thank you. >> did you get your question answered supervisor yee. >> just really quickly. my question was more of a reinforcing supervisor fewer's comments about nerd and importance of it. i know in my district, we really have taken it on and quite a few of the smaller neighborhoods have applied for money from budgeting to get themselves ready for disasters emergencies and equipment and so fourth. >> district 7 has done a lot with your budgeting and they've been given grants of 20 to 25,000 and done an amazing job. measure a loma school is an perfect example. >> it's amazing how they've used the limited funding. it's like a model to me. >> we've going to move on. thank you. >> thank you, have a good day.

>> we are off to a great day. next department is the police department. we've got chief william scott, come on down chief scott. you and your team. the police department has a budget o $635.3 million. they're requesting $47 million additional. they have 3,065 personnel and they are requesting 94 persons. >> thank you. good morning supervisor cohen and supervisors. we're going to go through our slides and we'll make it within the seven minutes as well. >> it's so good to have these over achievers.

all these goal-oriented department heads. >> my first slide, we're going to talk about our budget enhancement and the positions we're asking for. positions represent a four-year hiring plan that will include 250 new sworn t andt breakdown is 145 new sworn positions, 50 sworn in each of the first two years and 45 in the next year. it also includes 25 civilianized positions. in terms of civilian position and civilianization those 25 positions willnclude backgrounds, property, evidence, crime scene investigations, professional standards, media relations, facilities and next we want to implement a strategic management division and that is six civilian positions and their function will be to support for data driven proactive management decisions and program evaluation to ensure decisions and

initiatives are evidence supported. some of the budget request goes to m.a.l. and that includes wage increases and post certifications and universe allowance and bilingual pay and overtime for dedicated resources at the bart station. in that also, i want to just highlight bilingual pay from 910,000 a year to 2,000 a year for sworn members who are certified as bilingual speaking. we have 254 sworn officers that are certified and we wanted to increase that number this m.o.u. provision we believe it will enhance that and insentavise our officers to get bilingual certified. i'm going to speak about our strategic framework. it was a part of the department of justice recommendations when

they assess the san francisco police department, there are many recommendations tied to the need of the sfpd needing to develop a strategic plan and framework so our strategic framework is on the screen in front of you. there are five strategic initiative clusters, we want to be better at collaboration and improper our responsiveness and strengthen our department, define our future and be better at measuring and communicating. on the top axis, you will see how that parlays with our operational priorities. priority number one is homeless issues and harm reduction. priority number two violent crimes, priority number throw property crime and priority numberfour-foot- patrol and it explains how those fit into the

strategic clusters and framework and how it intersect with our priorities. hopefully you understand the thinking prioritizing these initiatives. our operational initiatives are based on the many concerns we get from the community. particularly in regards to homelessness and harm reduction. next slide. our budget enhancement and our sworn personnel. i want to go into detail of what that will get us and how it will serve the city. i want to highlight that a lot of this is driven by the department of justice recommendations. our sworn positions will enable us to maintain the recently foot patrol presence throughout san francisco. we have increased our total number of burglary and aut.

our general crime units that we just initiated a few months ago has enabled us to better deal with those type of cases, also increase district base investigations and giving communities more direct access to the investigators handling the cases. dedicating calls identified by our healthy streets operational center and resources for our psychiatric emergency response teams to proactively provide coordinated care for frequent users of the city's mental health systems and there are two recommendations to speak to when these budget enhancements will allow us to do. recommendation 40.4 and 40.7 and i'll read them in part. they should value whether they would bridge the trust gap

effectively involving crime problems in san francisco's communities. recommendations 40.7 states that the sfpd should develop partnerships on key community issues such as homelessness and organizational transparency to work and collaborative environments to problem solve and develop pro produced plans to address the issues. these budget enhancements we're asking for speak to those d.o.j. recommendations. we've already made some adjustments and we hope to sustain that by these enhancements and our healthy streets operation center is a perfect example of the collaboration they speak to. other budget enhancements include services to replace the monitoring and report role of the progress for our d.o.j. reform and basically that is the d.o.j. had a third party

contractor, usd.o.j. they brought into evaluate the department and write the reports. we hope to replicate that and it will pay for those services so we can continue our d. o.j. collaborative reform initiative wo. soces to assist in focus crime response plans. we're doing very good in violent crimes this year with 30% down in homicides. six months into the year and we hope to continue that. this work will hopefully help us continue to go in that positive decline in our violent crimes. in addition to staffing, we continue our efforts to implement all of the recommendations of the us d.o.j. so included in our budget proposal is contracting with the organization originally responsible for the assessment and the reporting. also the purchase of a.t.w.s, tasers, and contracting with the organization that will help us addressur violent crimes

issues as well as increase community trust. next slide speaks of the airport. the service growth in the airport. as you go through the slide, the expansion to address the staffing needs in the airport is a result of several things. first of all, the san francisco international airport is seeing a 38% increase in the last 20 years from 39.7 million passengers in 1997 to 54 million in 2017. in that 20 years, the department has only increased the officer rank from 130 in '97 to 142 currently. also the facility has increased. the physical facility has gren in the last 20 years requiring more areas to patrol. these added areas include a car rental facility in 1998, the international terminal building in 2000, the air tram began service in 2003 and bart came on

site in 2003 as well. additionally, there's a new 351-room hotel that will open in 2019. these additional facilitiesens hanments require patrol officers. hence the increase in resources needed for the airport staff at sfo. also, sfo is experiencing social impact issues requiring more staffing. including increases vehicular traffic by ride-share companies has gone up to over, we estate 687,000 trips in 2017 alone and that's anticipated to go in 2018 and beyond. and also stronger airport security posture due to global terrorism and act of other parts of the nation and world. homeless is an issue and staffing will address the

demands placed or our airport ce officers there. the next slide speaks to how. how we're going to facilitate the enhancements that we were requesting. our current fiscal schedule calls for two city-funded academy classes to replace the 80 annual retirements and other separations. also includes one airport funded class to replace the 20 retirements and vacancies expected at the airport. ur proposed growth schedule calls for three city funded classes which would be two replacement classes to maintain our 1,971 pool duty and one additional class each year to increase that number to 2,021 full-duty ftes in year one and to 2,071 in year two. also, the growth includes two airport funded classes to add a net 103 sworn to increase the

total sworn at the airport from 178 to 281 by the end of 2020. with this budget, we expect to fund additional positions that will result in theded adtional academy classes and just to be clear that's one for the aport and one funded by the general fund. in this two-year budget, the increase budgeted positions will result in 2,071 full duty sworn personnel funded by the general fund and 281 sworn personnel funded by the end of 2020. next slide speaks to our transit hub. the trance bay joint power authority will fund 2.4 million in supplemental police law enforcement services. the new trance bay center is a state of the art bus and rail station that will centralize the region's network connecting all points in the san francisco bay

area. it will connect eight counties and 11 transit systems. it will serve over 100,000 passengers a day. to ensure public safety at the trans bay center, we will fund supplemental police services which we will provide on an overtime basis. so, i will stop here. that is the conusion of the high level presentation. >> thank you for your presentation, chief scott. first of all, i appreciate a lot of things you've been doing, including working with my office and supervisor hillary's office to deploy, hopefully, at all the

stations by now but at least the two pilot efforts in two stations to focus on property crime. it seems at least for the statn it's been very effective. as you know, you are beginning to roll out the task force that is looking at staffing at this point. which is unfortunately not the best timing for this budget cycle. but hopefully it will help for the next budget cycle. the other thing that i call for is to ask the budget legislative analyst to do a performance audit of the san francisco police department that just came out. have you gotten a chance to look

at it? >> yes, sir, i have. >> i wouldn't go through dish mean, the whole audit, there's a lot of recommendations in there. i want to focus on a few things that might have some impact in your budget. the first one is the endati30f positions in your administrative. 30 positions could be civilianized. it's part of your borough filled by officers so speak to that a little bit because if we fill those positions with civilians rather than officers, then you can chose to redeploy those

officers into the field. >> our budget request calls for 225 seville civilianized positi. those positio inc two positions in professional standards and parental leasing. those are administrative analy analysts. crime lab we're questioning six examiners. our backgrounds unit, we're requesting six personnel analysts for that unit. property and evidence are requesting eight personnel and then from our media communications unit, we're requesting a total of two positions both the public relations assistant and legal assistant and from facilities unit, we're requesting one position so the report called for 30.

there was some that we did not request and we are requesting 25 which if we are granted those 25 positions those would replace one officer who can be returned to field duties. >> great. is there, if you were given the opportunity to increase five re civilian positions, would you actually match up with the recommendations, would that be possible? would that be doable in terms of rotating people out in those positions and having the officers be deployed into more police work, traditional police work? >> i was going to ask. i don't know if the five we didn't request and we just got the report as you did over the last week. >> supervisors catherine m ma

guyer. i would like to look at the v. l.a. recommendations. i'm sure that we could find, we would have five positions that could be civilianized. i'm not sure they would be one to one with what the v. l.a. recommended. we might have different priorities with respect to civilianization. there are definitely spaces we can civilian eyeize. >> would you take a close look at this by tuesday? >> oh, yes, absolutely. >> it's important for me to know whether or not i'm going to push or not. it does is puts more officers and hopefully they do police work that we're used to out in the street and so fourth. >> thank you. >> the other question i have, again, related to this report is the issue of overtime actually.

also it's a time that your police officer spends with, what do you call that? when they fill up reports for arrest. >> administrative time? >> yeah. slotted overtime seems to be related to a resident investigation which tripled. the number of arrests of violence, violent crimes between a certain period of, i believe, september 2017 to march of 18. it's going down as basically decreasi and the arrest by property crimes decreased by 31% over the same period but yet we're finding that there's been an increase of time spent on these reports and this investigation. can you explain that?

>> there's several factors that go on to that. first, let me say a little bit about the decrease in arrest. as you know, we changed our focus somewhat this past year on really a prevention-based focus in terms of how we're addressing property crimes and we will still make arrests and we need it make arrests. there are a lot of people out there doing bad things and we have to arrest and force the law. at the same time, with the whole spirit of general reenvisioning and a lot of things and forces that are forcing us to change our tactics, we are really moving more towards a prevention-based strategy to try and make prevention our priority. if we're successful, that will yield less arrests. however, some of the administrative tasks that officers are faced with now are steadily increasing. a good example is the body-worn

camera. a great technology. it will enhance policing in many ways. however, there are administrative costs and time demands that come with having officers equipped with body-worn cameras, they have to view the video and up load them. some of the things that are required in the reporting process, now, that has changed over the years. it requires more time. we are smartphone-driven police department and a lot of the data that needs to be collected officers have to input that data so that takes time. as we have seen in the past few years, particularly i think it's increasing in the last two or three years because of the advancement with the reform initiatives we are implementing, a lot of those translate to more administrative dutiesment we're trying to do what we can to be efficient at that and the list

keeps coming. right now we're in the process of changing over to state law for data collection in terms of our stops and what we have to do the racial profiling data collection that we have to do and that is going to be an additional administrative and demand on the officers who have to input that data because it's more data that needs to be inputted. those things add up. they're necessary but they do add up. the result is what you see in the terms of the increases. there are a lot more things that officers have to do than they had to do just five years ago administratively and they're all for good reasons. there's a cost associated with that and we have to factor that in when we figure out employment. >> i appreciate your explanation. there's one other issue. i noticed as i glanced through the audit, there's a wide disparity in the number of

officers assigned relative to calls for service. which is typically the primary cater of demand for police services. as the number of officers increased the time spent the calls decreased. can you explain that? >> some of the same issues, i mean the calls to service if you dissect that and i'm going to go to the controller's report because i think part of the b. l.a.'s report rely on the controllers' report. the amount of time spent on calls, the individual calls is increase over the past few years and so again, it goes to a lot of the recommendations that we're trying to put forward. time and distance and those type of things that will make us a better police department and a more effective police department. a more responsive police department. it takes more time. i just had a c. i.t c. i.t. meed there was an individual in

crisis and our c.i.t. unit responded. it was a seven hour ordeal but it resulted in a peaceful resolution. those are the outcomes we want and they do take more time so over all, almost all of about 95% of the operations bureau is trained on c.i.t. those techniques, time and distance are going to result in more time being spent on these calls. i think we had 18,000 calls of mental illness or mental crisis-type of calls in the first six months of this year. we want our officers to take their time. we want better outcomes and results. i think that's speaks to the reason you are seeing the calls take longer. that is a major drivein that. >> just one last thing.

as you know, in san francisco i have asked for the addition of the telematics or g.p.s. system for our fleet and we actually went ahead and did most of the fleets in san francisco about 5,000 vehicles have been armed and the data presented every day that we've gotten from the city administrator has been positive in terms of safety and efficiencies and so far. as you know, we didn't go and pursue at the time and the police department criminal justice departments and we had a pilot on some of the vehicles for the police department and that is done. pretty much i'm going to pursue the addition of the law

enforcement agencies. not only is it going to hopefully increase safety and efficiency, but want to make sure that you are doing what the city administrator did, was prepare for that possible legislation in the budget with the cost of arming the vehicles with those telematics. i believe they're about -- why remember the exact number but i thought it was about 700 per vehicle. did you have that on the budget at all? >> it's not in this budget. but it is a discussion that we're willing to have. there are other departments that have viewed telematics effectively for their employment and calls and efficiency in dispatching. it's not in our budget this year but we definitely are willing to

have that conversationing and c. >> i think we will introduce legislation soon and i anticipate it will get passed in the next fiscal year. >> yes, sir. thank you. >> supervisor fewer. >> hello chief, thank you for presenting today. i just also want to refer back to this performance audit of the san francisco police department that was prepared by the b. l.a. and i know that it just came out june 12th so you may not have time to look it all over but i want to prepare that next week i am really going to question some of theommendions t the v. l.a. has put fourth in your responses and i want to address

that arrest is up by 76% and overtime. what is your department doing to actually get a handle on this. and when we see that these arrests are d and these are not -- this is not about how much time they're doing at a call for service, this is really about that a 30% arrest decrease but an overtime is 76% increase and i think that that's considerable and something we need to address. also just about the shift change. i know that police officers are used to working a 10-hour shift. the b. l.a v.l.a. is a 10-hour t but also with the different sequencing which could result actually in a lot of extra police hours. and then i just want to also, i

will drill in about just amount of time that is spent on calls for service and that i know the target is 35% of a police officer's time is spent on calls for service but what about self initiative and this is something i brought to you before and we came before and i did not hear response from and is that if for example in my station it's 22% of patrol time and the richmond is dedicated to calls for service and what happens with the other 78% of patrol time. when you say if you have body cameras it takes more time. and that is why we have this quite frankly, 78% of the time that is not for calls for service then maybe some of that time can be used for the administrative things that should be done. also, what happens to self initiative activities so only 22% of patrol times is actually

dedicated for calls to service. what about self initiative activities. i'm talking about when you can see a police officer that is actually on patrol. the speed is about 15 miles per hour. you notice police are looking out in my neighborhood toll see what is happening. and i just think that i am not seeing that in my neighborhood quite frankly. actually, i am hearing that a lot of times the police are relying just on calls for service and not really self-initiated activities. i'm going to ask about that. i am also going to be asking about the recommendations about civilianization and i think that the v.l.a. recommend there are 200 positions actually that could be civilianized and also that a little bit about overtime controls and about the span of control. i think this is so important in our police departments that i

actually disagree with your response is that one sergeant needs to be supervisorring just as one group of people. i actually think that it's really helpful that there are many eyes looking at police officers so that actually they can -- many times, many sergeant looking at an individual to give guidance about patrol officers and the strengthen and weaknesses about individual officers and developing skill on each officer and mentoring them for success to aid over all professionalism and efficiency and skill so we invest in every single one of our patrol officers and it isn't one sergeant looking at his or her watch off group and it's many eyes that this lieutenant can actually look at these officers and see how we can mentor to give these officers more support in their everyday

duties as police officers. i see that yohave a big increase around introduction of tasers and i know that we politely disagree on the implementation or at least at this time the funding for tasers. so i will speak a little bit about that and i wanted to give you a heads-up. this audit just came out and i have been looking through it and i think that when we think about increasing our police staff and not have a willingness to lk at how we were staffed and a 10-hour weekly work schedule. i believe weekly work schedule is actually doable. i know you have to meet and con fur on many things.

if we were to do this it would be 16,000 additional officer days each year which is highering 66f.t.e.s and that is incredible for our city. i just wanted to give you a preview for what i may be questioning about next week. i think that, you know, i also will ask you about if retirees are working 20-hour weeks and they're background investigations but there are any other specialized units that they're working in that they're taking positions of sworn personnel being held over in specialized units. so, not really a question for today. i appreciate your presentation and just have many questions in relation to what you presented today and what the performance

audit from other police department by our v.l.a. and this is dated june 12, 2018 at this meaty report doesn't actually coincide with many of your budget requests this year. we can go to further discussion. i know that you haven't had a chance to drill deep into some of these questions that i'lle asking. if you'd like to meet i'm happy to have a conversation but just to prepare you these are some of the areas of discussion that i will be initiating. thank you. >> thank you. some of those i can address now if you want or we can have a discussion. >> woel do it next week. >> thank you. >> supervisor stephanie. >> i just want to say two days ago i had the opportunity to visit one of the officers that was injured on duty. i just hope that he is doing well and i want to thank him and

all the men and women of the police force who actually are out there putting themselves in danger for our public safety. with that, i wanted to just ask you, in terms of the number in increa in officers that mayor farrell and the department came up with, i'm wondering what methods were actually used to identify these needs. i know that a lot of thought went into it and i think now with this performance audit, if that, whatever came out of the performance audit if you can go back and put that into the methods that you use to come up with, and the numbers but if you can just give us an idea of what you went through because i know it was extensive to come up with exactly how many officers you thought would be necessary for to get to the number we need to get to. >> first of all, some of the base of our operation is our sector cars, our sector patrol.

those are the officers that are responding to calls for service and we rely on the report from the controllers office which was good work in my opinion. for the baseline of what we need to respond calls to service and supervisor fewer mentioned the percentage of coof service versus free time or proactive time. best practices around the country, that number is around a third of an officer's time should be spent on calls for service and that is where we want to be. that other two-thirds, about a third should be proactive/community policing time. the other third is going to be for supervisor yee's question, administrative time. and tha is what the report says and i agree with. they're some of the best practices around the country. it starts there. so then there are specific needs that we know just based on the

d.o.j. recommendations and i spoke of the homelessness issue. and how we're dealing with that. we already had a core operation. our 70s unit. our 70s series units, those officers are at each station and they address the homeless issue at their district station. our healthy streets operation center basically is designed to ing all that together both within the sfpd and to could coordinate them and that was one of the d.o.j. recommendations so part of the increased, if we're granted, what we hope to do is expand the district officers that the station to address the homelessness issues. right now you have anywhere from four and up. most station have at least four officers doing that. we want to expand it to eight per station. the reason being is that this issue is a 24 hour issue but

mainly during the waking hours, we need to be deployed to address this issue. coordinated by the healthy streets center if for granted these positions we will have a much better response t this probm than we had currently at the the capacity for and this is one of the most pervasive issues in my opinion in the city and it includes the crime issue because complex.an issue that is we ned to do it with compassion and colboration and we need the people to do it and currently we don't have the resources. that went into it as well. when we configured our investigations unit and initiated a general crimes unit to address our property crime issues that went into the factor. also, some of the things we're doing on the property crimes side are factors in. >> just to remind the committee,

you can come back and defend cuts and come back and defend additional budgets. we will forward you an opportunity. we don't have the budget analyst report before us. just i wanted to announce that this is -- we will have another opportunity to discuss in depth about the police department requested budget. this is not the only bite of the apple. >> i do understand that. thank you, chair, cohen. i had two questions and one and two statement zoos it will take less time. in terms of the transfers the deputy sheriff's use to do, it still needs to b needs to be lo. i think we need -- i feel there's a possibility for savings there in terms of putting the police officers backout on the street and having the deputy sheriff's do that. they used to do that. they were doing it for a long

time. i think it needs to be looked at and with regard to the fleet, i want to make sure the committee knows the state of our fleet in terms of how necessary it is to invest in that in terms of the cars that are needed. there are some cars that have 300,000 miles on it. those are two things that i wanted to touch on. >> thank you. >> thank you, very much, chief. i'm going to reserve my questions for next week as well. just you should know it has to do with the overtime budget and also questions about community policing. >> thank you. >> thank you, very much. is there anything else you need to share with us? >> i just want to thank the mayor's office, kelly and staff for working with us. also the controllers' office. for the work they did and helping us with the staffing reports. thank you for allowing us to present and we'll see you next week. >> >> dan: problem, thank you.

no problem. we're going to hear from police accountability and director pl henderson and we'll hear from superior court and we will take a break and resume at 1:45. thank you. after the break, we will hear from district attorney, public defender, adult probation, juvenile probation, sheriff's department, human service agency. i think that's it. treasure tax collectors. are you ready? so the department of police accountability has a $8.6 million budget. they are requesting $1.4 million in additional funding. they have 46 personnel and they're requesting four additional personnel.

>> welcome mr. henderson. >> willie just showed me which buttons to push so i can do it all myself. >> ok. >> we are all ready. thank you for having me here. it's a real pleasure. i do have a brief slide show and i'm going to save time for questions. i know it's been a long morning already so i'll try and get threw this as quickly as possible. just to walk you through the highlights of our budget. >> i don't think you were here for my original announcement, you have five to seven minutes for your presentation.

>> they just told me. i will not give a speech. i will just, i want to include some basic oversights stuff about the agency and what we do, especially because it's so new in terms of the newer focus since i've been with the organization and it hasn't been a year yet. but you will see we now have a new mission statement focusing on three core missions which is basically to investigate shootings and misconduct from the public. also, to make policy recommendations and those are both in our observations based on our investigations and in collaboration with other outside agencies as well with the department and those policy recommendations go to the police commission. and then the third part of our mission is theudit function. specifically for the use of force and for disciplinary proceedings with the department. i just wanted to start with that just so we're clear about what

the agency does and how we do it. we are governed in part in terms of who we are responsive to and a large part by the community. there are other outside factors that are influen a l of our work, specifically over the past year and into our very near future and that involves agencies like the grand jury, the blue ribbon panel and a lot of our work is being driven by the cox report and the d.o.j. just in terms of context of the 272 recommendations that are made, 90 of them, which is a third of them, involve d.p.a. working both as a liaison to the department and directly to the community as well. here is a review of our major initiative.

our expanded charter obligations. our technology investments, which had not taken place in the past. mediation and outreach which we have enhanced as well. and our staffing restructure and i'm going too through some of those things just to explain them to you so you understand what we've done and how we've done it. these are our major initiatives. the officer-involved shooting, i'm going to come to that because it's its own slide because i need to explain the details of it and how it works. i want to start with the prop g audit team. now, this is the unit in the agency that was spearheaded by supervisor cohen in 2016 requiring audits for the police department and their use of force. when i came over to the department last year, one of the big concerns that the city had that supervisor cohen had and that i had myself was this work had been begun so we were kind

of under the gun to try and build something as quickly as possible and as efficiency as possible. i will say just in terms of understanding the project, a city like los angeles, which has the same mandate and they've been doing the mandate for over 10 years because they were under consent doug decree under the federal, is the model of what these reports should look like. they have a team of 58 people that do nothing but this full time and so this was a heavy lift for our agency to take on and execute and implement. i'll tell you what we did in order to do it was go dtly to the controllers' office. the controller's office has some of the highest standards in the nation producing reports like this. we wanted to replicate that model through them and with them. we partnered with them and based on our analysis from the correlation in los angeles as best practices, we estimated we

needed between four to six auditors similar to the auditors they use in los angeles for that kind of work and we now have a partnership with the controllers' office to be doing the work. they've already started their review. so you should get the report and the public will get the report for prop g before the end of the year. we're in the middle of it now collaborating with the police department. that is a big project. that ii wanted to talk about ito make sure everyone understood what we were doing when we built it. and next we have mediation. we have a whole mediation component where we negotiate with the community and directly often times with officers but sometimes with the department directly about transgressions involving folks to mediate disputes and complaints with the department using restorative

justice models. it's one of our highest rated productions with d.p.a. and so i'm trying to expand that work more beyond what we've been doing in the past and i assigned more personal to do that wor because people are pleased with it. [ please stand by ]

>> and what was happening before -- >> svisor hen: director, just want to bring to your attention that you're at the seven-minute mark. >> okay. thank you.

i'll speed it up. let me just summarize. you have the information in front of you. i just want to point out where we are right now in terms of workload increasing. >> supervisor cohen: really quick, when was prop b passed? >> 2016. july 2016. what we are seeing in terms of the workload is exponential, and there's a lot of costs associated with us being -- d.p.a. being an independent agency, so instead of us relying on other departments conducting reports and reviewing them, our staff is going to the scene, obtaining the reports, and reviewing the contents ourselves. it reaffirms the quality of our work. an and as you can see from the chart, it has doubled our most serious work. in addition to the regular city trainings, i've of course introduced the department to the joy of sexual harassment

training and public records training, as well as abe ther trainings that had not been taking place in the department, as well. body worn bias, icit bias, ride alongs, use of force, all of these things were really important because on average, we do with 2,095 allegations that come through the office, and this is where a lot of those allegations turn out. if you look at this slide here with our budget with a breakdown of where all of those costs are allocated, you see the largest is with our benefits and expenditures for service personnel costs. upervisor cohen: i see a small allocation for equipment. what kind of equipment is used? >> it was a small allocation there because we had some building to do. the department was working on the norvel system when i got

there, the system was pre1984. those expensed that ys that yo were to get computers that would run new software called windows that we have the department, but those are expanded costs, and those costs are also associated with the department of technology. we had to contract with them to just come in and take over the whole department for a period of time. >> can you describe to me about the nonpersonnel services, given that increase about of $100,000. so what is that? >> i'm glad you asked that. the nonpersonal servic-- nonpel services are training included with expert witnesses. there was training that was not on the previous slide about getting my staff up to speed about some of the esoteric work that they had to be done with

the investigations and work done from the reports. in doing those, the officer involved sheetings, some of the reports that you hear from the police department or from the district attorney's office or any of these other laurchlt agencies, they regularly and routinely hire experts to interpret the opinions and to present expert opinion as to how things happened and what recommendations should be made. so those are those costs. i don't know how we can move away or diminish costs from either the training or from having experts work on the kind of cases that we handle on a regular and routine basis. does that answer the question? >> supervisor cohen: it does answer my question. and hnow, the prom attic -- if if my memory serves me correctly, the budget was just woefully under funded for a number of things. >> when i got there, our

training budget was $4,000. i could barely send my own staff to management training internally with the city with that amount of money, so that wasn't including best practices, it wasn't including our national organization participation and fees associated with joining and having my members in the department go and attend the recommended training for the work that we do on a regular basis, so there was a big shift there to fix that. and i -- for whatever reason, that was not being done in the past with the agency or with the employees that were doing the work. >> and then, there's also the final line department about services to other departments. my first question is what other services do you provide to other departments, and there's a $76,000 net increase. the original budget in 2017 was $527,000. you're requesting it goes up to $603,000, and that's just in fiscal year 18-19, and request it to go up in 19-20.

what is that? >> the biggest expenses are for technogy. like i said, oe of the things that i had to do in making th shift, we separated ways from our technology directr, and so bringing in department of technology to take over the department and bring it up to speed from top to bottom was a big expense. >> let me ask kelly kirk patrick in the mayor's office a quick question. these expenses related to technology, and coit, have they been approved? i don't have my notes in front of me. they are at my office. >> yeah. i can check on that. i don't have it in front of me, but i believe the 70,000 is a work order related to d.h.r. and staffing, so that they can bring on the staffing -- >> supervisor cohen: so is that a temporary work order? >> it is not. initially, when we did it, we

brought it in -- like i said, there were a dozen internal and external complaints. we contracted with d.h.r. to bring someone in that w meet with regularly. i would say we're close to being there. i've eliminated all of the complaints, but we still have staffing needs from all of the growth that we're doing. there's a lot that goes into making the offers, getting through backgrounds, getting people up to speed. we still need an h.r. person, and that contract -- that's our next largest expense beyond the real estate one, and i hope you'll let me explain because there's some real estate issues that we need to talk about. >> supervisor cohen: yes. >> so we have been in the same building, in the same location since 2007. when i got there, we were down to 19 employees. i have been filling and bringing in f.t.e.'s, bringing them up to speed to accomplish our mission, but we are bursting at the seams, we have

some very significant real estate costs. it's not as easy as i thought it was to find new space and new locations. what we've been doing instead is doing build outs with our internal space so that more people can more inur very limits and space confinements. at this point, we have employees that are sharing desks, and we've moved outside of offices into cubicles, but we still have more growth to do. a lot of it's been delayed with our background challenges, but these are some of the expenses related to real estate, and those are ongoing, if not expanding. real estate told us that -- well, basically, they told us, like, you need more money, and we don't have more money. but that's a real challenge that we have right now, and that's a big expense from that list that you're referencing. >> supervisor cohen: so real quick, where is that request built into your budget? nonpersonnel services, equipment, or materials and supplies? maybe kelly kirkpatrick can answer that question.

>> i don't know the answer to that specific question. apologies, but i did want to respond to the technology and coit question. >> supervisor cohen: yeah. sure. >> so this is the -- the technology request that paul was talking about are just basic kind of computer work or uind the threshold of a larger project that would fall under coit, but definitely within the scope of the d.h. work and therefore the work orders are funding that. >> supervisor cohen: so his request, has it been approved by coit? >> i don't believe it needs to meet the coit project given that it's not a new project, it's just given maintenance of existing operation. >> supervisor cohen: okay. we can go to the other side. i'd love to hear about the use of funds and the staff restructure. >> sure. >> supervisor cohen: the creation of an auditing in particular. >> this is really important because the staffing stuff is really important. the charter itself require that we have more staffing than what we had when i came in and we

had been in violation of the charter mandates for several years. so in addition to bringing in more investigators to actually do the work, i brought in a number of subject matter experts from the public defender's office, the district attorney's office, city attorney's office, the u.s. attorney's office, and the attorney general's office that i knew could do the work alongside with me as we restaff and refocused what we were supposed to be doing. i switched several of the positions that were investigators into senior positions. i needed them to manage our new teams as well as training the new investigators that were coming in. and then, the third thing that's big in terms of staff restructure were auditors, bringing in new auditors for the prop g requirement. i will say since i've been there over the year, i've brought in 14 new positions. of those, 79% of those have

been woman. i don't know why i haven't found a whole lot of men applicants, but i'm working on that. five have them are people of color. we are still expanding but we still have more work to do. one of the challenges that we're facing in hiring, and this brings us to our final slide, are some of our background things, and we're trying to fix that right now, but it -- it can take us up to 4.5 months to bring a new employee in after we've made a decision to hire them because of the background challenges that we've had. and we're not talking about folks with challenging backgrounds. my chief of staff's are hawkins who has a higher security clearance than all of us in the room took over four months to be cleared for us to hire her. we are constantly losing condid thes in this process, and it's been very difficult. i will say ath