panel has no jurisdiction to rule on them. these are key matters between the city and its police union. number one, disciplinary procedures are not subject to this proceeding. two, the procedures and practices relating to the processes and disposition of complaints handled by the department of police accountability. crowd control policies and compliance with antidiscrimination laws. there are others. these are the ones that i'm calling out. and finally, the matters not specifically in the jurisdiction of the police commission generally are subject to interest arbitration provisions. as i said earlier, we are aware of the concerns of the no justice, no deal coalition, the human resources director, miss

callahan recently met with representatives from the coalition to address the concerns and describe the restrictions that we operate under labor negotiations, but we're sensitive and concerned and we're here to listen to you, and we thank you the opportunity to speak to you. i'm happy to answer any questions. >> thank you for coming here. sorry. you're not done. >> i was hoping to come back. >> supervisor kim has some questions. >> supervisor kim: i just have some questions. if you could talk about the package that the p.o.a. is actively negotiating for for police officers. >> i really -- you know, these -- they're in flux. where we started is not where we are, and what will happen and what always happens -- >> supervisor kim: i understand it's a negotiation, but i'm asking what is the value of the package that the

p.o.a. is currently negotiating on behalf of the officers in terms of the budgetary allocations that we afford and the mayor would be considering to add to our general fund budget? >> i think that would probably prejudice the negotiations for me to announce that number right now, and i'm not sure that the number that it was walking into this meeting is the same number it will be when i walk out of this meeting. it's a number that is constantly in flux. >> supervisor kim: that, i understand. there are numbers that are being reported in the press regardless of what you state here today. is there a number that you're comfortable -- >> we don't sunshine -- we don't sunshine the initial proposals of either side. we've explained them in closed session to the board, and we're hoopy to come back and tell you the current state of affairs in terms of any numbers or issues that the state is seeking at this point. >> supervisor kim: how is it that the press has put out numbers? >> i cannot answer that. it has not come from our

negotiating committee. we've -- we've been at this, between myself, mis-preston and mis-callaha miss callahan, we probably have a solid 100 years in labor negotiations, and discussing with the press is not something that any of us would do. >> supervisor kim: thank you. impressive to see that there's 100 years between you ladies, and i know you'll get it done. >> supervisor cohen: i just want to follow up on what supervisor kim was talking about. in a letter from the p.o.a. that they sent to us yesterday, they said that san francisco police officers are below market in total compensation. would you agree with that statement or would you not agreement with that statement? >> i don't want to comment on the specific question of whether above or below. i will just say this: that policing, in terms of recruitment and retention of

professional police is a constant struggle for this agency and for the other large policing agencies around the state of california. it -- one of our key goals in coming out of negotiations is to ensure that the department has the tools available to them to retain a highly professional workforce and that includes competitive wages. >> supervisor cohen: okay. well, where does sf fall in the region, fall in the region for total compensation. maybe you can take it like the west coast versus the east coat or across the entire country. we're just trying to get a feel of where we're standing. >> well, surveying is an art, not a science. and one of the things if we do end up in an arbitration will be a point of contention is what that survey universe is. generally speaking, we are not -- certainly not the top pai payers in the bay area, but we are nowhere near the bottom. we're able to recruit with the salaries that we pay, but these things can change, and we're --

you know, policing has become a 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