brand new high performance electric trains. the services will be up to 79 miles an hour. we'll have more stations and reduced travel time because they have performance attributes that are much better than diesel trains. we're restoring weekday services. we'll have a mixed fleet for interim period. we'll have some diesel trains out on the corridor. we have plans to even expand that beyond what we're contemplating today. we'll have tenant service today, ace, capital corridor and freight operating on the corridor. they'll be able to run underneath the wire. we are in construction today. on the left, that's some of the infrastructure putting in the poles and the foundation, the far left hand corner is picture

the tunnel in san francisco. on the right-hand side, those from pictures of the brand new electric trains getting built now in salt lake city. recap where we are with the schedule, this is a project that's been in years in the making. we started construction in 2017. we expected going into final system in testing a inhave electrified service for people to enjoy and ride in 2022. with that, i'm happy to turn it over to sebastian unless there's question about this portion. >> good morning directors. thanks for having me. i want to present to you briefly on the cal caltrain business pl. although it's called a business plan, we're looking out pretty far into the future in the next 20 to 30 years to think about

how the system can grow and change as our board adopts the long range vision for us and we'll develop a detailed business plan. we're touching on a range of different topics if this planning effort. lot of work which i'll present today looking at service options, different ways that the railroad with grow and change and ways we can operate our trains. we're also doing lot work with the 21 local jurisdictions we run through on the corridor. looking at separations, community impacts and benefits. finally with stanford's help, we're undertaken organizational review which is looking at organization, service project delivery as well as governance. we're hoping to have this wrapped up by the end of calendar year. we're aiming to have the board make big picture decision on the

corridor. somewhere in the summer of 2019. that big picture vision really is a vision for growth. casey mentioned, we are in the process of electrifying. growth and change are already very much on the agenda for caltrain. we know there's a lot of change coming in the corridor. the question is really, how much change and how much growth and how will that growth manifest. we're asking these questions in part, we see our trains are getting full today. there's a huge amount of land use change in the bay area and in particular in the caltrain corridor. the graph on the right shows what's coming. these are the projections in our corridor. we're looking at sort of of 40% increase in human density around our stations by 2040. we know there are lot of those folks who want to raid rail. we're going to be much more connected system here in san

francisco with the downtown extension with bart and san jose, connections through the state of california. we're looking at a much denser and connected corridor. we did little bit of unconstrained modeling. if we had bartlike service, how many people might want to ride it? the answer appears to be a lot. we carry about 60,000 people today. if we had frequent bart like service, the model we'll be caring 240,000 people. that is comparable to what bart does today. from there, we've really looked at options for growth. those are options that build on all caltrain's existing plans and commitments. we have a baseline version of growth out in 2040 we're looking at finishing electrification pross and making commitments to high speed rail. we developed a couple of additional options that try to

push the envelope, what would look like if we wanted to provide more service. these are essentially representations. fairly detailed representations of peak hour service for each of those service options. showing one hour in one direction of service on the corridor, starting at transit centre in the north. this is a representation of 2040 going down to gilroy in the south. the baseline is really lot of the service and schedules we've been working with for the last five or more years. it reflects full electrification of caltrain and high speed rail program. not whole lot more than that. we've also developed a moderate growth scenario that looks at what if caltrain added couple of more trains. we got up to 12 trains per hour in the corridor. we have caltrain looking at 15 minute express pattern and local pattern. we tried to push the envelope

look at how much service we can fit on the corridor. we went to 16 trains per hour. this pretty much maxes out the existing corridor. there's not really much more we can fit on it. as part of this effort, we've done some analysis working with staff from the city and county of san francisco to j.p.a. and high speed rail regarding how some of the service can work and operate at sails force transit centre. we've been working with the tjpa and incorporating the latest things they have. in general in the baseline, we believe that all 10 trains per hour can fit into the sales force transit centre. we're continuing to simulate these plans now. we've done these in planning explodes. we'r-- modes. there are some tight moves.

we'll be looking at that closely. similarly, in the moderate scenario, we're looking at total of 12 trains. we organized those trains to make them work more efficiently. with that, efficient, organization, we believe all of them can serve the salesforce transit centre. we're working on simulations to dig in that. when we get to 16 trains an hour per direction, just planning level analysis, it's pretty clear not all 16 trains per hour will fit in the single sales force. based on that, if we were to get to situation we were running that volume of train on the corridor, the last four trains would need to go to some facility for functioning.

there are some potential conflicts in merging those trains back in the mainline. we're fairly confident there are solutions to work around there. that's what the northern terminal would function like if we get to 16 trains an hour. as i mentioned, we are moving from planning out dynamic simulations that looks at how the facility works. we want to make sure we're planning and it's robust. that work is being done with full transparency and input from high speed rail as well as tjpa staff. we'll be engaged in analysis systemwide storage of maintenance needs. we talk about the north terminal whether it's at fourth and king,

that affects how we move trains around during the day and how they are stored. that's a system wide conversation. as we think about how system grow, we're looking systemwide how the maintenance need to change. that's a program of work that will get more detailed and continue probably for some tame. lastly, i wanted to highlight that we have done demand projections now we use the model to model corridor. that's when we found works best. we have projected demand on all of these scenarios. this graph just shows weekday demand for caltrain ridership. it was around 60,000 today, updated figures for electrification in 2022, we're looking at about an 20% increase. when we go to the downtown

extension, we see 25% increase as we our system gets access to the core of economic activity and jobs. from there, depending on the different scenario, we're growing 161,000 at the base layne up to about 210,000. we're excited about those number. it presents a challenge to us, there's some potential crowding issues we're looking at. as we're moving forward, one of the things we have to think about is not how many people could fight on train but how many people will make the choice and pay to do so. generally what we're using a as a standard going forward is 135% of seating capacity. if the u.s. commuter rails the rule of thumb in the past been one rider one seat. we see today that people are standing on caltrain and paying

to do so. we do think standing is part of the future. we think that's a pretty good place for us to land for now. here you can just see, ridership projections with that capacity constrained adjustmented. adjustment -- -- adjustment. just a few key findings. i won't go through these in detail. we do think that when the d.t.x. comets online and our train starts serve, that will be a major ridership increase to caltrain. will strain our capacity as well. just a few specifics about how we did the modeling in san

francisco. we did assume surcharge. i know that is part of the current funding plan for d.t.x. we coordinated this through the staff. we consumed $3 surcharge starting in 2020. which is about $2.50 in today's dollars. that's what we model. it does depress the ridership slightly. generally, we also think there's some other changes in san francisco that can affect raidership. one thing i say, sort of unknown for us is exactly how people may use the d.t.x. within san francisco. our ridership projections largely capture people as they use caltrain today. one thing we know with bart in san francisco, there are san franciscans who may use it like

a subway to get to one part of the city to at. that type of ridership isn't probustlprobust -- probustly can our projections. lastly, just to emphasize that we are moving towards a decision point by our board in the summer where they'll be asked to selects one of those growth scenarios a long range vision for caltrain to build towards. that's a decision that won't just be made on what the service looks like. we have raidership estimates. we want to provide a complete picture to the board so they can make a fully informed decision. the business plan, we have a website for folks who are interested this project.

it's caltrain2040.org. it's a great resource for people who want to follow this process. just to emphasize, we have been doing lot of outreaches as part of this process. outreach with stakeholders and pier agencies. we have a pretty robust staff group that meets regularly. we're trying to really engage our partnerses in this work. i'm happy to take any questions. >> director reiskin: from a process stand point, i want to commend situatio sebastian and m for this thorough process. i appreciate that. on the substance of the business planning from my perspective as

the city transportation detector, i'm looking at the current state of the streets of san francisco and 101 corridor, looking at the piece of growth that's already happening now and already happen in the bay area projections for 2040. it leads to inevitable conclusion that the high growth scenario is what the region needs. i'm hopeful that this bright mind who can solve the 16 train per hour issue at the transit centre. i do think that the burden for the decision and supporting and funding the decision should not fall just to the caltrain joint powers board. this is a regionally significant, if not state and nationally significant issue. i think it's really the region

beyond just the caltrain board will need to be able to get behind supporting that vision. i say this, my concern when we start looking at the numbers, look, little overwhelming relative to the resources caltrain board. we all have an obligation throughout the region supporting the future of the region being ail to get this level of train service to move up and down the peninsula. i look forward to the next steps. >> it's been a ton of work since this was launched a little over a year ago.

to achieve the growth scenario that are being modeled, one of the things that is would inhibit that, in term of trains per hour is the issue of crossing and separationings. that doesn't make the number smaller. it makes it bigger. can you speak to that? i had the opportunity to be on a panel over the weekend and made some transitional comments saying, the city are wanting more services but they want it on their terms. they want someone else to pay for it. that doesn't work when we're talking about a region. we have to work to this together. there's a follow-up question to that. >> the issue what happens on corridor is a huge one. on the corridor that cal drain owns, there are 42 crossings.

few look down it gilroy, there's another 30. we're in the process of putting together all the capital costs of investments that will be required to support any these service visions and the cost of addressing separations. that is the biggest item. san francisco has, i think, only couple of accurate crossings. what we'll be able to do in the business plan is frame the need and talk about that in relation to the kinds of benefits that this service can provide. i think previously on the caltrain corridor, lot of the conversations around crossing have beency by city. they've been framed very rightly and importantly as traffic and safety. they haven't been trained as projects that maybe unlock a

transformative level of service. one of the things we're trying to do in this plan and coming out of the plan will be to frame the need and talk about maybe the strategic approach looking at this is a corridor-wide issue. how we can works a corridor to find funding and find ways to make these projects cheaper. that's a substantial body of work and it's a body of work that brings billions of dollars in costs. >> vice chair gee: it's necessary to achieve the model, high growth, even the moderate growth in the presentation. the second piece that goes with that, if the region is not able to get behind substantial grade separation program, other part is the sensitivity analysis to the turn time in the salesforce transit centre. when you're dealing with the public, you get on the airplane

all the time dealing with loading is not an exact science as well as if we're not global to grade separation in substantial part of the corridor. as soon as that happens, your model how fast trains turn doesn't work. would suggest to me a backup location to store train whether it's fourth and king if needed to keep -- there's not enough room when somebody happen -- something happens on the corridor >> caltrain perspective is something will be needed at fourth and king. what that looks like and above ground and below ground, it's something we're excited about working with the city of san francisco and promp property owo understand options and

trade-offs. as you point out in delay situations, we know that we're talking about a terminal for a very active rail service. we have to be able to find that. >> as this continues, to my colleagues in san francisco, i don't know the answer to this. the question i have, do all trains have to go downtown? >> i don't know the answer to that particularly with the plans for south of market and the development out there. do all the trains all time -- i don't know. i don't know what the right answer is. >> i appreciate the comments. the grade we should be striving to meet this demand is a good problem to have in the region. with regard to this question, we

will be working together, m.t.a. and agency and others on a citywide transit master plan and corridor study. just get it going. reallily to answer this question, i think as far as d.t.x., the demand wants to distribute from that point as well downtown corridor. there's couple of markets. perhaps three markets. there's statewide, there's the within region market that caltrain brings. it's interesting that we find at least in the bart numbers from a few years ago, bart was turning about 10% ridership within the city. over 70,000. this is not nearly as extensive as bart. you make a great point.

we want to work with you on this question. i mentioned from the high speed rail, high speed rail authority recognizes in their business plan, service needs to get to transbay and transit centre and that's the intent. the role of that station still to be worked out. it's a good question director gee. we want to make assure i -- sure it works for passengers. finally on the question kind of a specific question to the demand projection. did you look at regional buses perhaps on express lane or any kind of scenario for the overall corridor for caltrain. not just looking at caltrain by

itself? >> i did assume some level of services and projects in place. i will get the details. >> director lipkin: certainly from a high speed perspective, our goal by mandate from the voters to get our services to salesforce transit centre. sebastian in your presentation, you did a marvelous job throughout this process. part of that excites me for kind of looking at the history of the corridor little bit, there was electrification plan for the corridor for a while. we're kind of at the point where

that moved forward. the next layer on top of that, how we have high speed rail to it. that's what we're going through on the clearance and with the extension of d.t.x. to downtown. this is the next layer on top to look for long range of vision. continuing to see that evolution and upgrades coming in overtime. it's an exciting process that you laid out for the region and certainly we're very supportive of continuing to work with caltrain how the entire system works. thank you. >> thank you very much. i think you would say, we are growing. the numbers are high. the high scenario probably where we need to look at.

thank you. >> you have two members of the public. we have mr. patrick and mr. lebron. >> jim patrick from patrick and company. i like to go back to my shoe. you remember the shoe. we shot ourselves in the foot. we are going to shoot ourselves in the foot again. we heard this presentation he talk about moving the envelope. we need to move the shoe, not the envelope. the envelope is not doing the job. ever heard of a tunnel under transbay? 20-year plans what will the ridership be, what would the riliership be? number two the corridor. we're talking about the corridor. they have a monopolistic right

to that corridor. why can't caltrain go underneath. how about stopping at the treasure island? how about stopping if emeryville? what about stopping in alameda. what about stopping in oakland. you're making a 20-year plan. you need to push the shoe. you don't need to push the envelope. i would reject this plan. ask them to go back to their board, rethink little bit more about moving more people, more effectively. get off the corridor kick and get on moving people around effectively. we missed it. don't shoot ourselves in the foot again. thank you. >> that's a tough act to beat. i want to talk about he said and the comments i made at the board

meeting. high speed rail authority was working to get a experience terminal at fourth and king. i brought to board commission, that clearly clarifies the bond act that determine it's a transbay and not fourth and king. having said that, the same ruling says as long as they don't use bonds, they can build whatever you want to build. going back to this. interest. you got to attract for 12 trains.

only way you can achieve that is to start think being what you're doing with the d.t.x. and your approach on second street. right now, it's burning half the transbay box. it's a problem. first problem that you have to address. director -- at that point in time, you will no longer need three tracks on the approach to d.t.x. for the same reason bart need more than two tracks in and out of market street. this is where you need to go. you have to start planning not just for the redesign of the

d.t.x. but across the bay at the same time. very quickly on the backup solution, you definitely have an opportunity if it's proper design, to turn trains around in brisbane. then you can have a full bus bridge to make the connection to downtown. i testified and asked for resignation that this is not possible. it's a high speed rail design. nothing to do with caltrain. >> that concludes your agenda for today.

>> chair nuru: we are adjourned. >> thank you. - working for the city and county of san francisco will immerse you in a vibrant and dynamic city that's on the forefront of economic growth, the arts, and social change.

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sustainable future . >> san francisco streets and puffs make up 25 percent of cities e city's land area more than all the parks combined they're far two wide and have large flight area the pavement to parks is to test the variants by ininexpensive changing did new open spaces the city made up of streets in you think about the potential of having this space for a purpose it is demands for the best for bikes and families to gather. >> through a collaborative

effort with the department we the public works and the municipal transportation agency pavement to parks is bringing initiative ideas to our streets. >> so the face of the street is the core of our program we have in the public right-of-way meaning streets that can have areas perpetrated for something else. >> i'm here with john francis pavement to parks manager and this parklet on van ness street first of all, what is a parklet and part of pavement to parks program basically an expense of the walk in a public realm for people to hang anti nor a urban acceptable space for people to use. >> parklets sponsors have to apply to be considered for the program but they come to us you know saying we want to do this and create a new space on our street

it is a community driven program. >> the program goes beyond just parklets vacant lots and other spaces are converted we're here at playland on 43 this is place is cool with loots things to do and plenty of space to play so we came up with that idea to revitalizations this underutilized yard by going to the community and what they said want to see here we saw that everybody wants to see everything to we want this to be a space for everyone. >> yeah. >> we partnered with the pavement to parks program and so we had the contract for building 236 blot community garden

it start with a lot of jacuzzi hammers and bulldozer and now the point we're planting trees and flowers we have basketball courts there is so much to do here. >> there's a very full program that they simply joy that and meet the community and friends and about be about the lighter side of city people are more engaged not just the customers. >> with the help of community pavement to parks is reimagining the potential of our student streets if you want more information visit them as the pavement to parks or contact

>> shop and dine in the 49 promotes local businesses and challenges residents to do their business in the 49 square files of san francisco. we help san francisco remain unique, successful and right vi. so where will you shop and dine in the 49? >> i'm one of three owners here in san francisco and we provide mostly live music entertainment and we have food, the type of food that we have a mexican food and it's not a big menu, but we did it with love. like ribeye tacos and quesadillas and fries. for latinos, it brings families together and if we can bring that family to your business, you're gold. tonight we have russelling for e

community. >> we have a ten-person limb elimination match. we have a full-size ring with barside food and drink. we ended up getting wrestling here with puoillo del mar. we're hope og get families to join us. we've done a drag queen bingo and we're trying to be a diverse kind of club, trying different things. this is a great part of town and there's a bunch of shops, a variety of stores and ethnic restaurants. there's a popular little shop that all of the kids like to hanhang out at. we have a great breakfast spot call brick fast at tiffanies. some of the older businesses are refurbished and newer businesses are coming in and it's exciting.

>> we even have our own brewery for fdr, ferment, drink repeat. it's in the san francisco garden district and four beautiful muellermixer ura alsomurals. >> it's important to shop local because it's kind of like a circle of life, if you will. we hire local people. local people spend their money at our businesses and those local mean that wor people willr money as well. i hope people shop locally. [ ♪ ]

>> you know i've always wanted to do this job that drives my parents crazy we want to help people i wasn't i did not think twice about that. >> i currently work as cadet inform the san francisco sheriff's department i've been surprised 0 work within criminal

justice system field i had an opportunity to grow within that career path. >> as i got into the department and through the years of problems and everything else that means a lot i can represent women and in order to make that change how people view us as a very important part of the vice president you have topanga you have to the first foot chase through the fight are you cable of getting that person whether large or small into captivity that is the test at times. >> as an agent worked undercover and prevent external and internal loss to the company it was basically like detective work but through the company from that experience and the people that i worked around law enforcement that gave me an action when i came to be a cadet

i saw i was exploded to more people and the security he was able to build on that. >> unfortunately, we have a lot of women retire to recruiting right now is critical for us we gotten too low faster the percentage of women in the department and us connecting with the community trying to get people to realize this job is definitely for them our community relations group is out attempt all the time. >> in other words, to grow in the fields he capitalized any education and got my bachelors degree so i can current work at city hall i provide security for the front of the building and people are entering entering but within any security or control

within the building and checking personal bags is having a awareness of the surrounded. >> there is so month people the brunet of breaking into this career that was every for easier for me had an on the with an before he cleared the path for laugh us. >> my people he actually looking at lucid up to poem like he joe and kim and merit made they're on the streets working redondo hard their cable of doing this job and textbook took the time to bring us along. >> women have going after their goals and departments line the san francisco sheriff's department provide a lot of training tools and inspiring you to go into the department. >> they gave me any work ethics she spider me to do

whatever he wanted to do and work hard at the intersection. >> if you're going to make change you have to be part of change and becoming law enforcement i wanted to show women could do this job it is hard not easy. >> finds something our compassion about and follow roll models and the gets the necessary skeletals to get to that goal with education and sprirmz whatever gets you there. >> if this is what you want to do dream big and actually do what you desire to do and you can go vertebrae far it is a fast job i wouldn't do anything

else. >> ♪ ♪ ♪ ♪ -- with liberty and justice for all. [gavel] commissioner, if i may call the role. >> a yes, please. >> commissioner hirsch. >> here. >> a commissioner taylor is excused. >> commissioner dejesus. >> here. >> a commissioner elias. >> a here. >> commissioner, you have a quorum. also present is chief william scott of the san francisco police department and director paul henderson from the department of police accountability. >> thank you. good evening, everyone. this is the april 10, 2019 meeting of the san francisco

police commission. we have a moderate calendar tonight, so we'll allow three minutes for public comment, and we are ready for the first item. >> line item one, consent calendar, receive and file, action. >> police commission disciplinary actions report first quarter 2019. >> okay. this does not require any particular action, is that right? >> i believe requires a motion. >> motion. >> u a second. >> an any discussion? we need public comment. is there any public comment on this matter? seeing none, comment is closed. why don't you call for the vote. >> all in favor? opposed? >> none opposed. >> passes unanimously. >> thank you. next item. >> line item two, reports to the

commission, discussion. 2a, chief's report. weekly crime trends. provide an overview of offenses occurring in san francisco. significant incidents, chief's report will be limited to a brief description of the significant incidents. commission discussion will be limited to determining whether to calendar any of the incidents that the sheaf describes for a future mission meeting. major events. provide a summary of planned activities and events occurring since the previous meeting. this will include a brief overview of unplanned events or activities occurring in san francisco with an impact on public safety. commission discussion on unplanned events and activities the chief describes will be limited to determining whether to calendar for a future meeting. staffing and overtime, status of current staffing levels and overtime expenditures to date for fiscal year 2018-19. community engagement highlight, provide overview of recent community engagement activities as well as an update on the chief's advisory forum outlined in the collaborative reform

initiative recommendation 48.1. >> thank you. good evening, chief. >> good evening, president hirsch, commissioners, and director henderson. i will start off today's chief's report with a crime friends update. and starting with overall part one crimes, we are down 15%. our total violent crimes were down 17%. and homicides are down 9 from 10 last year. we have a 22% reduction in gun violence of gun-related incidents which we're pleased with that number. and happy to report there were no homicides. we had a business se week two weeks ago, but no homicide to report. in terms of property crime, it is down 15% and that is led by

an 18% reduction in auto burglaries compared to 2017 year to date with 32% below where we were in 2017. so that is good news as well. in terms of other property crimes, our burglaries are down 16%, and after a tough year last year, we're really happy with how this year started out with burglaries. all the other property crimes are in the negative. and actually all other violent crimes, part one crimes -- rape, robbery, assault -- are in the negative as well. so crime is actually doing pretty good. we'll keep working hard to make sure we keep our strategies in tact. a couple of incidents i want to highlight. just the work of some of our officers. about a year and a half ago we put together a city wide burglary unit, and part of the reason for reconstructing this burglary unit out of investigations bureau was to work on serial-type of crimes. here is a good example of the

work they did. on september -- sorry, on march 22, they arrested an individual who they had been working on for a while. and he was booked for nine commercial burglaries that occurred through the central, southern, and richmond districts. he's also been identified in six additional burglary. one of the benefits of having a citywide unit structure like this is with the cross jurisdictional crimes t communication and coordination is much better. they can kind of step back and look at the bigger view, and we were struggling somewhat in that area before reinstituting this unit. also, another success with this unit on april 1, tenderloin spotted a stolen vehicle that was being driven by a wanted burglar on the 2200 block of market street. he was arrested and when the investigators got it, they were able to put together 10 burglaries that this individual was responsible for since april of 2018. and they occurred throughout the

central and southern district, so that's good example of the value of having this type of investigations unit that has city wide responsibilities. so we're really pleased with the progress on that. traffic, been talking a lot about our vision zero goals and trying to reduce traffic fatalities to zero by 2024. we started off pretty rough this year. we've had four traffic fatalities as of march 20. so that's definitely tracking above where we were this time last year. the good news is there were no fatalities last week, although we had a serious incident -- a serious injury of an elderly victim, pedestrian hit by a car, but she's still hanging in there and hopefully will survive the injury. no fatalities to report for last week. we are doing pedestrian and bicycle safety enforcement efforts as well as vehicle enforcement efforts.

and our officers are really in tune to the focus of the five citations which we believe will continue to make an impact in the overall traffic safety effort. so we'll keep a focus on that. and large event this is week, we have the giants playing at home on monday through wednesday. and they also playing this weekend. we have google conference next week which will be a big deal and a big draw. and i think it's being kicked off tonight with a concert at the oracle parking lot, lot a, tonight. we also have the caesar chavez parade and festival that will occur this saturday from 1100 to 1800 and the cherry blossom festival and parade kicks off -- the festival kicks off this week from saturday, april 13, through sunday, april 21, and that will be capped by the cherry blossom parade on april 21. sunday streets will occur in the

tenderloin the sunday from 10:00 in the morning to 4:30 in the afternoon. also, rec and parks is conducting their annual rib cookoff this saturday, and that's a very popular event. happy to say i'll be a judge. so get to taste the ribs from around the city. it is a really nice event. fun event. it is well attended. that will be at sharon meadows. peace park programming in hertz park thursday through saturday with barbecue, swimming and health fair. the sfpd officers are always engaged in the peace park programming, and we're happy to be a part of that. the next thing on the agenda, on the report s the overtime update. we are 75% into the fiscal year and currently we are just at 3% over our general fund overtime budget. so put the mitigation efforts in

place to make sure that we get to our budget by the end of the fiscal year. we have been under budget most of the year. we have two months to go, but almost 3% over. we have having one event that usual lu is prepared and is not going to impact the budget, but a big ticket item with the pride parade and the policing that goes along with that. that is the last big event that draws a lot of overtime for the year, but we are working hard to make sure we get this within budget by the end of the fiscal year. staffing, we are at sworn staffing and full duty f.t.e. at 1,886. which is just below our mandated levels of 1971. we have three academy classes

and 264 and 265. 263 will graduate on may 24. 264 will graduate on july 26. and 265 will graduate on november 8. so we're looking forward to these officers joining our ranks and increasing the size of our department. the last thing is the community engagement update, and i want to speak about collaborative reform recommendation and that recommendation speaks to the need of the broad-based forum for all communities. at that time that the assessment was done, we had the recommendation community forums and chief sir had re-established the african-american forum. since then we have continued with the african-american forum, but we've added additional forums, so currently we have 12

chief community advisory forums in total. we have an a.d.a., african-american, asian-pacific islander forum, interfaith, jewish, lgbtq, merchant, small business, a woman's forum and a public housing forum that we started last month. also in progress, we are re-instituting or starting an hispanic latino forum, muslim forum, and a youth forum. and we're working with the youth commission as commissioner dejesus is on that re-establishment of the youth forum. the reason i want to point that out is that recommendation i think spoke directly to our community engagement efforts, and what these forums do is basically i attend as many as i can. i don't attend all of them, but we have our officers from community engagement and some of the command staff who i a tend

these forums on a regular basis. as i said, i attend as many as i can. but it gets information directly to me from these various communities, so they're very valuable. some of them are a work in progress, and a good example of a success story is our collaboration with the african-american forum in the first annual sfpd black history month celebration we did on february 9. that was a direct as a result of that forum coming together to kick this first annual celebration off. and there are really excited about that with very dedicated volunteers and that partner with us and add value to the community's input and engagement with the police department. and that is the conclusion my report. if there are any questions. >> thank you, chief. i do have a few questions. just on the forum, can you get the calendar for those forums to the commission office so that we know and as a commissioner wants

to attend, we can do that through our office? >> yes, i'll get that to you. >> u a how frequently do they meet? quarterly? >> the a.d.a. is quarterly. african-american is monthly. the asian-pacific islander is monthly. interfaith is quarterly. jewish, quarterly. lgbt monthly. merchant-small business, monthly. women's, quarterly. public housing quarterly. public housing we're just starting it. and we're in progress on hispanic, latino, muslim, and youth. >> great. the time, the place, and the date would be great, as you know that. >> thank you. >> an i had a question, too, on overtime. i'm curious to know, what is it that pumped it up above the budget? >> a reinvested a lot of money in some of our crime prevention efforts, and although some of it was planned, some of it was unplanned. we had a spike in robbery, for instance, and we need to put presence in an area. a good example was visitation

valley when we had -- what we believe were robberies involving chinese community members. we had to put deployment out there and fixed posts and that type of thing. it is a very expensive way to police, particularly when it's not planned. what we try to do is work our budget so we have room to do that and right at the break even point, and we have these type of incidents like in bayview and we had two homicides in la salle, we had to post that particular community with officers and for about a week and a lot of that was on overtime. hospital details. and we have quite a few hospital details that have really -- which you can't predict these where officers have to sit on either arrestees at the hospital and they eat up quite a bit of overtime. a couple of details were unyushl in that we have had at least two that went on for at least a month. and most of that is overtime

staffing. the alternative is to pull a sector car out of patrol, which we really don't want to do. these are the type of things we have to manage and mitigate as best advantages. >> and mention that through a lot of sprol tiers and citizens and volunteer groups and are they economized of the groups -- let me finish. and one of the things the d.o.j. said we have a limited -- a limited outreach in terms of our captains work with their volunteer community and they work with the merchants which is great. and we put it on our website and things like that. but i think one of the things that i remember from the d.o.j. is we should be