have to adapt to. two years ago hsoc was nowhere in the vocabulary but now it's a big part and a year and a half we didn't have an investigations bureau and have one now and increase the foot beat and the fiscal priority follow the ability to have the organizational and infrastructure to do that effective. and they address the technology and equipment needs. and while implementing the policy and procedures to make the department more accountable and responsive to the needs of the community. as you can see on the slide it reemphasizes what we intend to do te -- do the next two fiscal years. staffing. i'm sure you'll have a lot of follow-up questions. the department has 1,886 full-duty officers and still

fall short of 1,171. we have a class in the academy and a lateral class scheduled for june and three scheduled for fiscal year 1920. we plan to try to have 50 recruits each in the classes. we average about 95 combined retirements annually not including the airport, sworn or academy recruit attrition. we have work to do here. we are trying very hard to get our staffing up to the mandate of 1971. we have challenges but have strategies in place to address the challenges and pushing forward on staffing the department because everything i talked about up to this point doesn't work without the issue but i have been able to get recruits in the academy and get them out on the streets.

recruitment. sfpd is implementing outreach strategies for lateral police officer opportunity we recruit not only locally but over the state and elsewhere across the country. the implementation of an aggressive advertising campaign with television and radio and billboard and posting and advertisements and exterior and interior bus advertisements. we adjusted some of our recruitment events. for the first time we'll be participating in numerous virtual career fairs. a lot of the population that we're recruiting, that's how they operate virtually. we want to be there as well. we shifted efforts to conducted more targeted events like college presentations at several california universities and state colleges and that's ongoing. we also created our own job

fairs and informational panels. we have the forum at police headquarters and the law enforcement panel at sf city college and a go out and speak to college students as well. we're also working more collaboratively with the department of human resources to improve the hiring processes. we have the p.a.t., physical abilities test and adjusted so that applicants who fail can retest in three months instead of six months and we have been helped with applicants. we follow-up when they're in the process. one thing we were seeing when we studied this is that people will initially engage in the process and then drop off. and we weren't following up with them. that is now in place where we're able with working with d.h.r. to

see if they're still viable candidates. this has help increase the number of applicants moving through the phases of the process and minimize the drop-off rates. department recruitment unit has a place to practice written and oral testing. we continue to move forward in the civilianization efforts and continue to add them to the san francisco workforce and identify positions that can be convert from sworn officers to non-sworn personnel. there's a lot of questions raised on that issue. we're analyzing non-sworn support to provide officers more time focussing on public safety issues and less time in administrative duties.

i say that the administrative side is important but we recognize we have to have the officers out in the field. we're trying to strike the balance and civilianization is part of the solution. we're budgeted to civilianize 25 positions. 19 of those that were passed by the board and mayor last year, 19 of those were budgeted for january 1 of this year and six were budgeted to begin april 1 of this year. the progress on that effort we filled six of the 19. five are in the hiring process and our candidates that are in backgrounds and six are in the final stages of d.h.r. creating the new job classifications we need to fill the positions. that includes civilian background investigators for new hires. we're awaiting two staffing

analysis reports to guide further civilianization efforts and the report mentioned already and the task force report. our vendor, matrix, is doing their own study on the sworn and that's what president yee mentioned. we understand the demand to see more officers on the street and that's very important but it also does not negate the need for reliable safe vehicles in our fleet to respond to calls for service, investigations, transfer of suspects and arrestees and help those in needing assistance. we have more than 1,000 vehicles in our fleet and of those, more than 52% are 10 years old and we have more than 100 marked crown victorias on the road ford stopped manufacturing in 2011.

at least 123 -- 13 cars are from the last century and spent more than $90,000 in maintenance costs on. it's important we manage our fleet properly and part of the budget request is to do that. to rotate the fleet and replace the vehicles as many as the budget will aplow -- allow and have the basic tools to get our jobs done. at any one time, 375 cars are in the shop. older cars need more maintenance and take longer than newer cars. we will spend by the end of this fiscal year, $6.2 million on repairs. to main in the the fleet, the way it needs to be maintained, we would need to replace, 138 vehicles annually in order to keep up.

we're losing the inventory to age faster than replacing the cars. and the police department doesn't have the adequate amount of cars to meet our needs. we need support on our fleet. state transparency laws. part of our budgetary asks this year is to fulfill mandates, there's two new state laws that require police departments all over the state to release full investigation trials and video footage and it includes officer-involved shootings and sustained cases involving dishonesty. in tems -- terms of body camera footage we changed the availability of that to the public and includes retroactive efforts. this legislation was passed

without state funding and it requires significant resource to comply with the state mandates. we have a request for current and retroactive personnel files and in that process we're required to digitize decade of records, video, voice recordings and it's a lot of administrative work. a.b.748 will not effect this year or next year but we expect a lot of requests when the law goes into effect in terms of body-worn camera footage requests. i thank you and thank the b.l.a. for their report. in the last fiscal year we've made significant investments in public safety and policing and they've resulted in safer, cleaner, happier neighborhoods. we know we have a lot of work still to be done but we are in a

better place and we want to keep this work up. we're consistently reallocating our resources to meet the public safety needs of the growing city and hoping with the key investments we've identified we'll have the ability to formulate the strategies and response to keep our city and residents safe. thank you and i'm sure you have many questions. >> commissioner: thank you, chief. first on the roster, president yee. >> commissioner: a question question in terms of the budget priority, you list technology in there. i'm wondering if you also consider maybe needing to armor your vehicles or telematics

where legislation will be heard soon. >> yes, we have considered and we're on the road to that. there are some processes we had to go through to get to that end game. including the process with the police officers association that d.h.r. have to facilitate but we plan to make it part of our technology moving forward. >> commissioner: i think we've had several meet and confer. i am pretty sure next month we're going be putting it forward for a legislative process. >> commissioner: any other questions? supervisor ronen. >> i had a question only page five of your slides and the

homeless and harm reduction work. i'm wondering much those placed in service, what happens with the other individuals. are they cited, arrested, told to move long? >> it depends on what the needs are and work with the department of public health that is part of hsoc. if there's a mental health need, that's the swefrs -- service we try to give individuals and we try best we can and try to get the mental health workers

involved early on. if it's a substance abuse issue we spend a lot of effort trying to get people into those types of services. we work with the adult probation and we have options. part of the harm reduction model is you have to keep engaging with individuals they don't get in front of counsel and they're automatically cured. we have to be patient and engage people and meet them where they are so the services depend on the need. the question on citations, we have used very little enforcement in terms of citation in terms of the process. if we get a call for service or proactively see a person late and they may be on the sidewalk for whatever reason, we're

asking our officers to engage and see what the needs are and take the appropriate measures to get that situation and a better place. it take a lot of work to do that and it takes time to spend with people. the controller's office did a report, sector analysis report as part of the staffing analysis last year. one of the things that was striking to me and the issues related to homeless calls was the second highest volume of calls in terms of category. our patrol officers in terms of the amount of time they were spending on the calls was low. one of the things with this new configuration is the officers that do this work, that's what they do. so they have time to spend with the individual the engage with on the streets which makes a big difference. they get to know the people and have the time to spend with them and not bounce from a priority

to priority. that in and of itself is huge. it helps us further along to address this from a holistic approach. it's about getting people to a better place. the criminal justice system is not the tool. if there's criminal activities particularly felonious activity we have to address that, but even with that a lot of time the individuals are routed to services. what you're describing sounds like a social work job not a police officer's job. of these 1100 or so contacted is that hsoc as a team or just sworn officers. >> those are our engagements.

if we engage and get the others involved is how it should work. the numbers i cited are our engagement. there's a bit social work to this. the policing is complex. we have to do a number of things outside the penal code to do it the way it needs to be done under the city. we have to be number one, aware of the resources, two, work as a team to get the resource to the right people in the right persons we come in contact with. and we have to have the skill set to know this person needs drug counselling or that type of service rather than a criminal justice solution. we're fortunate we have the resources in the city because not every city has. there's a bit of social work component but we get calls to

take an action and we believe the best way to handle this is to steer people to the appropriate resources and use the appropriate resource to address that solution which is not always a criminal justice solution in terms of traditional policing. >> commissioner: when does this go to the team from the homeless department? >> if we get a call for an encampment, particularly a large encampme encampment homeless and supportive housing is on board immediately.

and they get calls and the team basically lead the way on how the process works. they go out and engage. and it's a process. we don't just go out and take on you an encampment. it's a process. if we get a call we need to response to, the key here is getting the right resources on board. the function is to triage the situation. we ask if it's a cleanup. then the police department may not need to be there. if it's where a team can person out we triage it and talk about it and best case scenario all the resources are there so the appropriate resource can be dispatched to that particular incident.

>> going back to scheduling. in the 2018 audit by the b.l.a., they had suggested and i think you disagreed at the time that rather than having 10-hour shift with rotation we'd get better results shifting to a schedule with eight-hour shifts or 10-hour shifts four days a week. i wonder if you're thinking has changed and if you can explain why your resistance to that type of shift would result in more officer hours. >> that issue is a collective

bargaining issue as well. in terms of hours there's other factors in play as well. when we recruit, we're competing with other police departments. part of that competition, if you will, is whether the san francisco police department offers with days off and it matters because so many people are drink -- driving to get to work. i spent 27 years in los angeles and a saw this there when lapd didn't offer the 10-hour days. they lost recruits to

departments that did and we're having a hard enough time recruiting. those are things we have to factor in. mathematically, it may add more deployment but we have to balance the impact and have to get through the collective bargaining process which will be up again in a couple years to see if that's doable to that process. there are some things we need to consider that may put us at a disadvantage in other areas. >> commissioner: in report 11 where my colleagues pointed out the huge increase in too -- foot patrols in the tenderloin.

my understanding is they're by market street near the mall and not actually north of maul. can you explain -- mall. can you explain how those decisions are made? >> september of 2018 is when we put the command vehicle at um plaza. we were having a large amount of complaint about conditions and assaults and people complaining what they have to encounter just walking from work those who take the bus and there were

disturbing things being described and that's where it started. it's been largely successful. it's night and day from before we did that. also along the market street corridor, same issue. we had a lot of problems and we had judge complaining to us. we had businesses complaining to us and tourists complaining about what was happening in this popular, heavily traveled area. the decision was conscious to start there and we have seen good results. tenderloin did increase outside of the market street civic

center area and they increased foot patrols and they have four or five officers. we also through the healthy streets center we deployed officers from hsoc to assist. there's a collaborative effort and strategically we can make some adjustments. we can't do everything at once. we have to start somewhere. this is the epicenter of the city government. the conditions were unacceptable and why we started where we started to make the situation better. we fanned out market street and added deployment there. we still have work to do but

it's better than it was. strategically, we have other things planned in terms of deployment across the city but it's going to take staff. we have to go true the department. -- go through the department but we have to do it strategically. >> commissioner: okay. thanks. >> actually, i happen to have a conversation with officers a couple nights ago because our businesses are saying they're frightened of people coming into their stores and they have no idea how

psychosis. and >> car break-ins were the majority and it's a large number. so when you look at burglaries,

retail theft is problematic. >> commissioner: we're seeing a lot of that in my district. >> it's problematic. and it's different to about what is considered grand theft compared to what it used to be and some people take advantage of that. they know what the limits are and we have to deal with that. we've worked on the task force operations to impact that. we are vigorously addressing it through the things we're doing. we still have a lot of work to do in that area.

>> commissioner: and then i want to go back to the slide supervisor ronen and i are interested in around the tenderloin. it does seem like a test of what happens when you add a lot of officers and they're both foot and in the cars. certainly you can feel in particular areas as we walk outside if we take the right path a distinct reduction in open-air drug dealing and other activities that are not great. do you see the increase in officers has brought measurable good results. how would you describe the outcomes from that increase not just around u.n. plaza but the

focus on the tenderloin. >> we've constantly looked at the crime statistics is of course a key indicator. assaults were down in the area where we put the deployment. that went down. have you some retail thefts. you have retail establishments there that were really getting victimized in a large way. we met with them and they wanted something done. those the obvious measurements. some goes to what we see. the eye test. i can get in my car almost every weekend and drove around the city -- drive around the city and see what the conditions are.

we know there's been visual improvements. but between the statistics and when it comes to assault and theft issues, the open air receiving stole enproperty issues at u.n. plaza, they're still out there but they're not at u.n. plaza and we have to figure out where they're at now and how to address it. those are things we believe have been very beneficial. the california policy lab when they did come in and look at what we were doing validated there were statistically significant results with that deployment. and it was all over the city. not just in the tenderloin. >> commissioner: there was city wide improvement because of the work in tenderloin? >> because of the foot beat redeployment.

and the other thing is very important is what people think. the perception is safety is a big deal and one of the goals is to reduce the fear of crime. what people have in their heads goes to what they see. when people see officers and see motorcycle officers like supervisor fewer said the white hats they'll slow down and if they see foot beat officers they'll think twice before they snatch a purse. there's many anecdotes to tell and officers because they were there were able to stop a crime from happening or were able to make an arrest because they were there. when they see officers around engaging and doing their jobs the right way, there's a payoff

there as well. >> commissioner: can you explain the decline in drug arrests? >> this year there's been a significant increase in drug sale arrest. the biggest concentration of drug sales on the street anyway are tenderloin and southern. south of market. this fiscal year we've had a significant increase in drug sale arrests. we've increased the size of our

narcotics unit. the need is there. it's not the total solution. that pilot is going on. there's no substitute for enforcement because that's a complaint we get in this area is open-air drug use and sales we have to address. i think that controller's report was fiscal year if i'm not mistaken. we usually report annually or month to month comparisons from last year. >> commissioner: in the sort of number of budgeted officers because i'm knew to the conversation, is that why you

are pushing the classes through? what's the hindrance to having the budgeted officers? >> commissioner: >> a couple things. getting the recruits into the academy and then getting them through the academy. we have a 20% attrition rate we budget for. that's consistent with statewide 41 or 47 academies throughout the state and from what i've been told by the director of police officers in training on average it's a 20% attrition rate statewide in the academy. we're where everybody else is in that regard. the challenges from separation for various reasons, are you so replace those people first and then you grow.

last year retirements were higher than we typically had. this year we're tracking pretty good and have to get people through the academy and out in the field where they're permanent police officers. there's challenges there. we're working to mitigate some of those. i think we put things in place that will help. >> every public agency i've known of had trouble hiring people but i've been struck. there's a position that relates to my office. i've been struck by how challenging it is to get even a civilian through a process through a hiring process. that may be an aberration. if that's being replicated there may be a problem worth looking at. >> we're looking at everything. we're working with d.r.h. to

mitigate the problem. we've already made some change. we just added a row sill -- resiliency component and it's groundbreaking. when they come to the police department the resiliency training what we hope to do is get people through to they don't get discouraged and end up quitting and do something else. we just start had and with this class we hope to see better rates in terms of not having as high as an attrition rate. we want to do better than our 20% rate. ideally we'd like to get 20% through. that's just not the reality here or across the state. we know there will be some attrition. we have to get a better handle on it and we have to work with d.h.r. to do that. >> commissioner: great. my last comment or question

returning back to a point supervisor ronen was making i see mental health and substance abuse on the streets through the lens of upper market, castro and delower -- delower is park and because -- delores park and because you have foot spifrz -- officers on the ground and they're performing the social work function but they're very expensive social workers. and very expensive liquefied natural gases. clinicians. i've been pushing for more for

more and we have been making noise and we got the january and february reports and it looked like there'd been 20 contacts in one month and maybe 32 in the next nap sounds like an outreach worker or two outreach workers went out one time each month in an area that's heavily impacted. whereas you're out every single day. maybe we can beef up staff with some training and it seems like the weighting of this and i don't think we need the police to be involved often because there's a safety and security

component. but it seems we have a strong strong arm and one shrivelled atrophied arm. i know you thought about trying to bring in focus who aren't police to do the outreach work and i wanted to know if you could talk a little bit more about that. >> you make a great point and it gets to effectiveness. if somebody pick up the phone and calls and sees somebody struggle ong -- struggling on the street or aggressive, we have to look at what we have at our disposal to address that situation in the right way and most effective way.

ideally the more we can engage to be part of that solution the better off we are. i always advocate for support of that with the other departments. the next best solution is to get everybody together. we triage the calls. we can't always do that but in the cases where we can, we have to workectively with the other agencies to make it happen now while we figure it out for the future. i'm a big advocate for that very thing. these incidents can go if you don't have the right people involved. it's in the to the best case scenario. i advocate for the band-aid fix,

but we have to get the right people involved and to help. that's what we're trying to do and again it goes back to that strategic pillar of collaboration. we have to be a collaborative department. in the past it was mostly depends would go and they'd be siloed. sometimes the results weren't what we wanted. they were disastrous

>> increasing the number of hot team members and clinicians is vital to this conversation. right now i want to focus some questions on staffing. i know we're 85 full-duty sworn officer short of our mandate of 1,971 passed by the charter amendment in 1994. i feel when talking to you'll the captains and officers that i talk to that we're engaged in

like this game of whack-a-mole. when the police response and resources are taken to hsoc and maybe not in other areas in other stations if we're down, i feel like during those times and this is anecdotally because i don't think we have the data to prove my point but i feel like when we are directing resources to other places leading some areas unattended in a way they should be, i've seen spikes in smash and grabs in district 2 and we've seen robberies on chestnut street all when we've been down officers. i say that because i think it's so important to make sure we are staffed correctly and you mentioned challenges with hiring. it concerns me greatly because i still don't know what the challenges are and what the

strategies are for addressing them because i think it's a whole lot of things. i think it's the whole state of policing and people wanting to be police officers anymore. when we look at the academy and create the classes, we can't even fill them. the ones in the academy drop off by 25% and the ones in their first year of policing drop by 25% that. that's my understanding, correct me if i'm wrong. but i need to understand what are the challenges because if we can't even staff the academy of classes we're budgeting for are we doing to solve for that? >> traditionally it's less than 25%. we did have some anomalies this year but traditionally it's less than 25%. historically, rather.

spatially the policing profession is struggle reg routing. go to recruiting conferences and national association of police and other departments and other chiefs are seeing the same thing you just said and i say when i'm talking to them about the challenges with recruitment. it's a nationwide problem. with that said, we have to recruit as aggressively and as hard as we can. right now in this area, economically times are good so we're not only competing with other police departments but with a vigorous job market. there are things we think we have done to increase our efforts in recruitment and it's an ongoing thing.

we have to keep at it. san francisco is not alone. people are struggling in the bay area and across the country. we have to keep recruiting. as we work on the other things in law enforcement there's a lot of change right now. laws are changing. we see some incident that happen across the country that cause problem for law enforcement and policing in general. we have to work through those things. it's not the first time it's been this way and it kind of goes in cycles. we have to work through it and we have to keep recruiting and keep the academies open. we put as many as we can trained and out on the streets and by changing the p.t. tests and the policies and strength test, things we know we have to look at and say can we do it

differently, those things add up to get us to a better place in terms of recruitment and intention of the people trying to get on the police department. it's a process. i'm looking forward to seeing what we can do with d.h.r. to address the issues. we have to just keep pushing forward. >> commissioner: thank you. with regard to clearance rates in the report i'm wondering where violate crimes are lower and same with the property crime clearance rates and what steps we're doing to improve on this? >> there's some areas where we are doing very very well like om

sides property crime is down and it's something we want to do better at. part of putting the investigatio investigations bureau together we believe will help in that regard because the series of robberies and the prolific car burglars and the prolific burglars. the ones that victimize many people. those are the ones we can address with the bureau we re-instituted last year and we tracked this, we've seen when certain individuals that are prolific are in custody, the crimes go down, particularly car burglars. when they get out we see uptake.

we've identified the issue and have to keep working. in terms of the clearance rates some goes to the organizational structure. an investigation bureau provides the infrastructure to hone in on investigative professors and issues and that type of thing. we lost a little bit of that and we have to get it back and when you have experts in that area you'll get better results at the end of the day. we just put it back in place at the end of 2018 or 2017. we're with a year in the making here but we're seeing good results.

our homicide rate is a good indicator of the possibilities. we have and will continue to get better on my estimation in that issue. >> >> commissioner: thank you. with regard to the m.t.a. and busses we had a discussion on safety and muni. has the technology on the busses been successful at preventing crime and apprehend those that commit crimes? >> we've had success, yes. very much so. i don't know if commander ewing is here but we've had success with that. identification of people that are committed crimes on busses and we continue to work with m.t.a. on that and share information but we've had success. it's a huge part of our ability to address that issue. >> commissioner: supervisor fewer said m.t.a. is coming so

you're off the hook on the rest of the questions. and i'm wondering if there's any resources you need to aappropriately implement and enforce g.d.r.o. law at a robust level. >> we understand the volume and i talked about our organizational structure giving us the ability to adapt and this is an example. we expanded the investigation's bureau and now we intelligence understand. and we have to staff it up and we have the infrastructure to address the issue. we still have processes we have to work through. but we have infrastructure there to make that change to the law.

we have to assess as we see the volume but we have the bones to do it and the framework to get it done. we're very happy with that. again it speaks to the importance infrastructure to have the ability of change without having to recreate your entire department. >> commissioner: thank you, nothing further. >> commissioner: thank you very much. i have some requests and questions and i want to say i'm glad there's now an investigate officer unit. you had a bureau and then you didn't and now you have a bureau. it's like public education frankly. i know we try different things on the school board and find it

doesn't work. you mentioned there's a report about the foot patrols and we can request that report. >> we can get you a copy. >> commissioner: i have a list for the next hearing and one is that report. the other is the violate crime stats by number not just percentages. i think also how many traffic citations by number that are focussed on the big five and vision zero goals. not just the percentage but the number of citations and not so much the number of citations given because some aren't on the five. how many specifically the number of traffic citations focussed on the big five. also the number of collisions you have responded to and i think supervisor mandelman asked about some information about

larceny and which areas or types of larceny are we seeing and some stats around that. thank you. i want to ask do you have a reserve in your budget? >> a reserve? no. >> commissioner: you don't have a reserve you can pull from? >> no. i wish we did. >> commissioner: that's good to know. you have mentioned there's 137 new officers in the academy or about to graduate some time soon. is that included in the 1, 186 sworn officers have you. >> the 1,186 are full-time officers in the field.186

sworn officers have you. >> the 1,186 are full-time officers in the field. >> commissioner: so 137 is in addition to. so that puts us over the charter to put us 2,000 police officers when they graduate. >> yes, ma'am. >> commissioner: got it. there seems to be a discrepancy in the number of traffic training going through. the bureau report says 15 and you say 12. >> in may we hope to get one and eight through and we'll have another class at the end of the summer, hopefully. we plan to and another one. so two and 15 total by the end of the year. >> commissioner: so the ones you're putting through are the class coming in may is actually

12, is that correct? i think you're accounting for being able to pass the course? >> we may lose a few. we put more in than just like the academy. if we want eight we will put in 11 or 12. if we get everybody through, we can shorten or lessen the next class. we usually lose a few. >> commissioner: we thank you for that effort. i wanted to ask a little bit about the narcotics arrest and prosecutions. i just want to say i understand what you said but how many people do you have now in the narcotics unit. >> 19 and we just added five

more. >> commissioner: they're out of your investigations bureau, correct? >> yes. >> commissioner: i think when i see these drug sales arrests and it's down 32%, yet we hear consistently there are more drug sales on the street and even though i think your foot beats may be on market street i think it's pushing to other areas. maybe that could be a fallacy this is what the police officers in my district tell me. it's not getting to the problem. it's pushing it out so when i look at the negative 32% it makes me think it's not really solving the problem, so much, it is really about pushing it out.

just a quick response. >> there's always some of that. when we increase enforcement say in the tenderloin, people will move. when the foot beats are out there, most folks aren't going to deal in front of an officer they move two blocks away and we account for that. and a lot of our strategies when we do a bust operation we have to coordinate where the uniform officers are and plain clothed officers are doing what they do. there's a bit of that. and street enforcement is one piece of the solution to make this better. we have long-term investigations going on. the other piece is we're trying to engage and address or engage

where the supply side. some have substance additions we have to address that. we're not trying to make jail the first option in a lot of these cases but we have to engage with the population and make it not easy for people to go to any street corner in san francisco and buy drugs. we don't want that to be the norm. we have to address that side too. often times if you don't address one side, as long as there's a demand, there'll be somebody even if we arrest everybody out there now, as long as there's a demand, somebody will pop up and take their place. we have to do both. we'll that need services, we have to get them services and

where people where the criminal justice system is a better solution, that's the route we'll take. working with the district attorney's office and it's not just the street enforcement you see. it's not been the total solution. >> commissioner: i want to say the negative 32% is shocking. what we're dealing with in san francisco a negative 32% is shocking and