the audit mentioned scheduling and how we could increase the number on time. i noticed that wasn't in your report this time around but that's something i'm interested in looking at again and finding out what happened with the 2018 report but other than that i'm done. >> we'll be having more conversations in june about staffing. i also want to mention president yee called for an audit on the

staffing and at this them tee -- at the time the recommendation was 203 to be civilianized. there was discussion by members not on the committee. i think the committee came to an agreement of civilianizing 50 officers within a two-year period. we'll we'll be discussing that issue when the police come around their budget. thank you very much. we may call you back but now i'd vik -- like to have chief -- sorry. supervisor mandelman. i forgot about my colleague. sorry, chief. >> hold up. >> i had a few clarifying questions which you may not have answers to but maybe it gives the chief a heads up about things i'm interested in. i think it's on page six of your

slides you talk about the decrease in response time. the two reasons you have there are increased 9-1-1 calls and increased in traffic and congression. i'm wondering if you were able to drill down further into what is driving the increase in 9-1-1 calls over that time period. >> i don't have the exact specifics but i know that the department also mentioned an increase in popatiulation as pa of the reason. >> commissioner: i'd be interested if it's population increase or callers. i know the fire depend implemented measures to deal with the frequent callers. i'd be interested to know if it's the same people having 9-1-1 calls over and over. >> i think we can look into that with the d.e.m., emergency

management. >> commissioner: i think that would be useful. and on the increase in larceny and you had a couple pages later where you talked about the increase in car break-ins and an important component and pulled back and said that wasn't an important component in the increase in larceny. what similarly i'd be interested in knowing over the seven and eight years what is the increase? it's troubling. it's shocking to think we're having 50% or 60% more larceny incident but i'd be interested in knowing what the larceny incident are. >> i can look into that for you i think that's part of fbi's national data set and i can do some stats. >> commissioner: cool.

and i think on page 11 you put it together to show the increase in foot patrols as a ratio and it demonstrates that and that's something probably all of aus applaud. i was interested in the tenderloin numbers in particular because there's always the question when you're increasing resources going to public safety and enforcement response what you're getting for the additional dollar. the city's question is often where to put the additional dollars. there's been significant additional dollars put into the tenderloin if i'm reading this correctly. like certainly way more foot patrols which is good but also significant increase in cars.

if we knew something positive was happening that would be a good story to but would like to tell what's coming from the presence in the tenderloin. i don't want to speculate but it'd be nice to know what we're getting for that. also for the increased foot patrols and i know they're assigned by station but there's officers doing beats associated with h sock and how do they relate to these officers? there may be even more people on the streets if it doesn't include the h sock. i'm curious how h sock relate to that.

and if you had a discussion of what led to the de -- decline. >> the chief sup -- is up next so you can ask him. president yee. >> commissioner: one question about ambassadors. anecdotally people say it's great and i believe it could be great. is there when you look at that program, have you seen or come across anywherer are it talks about how to evaluate the effectiveness of the program? >> i did not get performance metrics. if you're preventing time it's more to capture or measure what you're preventing but i can

circle back and see if there's anything i can -- >> commissioner: it's probably not that difficult if one area didn't have it before a number of crimes if you can tally it and does it decrease. >> commissioner: i'd like to add one request on to what supervisor mandelman requested and we see the increase in foot patrols. when did we see this increase in the foot patrols and in the resources in the tenderloin. and to compare the data of outcomes from before we had them

until after we had them. thank you very much. okay. if that's it, let's go to our next speaker which is chief scott. come on up. >> hi, supervisors. we'll get the power point set up. supervisor yee, mandelman, ronen and stefani and walton. good afternoon. we'll go through our power po t point. i'm sure you'll have questions and after we'll open it up for questions or stop me in between if you have any questions while we're going through it. we'll start with our strategic

initiatives to lay a foundation of what we're trying to have fi

initiatives. >> our operational priority remain consistent. i came before the board last year with basically the same priorities given the current public safety landscape. we wanted to stay focussed on these four operational priority. first and foremost, violent crime. second, property crime, third, homeless and harm reduction efforts and four coverage. and we've had a lot of success in the past year and want to continue to expand those strategies. our increased foot beats we dead kate -- dedicated 40 plus when you county the homeless and many are rooted in behavioral health issues. we want to be part of a larger construct and be part of a city

solution and that led the police department operate in a silo and we'll talk more about that. we create the neighborhood crime unit based on a resolution from supervisors president yee and ronen last year and we've had success there as well. we've also launched our investigations bureau, really, relaunched it and produced some great results. they include a reduction in auto break-ins and bicycle thefts and larcenies. we had a significant reduction of homicides last year and a clearance rate of 100% for a major city it's something to be proud of. we've also assisted hundreds of unhoused individuals into shelter or other services they need. the san francisco police department has been contacted by departments across the nation, other police departments wanting to imlate our -- emulate our

strategies to reduce crime on the streets. so what are we looking to do? we want to continue to see a reduction in our violate crimes and our crimes and aggravated assault s have been down and part is adding a centralized investigations unit. we added two new units to address crime trends. those are the robbery and property details. the details look at city wide trends wells those conducted by sophisticated crime networks. our results have been rather good at this point. this is year to date february to this year. homicides show a 38% reduction,

aggravat aggravated assault show 38% reduction and the trends are valid to this day. we have reductions in each of those areas. our violent crime, we've seen a significant drop in violent crime on the side of gun related violence due to investment in our crime, gun and intelligence center. we use intelligence and community engagement to identify unlawfully used firearms especially those used to commit violent crimes gist of the unit is to identify serious shooters and guns. we're talking about guns used in multiple crimes. we look to the community as a whole and it requires an immediate and long-term response. our community engagement helps people affected by violate

crimes recover and help prevent future violence. when a violate incident occurs the san francisco police department works to ensure we are providing service on the days, weeks and months afterwards. in addition to outreach and support we're looking for possible factors impacting safety of the area in which the violate crime occurs and that's part of our strategy. you see the goals with our street violence response team and partnership with the department of public health, for support and survivors of violent crime and our town hall meeting after traumatic events. those have proven to be effective in addressing the community and having the community be a part of the solution. in the last year we implemented strategies to address property crimes and we're tracking well

on property crimes and continuing the trend from 2018. our theft from vehicles are down 21%. burglaries are down 15% and larceny is down 18%. our property crime strategies include proactive and reactive strategies including and i know you have questions about our foot beats but our increased foot beats and increased visibility are part of a prevention effort. it's our philosophy our officers make a difference and when they're out on patrols we have seen significant reductions in those areas. operations in hot spot areas and specialized investigations unit and educational campaigns and community awareness are part of our overall property crime strategies. foot beats. foot beats and police visibility. i mentioned that we believe that that is a huge part of our not only our response to our issues

and challenges with property crime and violent crime but a preventive effort. so we have worked hard to do everything we can to reassign officers to increase our foot patrols across the city. september 2017 we reassigned 69 officers to foot patrol and that'd california policy lab and do an independent study to look at the effectiveness and the report indicated there was a definite statistical positive outcome from the foot patrols both in larceny and assault. that report is available for any other supervisors that want to take a look at it. the strategy does come with trade-of trade-offs though. we have more officers assigned to the foot beats but have challenges with our response time and responding to 9-1-1

calls. we're constantly trying to balance that but we need both. we need to respond and meet our goals on response time and also need foot beat. we want to continue the level of foot beats we've been doing and we have overtime we've allocated to continue to sustain the resources. homeless and harm reduction strategies it. speaks to street conditions. it gets to supervisor mandelman's questions about what we're getting in terms of the investment we put in foot beats. we've doubled down on our efforts and a lot of the calls and since we've dedicated 40 officers to helping those on our streets. our healthy streets operation

center which the board had a hearing on recently sis a coordinated effort to help people enter service. i want to emphasize the multiple agency part. as you know these are complex issues and complex problems. they're very complicated. it take a multiagency approach to move us forward and we're happy to be a part of that. we took a leadership role in getting the healthy street operation center and that collaborative effort in place. we've seen great outcomes. we have a lot of work to do but we've seen great outcomes. it's also known as hsoc functions under the believe -- belief it may take multiple interactions with a person to get them help and get them in a play where they can change the trajectory of their lives. it has to be consistent. it has to have outreach and has to have aggressive and community

engagement on behalf of police officers that are doing the work as a result of the hsoc model we've seen a reduction of tents on our streets and more than 1,300 people off service. we've began outreach those suffering from behavioral issues on the streets with a coordinated outreach effort. more than 200 people have been placed into service and roughly 1100 and 66 people have been engaged. that's a significant step in terms of our strategy and in terms of our responsiveness which is one of our strategic initiatives to be a more responsive department it meet the needs of our city. we're pleased with where that's going. next, i'd like to talk about vision zero. we've expanded the staffing and i'd like to thank supervisors

mandelman and fewer for bringing that forward and we continue to expand to get our traffic to a better place in terms of deployment. we've seen an increased incitatio incitations in citations and 65% from the traffic company are focussed on the five citations. those five violations we believe caused the most collisions and injuries, stop signs, lane changes, pedestrians violations. we've begun to use the increase in deployment to work to our advantage. we're having a busy year in 2019 and the increased deployment

will be an investment worth it in terms of our focus on the five and vision zero initiative. we also began to use technology to achieve the goal. we are able to enter citations on mobile device to stay on the field and do their work on their mobile devices and provides real-time data to determine immediate enforcement and engineering strategies. that's a technology we hope to continue to improve and build upon. we believe that will make us more efficient and help us reach our vision zero goals. here's the breakdown of our general fund. it's $522 million. 85% is dedicated to personnel cost and others is capital, vehicle, equipment, supplies, service and benefits.

for our 2019 through 2021 fiscal priority, the fiscal priority are intended to maintain the crime levels and adhere to strategies. what we're trying do as part of our strategic planning process and how we structure this organization is to be able to be adaptable and flexible. things happen all the time we 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.