>> ladies and gentlemen the chair's called the meeting to order. can you please turn off your electronic devices as they tend to interfear with the equipment in the room and please rise for the pledge of allegiance. i pledge allegiance to the flag of the united states of america. and to the republic for which it stands, one nation, under god, indivisible with liberty and justice for all. good evening. this is the february 20th, 2019 meeting of the san francisco police commission. we have a full agenda both open and closed session today so i'm going limit public comment to two minutes and i would like to

start off with an acknowledgement of sergeant kilshaw who has served this commission -- i actually don't know how long. it's been as long as i've been here. i think three years. >> i think she'll change her mind. >> tonight is your last night in uniform serving the commission and i wanted to thank you for the tremendous work you've done and the tremendous work you still do. i know we've talked about you staying on in a similar capacity but without uniform and without being a full-time employee of the department and i look forward to that but i want to thank you tremendously for the work you do. >> clerk: thank you. >> i think we have to vote on that. none of us agree.

>> i have a position and you can come every wednesday and continue. >> how can i pass that up? >> i was going give you three minutes of public comment just to sweeten it. >> don't start. >> clerk: thank you commissioners and to the whole commission and department. it's been an honor to serve the commission and be assigned here and i really enjoyed the work i did and think as a group we've accomplished a lot. >> commissioner: commissioner mazzucco who couldn't be here today sends his congratulations and thanks. >> joo >> clerk: thank you. >> and people have no idea how much work you do in terms of managing us and our department and finding out where all the answers are. we do appreciate it and we know you workday and night. we know you guys come to our houses an d drop things off we

can't replicate what you do for us and thank you enough. we'll miss you. >> clerk: thank you. >> commissioner: okay. with that we're ready for the first item. >> clerk: first, commissioner we need roll call. commission president hirsch. >> here. >> clerk: commissioner taylor. >> here. >> clerk: commissioner hamasaki. >> here. >> clerk: and we have paul hen der season and this is line item 1, presentation of certificate of appreciation ms. jody mccown. >> commission president, director henderson, esteemed

members of the commission and community in attendance this evening. it gives me great pleasure to make this presentation this evening to one of our incredible public servants, namely miss jody mccown. come on up. jody mccown is the supervisor for the sfmta special shop for hundreds of parades and events. it was jody and her team who made it possible for these parades to occur unencumbered. her tireless effort and can-do effort and a willingness to be part of something greater than herself was incredibly noteworthy. i will close with this statement. jody practically walks on water but jody made what seemed impossible, possible. permit me to read the citation

on the certificate of appreciation from chief scott. san francisco police department recognizes jody mccown, supervisor sfmta in recognition of your route outstanding service and for performing your duties in the finest tradition of public service, you are hereby awarded this certificate of appreciation on this 20th day of february signed chief of police william scott and i'll invite chief scott to come down and present this to you.

[off mic] [indiscernible]

>> please call the next line item. >> clerk: we need public comment on item 1. is there any public comment? >> commissioner: seeing none, next. >> clerk: item 2,consent calendar receive and file action. sfpd, dpa document protocol report fourth quarter 2018. >> commissioner: do we have any comments on this? >> clerk: it's in your packet.

>> commissioner: any comments by commissioners on the fourth quarter report? then it will be accepted as part of the consent calendar. >> clerk: we need a motion and second and public comment. >> commissioner: do you accept? on a consent calendar? >> clerk: yes. >> commissioner: okay. do i have a motion to accept? >> so moved. >> second. >> clerk: any public comment? no public comment. >> commissioner: all in favor of accepting the report. >> aye. >> commissioner: opposed? no opposed. it passes. >> clerk: item three, reports to the commission discussion 3a chiefs report and weekly crime trends and overview of offenses in san francisco and a brief description of the significant incident and discussion will be limited to determine whether to calendar the incident for a

future commission meeting. major events provide planned and activities occurring since the previous meeting including lunar new year events include brief overview of any unplanned events or activities in san francisco having an impact on public safety. commission discussion on unplanned events an activities will be determined whether to calendar for a future commission meeting. staffing and overtime, status of current staffing levels and overtime expenditure to date for fiscal year 2018-19 and update on the staffing task force and the staffing study by matrix consulting. >> good evening, chief. good evening, president hirsch and taylor and henderson. i'll start with the weekly crime trend. overall we're 21% down including

violent and proper crime and assault and human trafficking and addressing homicides and gun violence there's been four in 2019. you remember we got off to a rough start this year as of january 12. we had four homicides so we have actually been quiet since then as far as homicides to four below this time last year which accounts for 50% decrease over 2018 and again at this point no homicides since january 12. two of our four cases year to date have been cleared. one by arrest and one by exceptional clearance because of the death of the actual suspect. gun violence overall we're done 54% in 2018 and there have been two fatal shootings and six

shootings, nine in total that have caused injury. in term of property crime we're down 21% overall. property crime includes burglary and autotheft and larsson. our burglary was down 19% year to date. in term of significant events, we did have two separate multi-victim shootings over the past week. one was on the 1100 block of scott in the northern district. this occurred on february 16 at 11:30 p.m. two people were shot and sustained serious injuries. both were hospitalized and both investigations are still ongoing and we have not identified a

victim and at 17th avenue and quinterra we had a multi-victim shooting with two victims shot. both walked into ucsf campus hospital with gunshot wounds to the upper body and we have not made an arrest on that as well so we're looking for anything the public knows about these, please call tipline at 415-475-5444. we need the public's help on that. in terms of serious traffic cases we had three with serious injuries. there was a hit-and-run involving an elderly person and the driver actually was stopped by officers from the california highway patrol in oakland and based on the description that went out and a field sobriety

test was completed and the driver was determined to be under the influence and was arrested for the felony hit-and-run and we had a hit-and-run evading of stolen property in the mission district. a vehicle collided with an occupied vehicle on san carlo street and the driver and energy person fleed on foot and that person is still outstanding. we're still looking for that particular person. on tuesday february 19 at 8:40 in the morning we had a hit-and-run of a motorcyclist in richmond district at 26th and gri grier -- geary and the driver returned to the scene and turned himself into investigators. he was subsequently booked for the hit-and-run. four major events this week

highlighted by the upcoming this weekend's lunar new year event, there's a community fair from 10:00 to 4:00 p.m. in china town to have street closures from grant to california, sacramento, washington, jackson and pacific between stockton and kiernan and then the lunar new year will draw a significant crowd the parade begins at second and market street and goes through china town and will end at 8:00 p.m. the department has been planning for this as we always do and will be sufficiently staffed and deployed. i many staff and community members will participate as well. we have also a total of 25 planned events this week highlighted by peace park an ongoing partnership with the

department of recreation and parks where sfpd officers and rec plemployees have programmin at hurts playground we'll have a barbecue with free food, swimming and a health fair. you can call community engageme engagement division if you'd like to attend or participate or need addition information. san francisco police department will also participate in the annual polar plunge this saturday from 9:00 a.m. to 1:00 p.m. at aquatic park. there'll be a 5k and 3k run followed by the polo plunge we all plunge in the icy waters of san francisco bay. me and other command staff will participate in that so it should be fun and all the proceeds go

to the special olympics to enrich the lives of adults and children with disabilities and it's a fun event. those the highlights, commissioner of the major events. last thing i have is staffing and overtime. i know starting a little over a year ago based on commissioner dejesus' request we periodically do an overtime update to tell the board how we're tracking overtime expenditures. we're actually own track to come in on budget like we did last year. we are currently 2%, 2.4% over the general fund budget but as things plan out, we expect to be within budget by the end of the fiscal year. in terms of staffing, the

department is at staffing of 2307 officers including the airport. the full duty is 1,869 officers which is 5% below the mandated level of 1,971. the 1,869 does in the include the airport, academy recruit champion currently we have -- which currently we have 79 and doesn't include members on light duty or disability or military leave or personnel issues. again, we have 79 recruits at the academy, two classes are currently running. class 263 and 264. 263 will graduate may 24. and 264 graduates in the fall.

i don't have the exact date but i think it's october. we have 265 which begins on march 25, 2019 which will give us a third academy. we're on track at least with the number of academies we lined up for this year. that concludes this portion of my report. >> commissioner: thank you, any questions or comments from commissioners? seeing none, we have an update on the progress of staffing as well under the chief's report. >> executive director catherine mcgwire will present that portion from strategic management bureau. >> good evening, president

hirsch, vice president taylor and cheech, director -- chief director and i'm catherine mcgwire and i'll give you an update on where we are with our staffing analysis and allow matrix consulting who is the consultants we've engaged to develop the methodology and perform the analysis for the department and i'll let them walk through what's happening with their work as well. tonight i'll refresh the commission on what the tasking force is and membership and what was provided as guidance in the resolution. i'll walk through a high-level summary of the sector control analysis the controller's office conducted and functional analysis explain what that is and like i mentioned matrix consulting is here to talk about their work as well.

as you may recall now president yee passed a resolution to encourage us to set up a staffing task force. the charge in that resolution was to implement a multidisciplinary approach for service, crime data and officer work load. concurrent with this legislation, the budget and legislati legislative analyst's office determined and studied other possible methodologies for determining staffing levels and recommended a work load based analysis and the member somebody -- membership resolution included community stake holders

and after presenting the membership to this body, we added two members of the community to that task force as well. the final composition of the task force to date has been member of the commission staff to staffing experts from the field, a member of dpa, sfpd members and a member from the department of emergency management, personnel from the controller's office and two members from the community. the two individuals from the commission were rannia and leonard matarise are well regarded in the police staffing community. there's a focus on community policing and is a known expert. sam ramarian is from dpa and they joined the task force as

sfpd members and we have a variety of staff joined the meetings as content is appropriate. then ann raskin is our member from the department of emergency management and heather lowell has been sitting on our task force as well. for the community members, we did some review and wanted to ensure consistency with the remaining of the membership in the task force. so we were seeking from community members and people who had familiarity with information technology or data analysis. they had familiarity with the police department and possibly an existing relationship and knowledge of community policing and operations. it led us to the sponsor working group on policing. we had two members from that group that were pretty active and knowledgeable in asking good question staffing.

so we identified carolyn thomas and dr. james taylor to sit on the task force to represent the community perspective. in phase one, we began the sector control and we conduct the work out of radio cars. they're the primary responders to calls for service and calls for service being a very robust data set and very informative and tracks every single of every officer's time in responding to calls for service or conducting self sel self-neighb

self-initiated time and our district stations constitute half of our personnel and sector control constitutes half of that. the methodology of the controller's office developed were really based on the fact that it's a workload based analysis and using calls for service is a non-discretionary activity. in other words, when our community calls 9-1-1 they expect someone to show up. the workload is measurable and because it's non-discretionary it's driven by the community and fairly consistent. it's a great way to determine workload and staffing levels. calls for service is one possible metric and you can use proactive policing time in this context being the time an officer has to patrol. the time an officer has to engage with the community and talk to businesses not actually

conducting self-initiated activity or service and that community engagement time can turn into a self-initiated response in our cad system but generally there's a bucket of time that is not tracked in cad because the officer's engaging and talking to people. we discussed targets and the controller's office and generally the rule of thumb is about 33% is based on community poli policing tenets and calls for service. what a mean is the amount of time in aggregate our officers spend responding to service should be about 33% of their time. so as we discussed with the

staffing task force, multiple meetings, targets and call for service versus proactive policing time the task force recommended we use calls for service because it's a clear definition. that is actually as they dug into the data they saw that was true. when the controller's office conducted their study they conduct the time adds -- as unobligated time and we decided to call it proactive time an officer has to engage with the community. so the data are a little bit steal because -- stale because they looked at '16, '17 data and our staffing leaves and deployment has changed but i wanted to give you a sense of the findings they're looking at. what we're looking at now as we

move as our staffing and deployment unit has gotten moving and been conducting analysis. we're still work the controller's office to set up dashboards and we're using data now. as we learn about data and as we learn about what metrics we should be using, we start using them. this has been call for service data has been something we set staffing and deployment unit is looking at a dashboard on a regular basis and work the deputy chief of operations to talk through what the data looks like and it's a good starting point for making deployment decisions. the next phase included functional analysis and what we sought to do with functional analysis was to look at our department as compared to other departments around the country

and we first set up a bunch of criteria that determine what was a comparable jurisdiction and we looked at and you'll ask me a question i don't have the answer to in front of me, i'm sorry. the functional analysis essentially compared us to other jurisdictions and to find out what are we doing other jurisdictions aren't doing and what are we not doing other jurisdictions are to get a sense of are we structured right. are we staffed right. how's it look in other places? generally agencies are more similar than different in operational and special operational functions and the differences fell into three categories. they were organizational structure, mission and capacity. so the biggest differences in organizational structure really are to whom a particular function reports.

you might have in our department we have h.r. reporting to the deputy chief of administration and i.t. reports to me and other jurisdictions, those two are together. and so it just really and what i found when i've talked to other folks in major city chiefs finance groups is it really is based on the chief and the skills in the department and who has and i had a colleague in another jurisdiction who oversaw the legal function but because she was a lawyer so it made sense. those sorts of things bears out as you look at other jurisdictions. with respect to missions, what the function does. that's what the mission means. any particular unit or function. those differences really they showed up as one of the major differences among jurisdictions.

an example of this is sfpd internal affairs includes criminal and administrative investigations but other jurisdictions may be split or not do one and give it to another agency. the final area where the biggest differences are really centers on the capacity of each function. that really points to the staffing function or staffing levels. basically the type and amount of staff in a particular function was a clear difference among jurisdictions. so high level this means the lack of function in our department included toxicology that were in other departments, toxicology and chemistry. in our crime lab we currently don't have controlled substances testing lab. we also don't have helicopter unit or radio planning in the 9-1-1 call center. both latter two sitting at the

department of emergency management and where we have other functions some police departments don't and those -- i missed one. we didn't have strategic planning but we now have that. sfpd has a marine unit and subpoenas and homeless outreach and some other jurisdictions don't have that. some do but some don't so those are unique. that summarizes the work completed. we have been since engaged matrix consulting and developed a contract with matrix to perform the rest of the analysis

work and methodology development and analysis work we need to accomplish and take to the staffing task force and yourselves and other stakeholders in the city. so i'm going have matrix talk through what they're approach is going to be and how they'll move forward. this is richard brady the president of matrix consulting. >> thank you. good evening. wait a second to get this set up here. good evening, president hirsch, vice president taylor and

commissioners and chief and i'm the president of the matrix consulting group and the month manager on the project we've just begun a few weeks ago and what i'd like to do this evening is provide a brief overview of the project and walk you through the steps and give you a starts report where we are today. -- status report where we are today. first, a little bit about matrix consulting group. we've been around as a firm for 19 years now but most of the leaders of this firm have been working together with another firm for 39 years. an awful lot of experience working with law enforcement in california and across the country. we performed over 350 studies around the country over 100 within california alone. we've been fortunate enough in the last few years, last couple years to work with a number of larger departments which is

helpful in working with you in the city. recently san josé, sacramento, kansas city, austin, ft. worth and we're working with los angeles to redesign their entire beat system. a lot of experience doing staffing, deployment, management studies, etcetera. our method is fact-based which is based on a lot of input from ou our client, staff, data collection and findings and conclusions an eventual recommendations with clients so there are no surprises based on the fact-based approach. and a little bit about our study objectives. it comes for request from

proposal and it boils down to two things with one important thing in the middle. we're developing an analysis of current staffing needs by functional needs and by positioning. we're developing an interactive tool as workload changes and the department reorganizes so every year for budgetary or other purposes can rerun the analysis. the important area in between is it's not just a function of input sog -- inputting so we'll look at how cases are managed in investigations, how technology

helps administer services and these things can help you evaluate management changes in the future. we're going to develop key matrix for staffing analysis now and in the future and the development of the interactive use of the tool annually. now we'll conduct it. it will be a comprehensive effort involving interviews within the department. not just management staff but most supervisory staff and a lot of line staff on our functions. in depth data collection. we started that process on workload service levels and personnel availability factors.

an important part of the structure of this study is we're not analyzing the entire department at the same time. we developed a sequential approach that will take each one of the bureaus and study them sequentially. we'll will go to patrol and special operations and the like. as we go through this, there'll abe collaborative approach where we work with the task force and department and work with the commission to update you on our progress on each phase of the project. and the sequential approach is divided into three phases. the first one, and this is where we are now in the investigative portion of the study is developing a framework of the analysis. that includes extensive interviews within each functional area within investigations, the centralized

detectives as well as the ones in the station, developing key workload measures and developing assumptions how to perform that analysis for current staffing needs as well as for use in the interactive model. then comes the staffing analysis which is developing is and work the assumptions and developing metrics for each investigative specialty in terms of number of staff they need and developing the interactive tool. we have a short time frame for each bureau. each will take six or eight weeks. we'll be complete with the investigative function as quickly as the middle of march and then reviewing that and moving on to the next functions. and if we just did a snapshot analysis of the police depend --

department today that would have a great value to the department, city and public. it would be limited if we didn't provide the ability to do this analysis on an annual basis for the foreseeable future. so are the models developing for you will allow you to put different work loads in as they change, different service level assumptions and allow commanders win the department -- within you and the department and members to change the measures of the police workload. we'll do that for each one of the buros and combine it in the final report. so the final report will be the culmination of everything we do taking each bureau individually. by the time we're complete we'll have one final report and one interactive model.

we delved into investigations and we went into command and advisory staff within investigations both at the centr central detective as well as the ones assigned to stations. we've been collecting data on caseloads and case management approaches. as recently as this afternoon, we finally got the data we needed to get started on that analysis. where we would from here is to start develop the first part of the model for investigation. >> commissioner: thank you. questions from the commissioners? commissioner dejesus. >> i remember how we did the

calls for service and in terms of the 10 stations and do we have enough staffing and the calls for service is a good measure for how many calls come in on the as, bs and cs and do we have enough personnel to cover those. i get that. i think the problem we have and what supervisor yee was concerned about and actually president bri, we don't have a presence in a lot of our communities. we don't have foot patrols. they get canceled often because they don't have enough man power. putting the calls for service aside is good but the part you're not tracking you called it proactive or unobligated time. we're talking about foot patrols. i've been out at night where patrol sector cars have one man only and some of those areas are large square footage and can

take 40 minutes on a good night to get from one sector to another so do we have enough to have a two-man patrol at night? or enough staffing for foot patrols? do we have enough for community engagement? things take away from patrol officers or language and sometimes we need to pull officers away to interpret, c.i.t., sometimes we have to double up and have them come out. my brother's a police officer so we have times where the police officers all vacations are canceled and a lot of overtime is regarding parades, demonstrations, government dignitaries, game day, giants, now we'll have the warriors, conventions. we have a lot of other than sector or calls for service. and so i'm wondering how are we

going really track that time because it's not being tracked according to you and how will we know what the number is we can have a robust district station that can cover and have two men in the patrol cars and have daily reliable foot patrols and do community engagement. where is the big picture we can cover this entire city because there as you know and i'm sure you learned our city has grown so large. this area has just been warehouses. we used to have a dump in the city. we will have all these areas that now have residents. do we have enough to staff the entire city considering how much it's grown. >> from our perspective it isn't really a dichotomy between a cowl kaul -- call for service

model and they're linked. every factor you mentioned are things we need to take into consideration in this staffing analysis. where we have data, great. there'll be data for many or most the things you mentioned. whether we need to do foot patrols in areas that don't currently vit and need to develop the assumption to drive the number of staff you will have so by the end of this, by the middle of this for each one of the bureaus we are looking at, there'll be a number of choices how you want to deliver services within the city and what are the impacts of those in terms of staffing. patrol's down the road for us but clearly the biggest part that will take the most amount of work on our part but you're right on the kinds of things we need to consider. >> commissioner: commissioner elias. >> thank you. i was going add we chose sector patrol as a starting point. sector patrol is that slice of what the district stations do,

as you know. foot patrol is another slice. that's where matrix will come in and look at the field operations bureau. >> commissioner: investigations because we have unsolved homicides. >> commissioner: we're starting with investigations an -- and move through the divisions an will look at a number of other functions within the district station and their respective workloads as well. >> and will shorten traffic. >> commissioner: when you have spoken, please delete your own request because i can't do it today from my monitor. commissioner elias. >> i see the study objective is to develop a comprehensive understanding of the staffing workload and operations. my understanding is it will be

based on the interviews you do and where workload what do you have to measure the data you collect against. sometimes the example that comes to mind as lawyers we bill certain things and bill .2 hours of time for a certain task when in reality it doesn't take us that long. what mechanism do you have in place to make sure the data you do collect from all these sources is accurate and representative of how much time it truly accurately take? >> it depends on the functions. for patrol it will be really good especially for calls of service types of activity. for officer initiated activity and pro-engagement and other uses of the time it will be less good. but our analysis will recognize that fact but in our proactive

model we will assume that in order to be effective in patrol in the various functions whether it's sector or foot patrol or other proactive units they should have a certain amount of time because everybody should have proactive time and out of that time comes officer activity and community engagement etcetera. the dispatch system for patrol is quite good for any patrol function. outside of that it's going to be less good. with investigations we will know how many cases they have currently assigned and how many have been assigned to them in some period of time. but not how much time they spent on each. there are workload standards we developed and other firms and research organizations have developed that give ace good benchmark in terms of how many cases a detect itch of --

detective of a certain kind can handle and records management and things like that. >> >> vice president taylor. >> hi. i want to drill down a little bit on you mentioned having targets and the target of 30% for calls for service. i want to drill down on where the targets come from and then in a somewhat related note issue of unobligated time as patrol time that can be used for community engagement and problem solving. there's lots of san franciscans who want more interactions with police and ask for more foot patrol and a more visible presence of police in their communities. there are also communities who feel over policed. in this unobligated time and how

are we balancing the time with communities that want more police versus the communities that want more police? >> excellent question. i think what we're looking at right now is yes, there's certainly a balance there. that's where calls for service isn't the panacea. we still have to have our

[technical difficulties] >> the commission will hear it because people will show up. the balance of management and leadership has to go with the data. that's incumbent upon us with me

or whenever's in this seat in terms of how we police each district in the community we serve. that piece has to be balanced. but it really begins with the leadership understanding the needs of the community and engaging and having the community actually be a part of the policing. >> commissioner: where do the numbers come from? i'm sitting here looking at it. can you unpack a little bit where the targets the actual numbers in the chart are actual numbers? over the course of a particular district station you'll have 30% of all patrol officer time spent on responding to calls for service and 10% of their time and this is all logged in the cad system. essentially, we just added

everything up and then divided it by how many people were assigned to the classic station and find out how many that is. >> commissioner: you mentioned targets. in order to determine what the right staffing level is you have to set a desired call for service percentage to then reverse algebra to determine the right number of staff to meet that target. essentially if officer a is spending 100 hours of work time and have 30 -- sorry, 30 hours of calls for service time out there. that means a 30% target is our target we need 100 hours of officer work time available. is that clearer? and i know it's an abstract concept but because that 30 hours is determined by the

community, the community calls and says, i need to you investigate

>> you can burn out your officers and disappointing the community. so it is all kind of linked here. >> commissioner: anything else? okay. thank you all very much. you plan another report, a follow-up i take it at some point before the final? >> we'll be coming back as richard mentioned there'll be a rolling set of information provided to you all, stakeholders and others that will be when investigations are done we'll come and brief you on investigations an so on and so form. >> commissioner: you mentioned

carolyn thomas as a doctor or community member do they represent a particular group? >> they don't represent a particular group. they represent members of the community who have data analysis and expertise and understand the police department. carolyn thomas happens to be i believe a vp at else fargo and has a history of understanding data sets and working with potentially difficult conversion and less hard data, more qualitative data. don't quote me on that because i'm trying to pull from my memory here and dr. james taylor say professor at usf. both of these individuals have served on the executive sponsor working group and contributed heavily to our community policing strategic plan and have had really interesting insight on staffing in particular.

>> commissioner: okay. thank you. that's it for the chief's report. >> clerk: next item is 3b, dpa report and the report will be limited tie brief direction of dpa activities and announcement and commission discussion will be limited to determine to calendar future items for future meetings and the first amendment compliant audit of the sfpd's records pursuant to the order 810. [stand by] .

>> in terms of cases mediated,

we're at three cases have been mediated so far this year. this time last year, we were at one case mediated. currently, confwe're in the mi of the contract negotiations with our case manager, slalom consulting, and again, this references the technology, things that we talked about last week when i talked about what we're doing with the office. the thing that i'm introducing now are the new news is that my staff will begin the electronic distribution of the henderson report. just so we're clear about what that is, it's the listing of all the new d.p.a. cases that includes newly identified officers and allegations for existing cases, and that's in

our mandate will be done and produced weekly. it used to be done in the morning, but now, it's the henderson report. -- that get photocopied and sent back and forth in the mail oftentimes to the wrong agent and is cumulative and duplicative in a lot of that technology stuff. this is the new sample that's going to go out in the next few weeks. by march, that will be the

standard. in terms of outreach, we've had a couple of events. friday, we participated in the soma recreational resource fair, and on the 19th, the office participated in the taraval station community meeting. these are meetings, agencies reach out to us, with the mayor's office, with the mohns office. here today in the audience is kristina and sarah in case issues come up where the agency can be helpful to members of the public participating in