the 240 seconds and determine whether that's the right goal for san francisco today. when new goals are set, there's a lot of differences in the landscape, the traffic, the congestion, the population, and we really need to account for that. so that's something on the forefront for us, is to really sit down and work with d.e.m. and others to determine if these are realistic goals for today. every jurisdiction has their own response time goals. a four-minute response time is good for priority b, but getting there could take sometime. that gets into the question, are we deploying properly? do we have enough officers in

departments. some departments include response time in their employment form, and that is sea a separate issue than what the b.l.a. was talking about. those are things that we really do need to consider and see if we have to adjust that. you know, a minute can make a difference, and we want to get there in four minutes, but is it realistic in 2019 san francisco. >> supervisor mandelman: can you remind me get what a priority b call is? >> so that's a lower priority call. let's say your car is burglarized. no suspect available, no suspect there. you want the police to come and take a report, but there's no

threat of danger, so that's going to be a lower priority. if there's a danger of a fight, or something like that, that's a priority a. a car theft would be priority b. and the lower danger there is to somebody, my safety, the priority will go down. >> supervisor mandelman: i will say that i've heard from my constituents, is lower priority about b and c calls. >> yes. most people, when you explain, they understand that we have to prioritize. that's usually not an issue, but when people call, they want us to call, aome, and they wano

come in a timely manner, and that's reasonable. we know we've missed the mark on some cases, and we need to improve. >> supervisor mandelman: and then going down the performance measures to another area where it looks like we're falling short i think is driving -- d.u.i. arrests. i don't know if you have any thoughts about that, but then, also, the -- i -- we're also missing it on percentages for top 5. why don't we have a number, a numerical goal? >> with citations, you have to be careful where -- that you don't create a system that's a quota. with citations, you address things like do we have a corridor where we have a high

amount of events or fatalities or community complaints, and address the issues and not tell the officers i need you to write ten citations a day. but what we do expect and ask of our officers is to focus on the five violations that cause the most accidents and deaths. you know, speeding, running stop signs, pedestrian violations or vehicles that cutoff pedestrians making lane change. we ask for a high number of citations to focus on those because those are the items that cause the most damage in our community. we don't say, go out and write a number of tickets, we say this much of your tickets has

to be in these categories. so give more detail on what have what has -- some of what has happened over the last year, our motorcycle officers had gotten pretty low in terms of employment. i met with you and supervisor fewer on that. so after that meeting, we corrected and are still in the process of correcting that. we had one class that i believe added nine or ten solos to the traffic company. we have a class going through right now that'll be another eight. they are a big part of our traffic enforcement -- we ask all of our officers to engage, but the motorcycle officers are a big part of our traffic enforcement. thank you for working with us on that. >> supervisor mandelman: thank you for working on that. my last questions, i guess, relate to a -- the relatively new project, the healthy street

operations center, and impacts on your department of homelessness and managing our street population. every morning when i go by dolores park, i see police officers out, tents are being taken down, folks are moving from the median to the park. and there aren't necessarily any citations issued or events happening, but it's a tremendous amount of police management of what's happening in sidewalks and on streets and in parks. but we don't have any metrics -- how many officers are now assigned to hsoc? is it 70 something? >> no, it's 40 assigned to hsoc. i think it's actually a

few fewer because some are on family leave. >> supervisor mandelman: and what is the metrics by which the police department's piece of that puzzle ought to be measured? we're putting increases resources into it, and a lot of good work is happening, and i think from the perspective of residents without much of fact, or at least they're not seeing necessarily the benefits. it's a lot of person power moving people from block to blocks. so i don't know how you would think of the success of those hsoc efforts and the value of those dollars, but that's kind of a question we have to think

about. >> no, i absolutely do. so one of the things that i think we can be healthy with is from the healthy streets operations center is part of the process in terms of metrics and evaluating effectiveness. and i'm talking about hsoc as a whole. their being there is a benefit, and i think everybody benefits from that. now in terms of the police department, there are a couple of things that i look as in terms of the executive of a police department. year to date, we have just over 40,000 calls relating to homelessness, and that's not related to the mental illness type of calls. i'm talking about the homeless related call codes, and whether

hsoc exists or not, we have to respond to those calls. if we're talking about two separate issues when we talk about housing and shelters and the ability to put people indoors, hsoc, at least from the policing perspective, that's not our roll. our roll is we have to address those 40,000 calls. people, when they call in, they want to see something being done. how do we address something most effectively because it's going to have to be done? collaboration, training. when the officers do engage. they know who training and resources are at their disposal, and are they effective at the addressing the

street conditions. ultimately, we want to get people off the street and get them housed, but those are not the roll of the police officer. the controller's office, people that are working on hsoc, that part has been very successful. because i think we're able to respond quicker, in a more coordinated fashion, and i don't think anyone would argue that's not a good thing. so in terms of the bigger pictures, when people get there, is there enough shelter beds, is there enough housing, those are things we have to figure out as a city. but in terms of hsoc, we're better trained. we don't make it an

enforcement-heavy operation, but we have 40,000 people calling that we have to answer to, so you know, what's the best way or the most effective way to do that. so those are the best measurements, and some of those are really intangible. we have to work together as a city, and we've seen that together with hsoc. >> supervisor mandelman: and i think it makes a lot of sense to that kind of coordination. you know, i did a ride along with one of our officers, and he'd mentioned -- i asked him the most frustrating thing about his job, and he said arresting the same person for the same thing. i've had the same conversations with officers in the castro, and they find themselves engaging in the same behavior with the same person over and

over again. i'm not laying this at your feet in particular. but although these departments are coordinating, they do not appear to be coordinating in a way that moves the most challenging individuals off of the streets and into a better situation at a rate that my constituents would expect. >> definitely, and it's a frustration that i hear also. >> supervisor fewer: okay. other comments or questions from the chief? seeing none, i just have a few, chief. we've had a discussion already. i see 30% calls for service. that means 70% not calls for service. i also have -- see a ten-hour day that you could absorb into your money for foot beats.

i think with hsoc, we're seeing some of it in the outlying districts. police officers in the richmond station, they're saying yeah, officers get pulled for hsoc, and they don't replace them. we're short officers at district stations. anyone hsoc or anyone comes in and does a sweep, that we're just seeing more homeless, moving it around. and i feel my neighbors call 311 multiple, multiple times, and after that with no response, they call us. so a lot of neighborhoods are not seeing relief from hsoc, and the fact that it pulls officers from stations and outlying stations is a problem.

i was going to say, you have a lot of proposals and concerns here. well intended, but still, maybe that funding -- for example, one of the fundings could come from d.p.h. with a $2 billion budget versus your budget, really. i just wanted to state that we are not cutting at this meeting or recommending cuts at all. what we're recommending is a high-level overview of your department, how is it functioning. so one of my question is how many people do you have on your command staff? >> we have 68 -- so you're talking sworn?

>> supervisor fewer: yes. >> 16 -- including me. >> supervisor fewer: so including you, 15? >> yes. >> supervisor fewer: and they are the rank of commander and above? >> correct. >> supervisor fewer: and are you seeing any retirements in your command staff? >> we have had two just recently. >> supervisor fewer: and i would imagine -- so you're looking to replace those? >> we already have. >> supervisor fewer: because another thing i hear from people at these stations is when you have promotionals, is that leaves a very few q-2s. and when people are moving up the rank, we are losing our line officers on the streets, the ones that are actually responding to calls and doing calls for service. even when you say you have a hard time recruiting. i think our recruitment schedule was pretty aggressive. i'm thinking the recruitment

schedule was pretty greecesive, and we're not going to be able to meet these goals. that maybe it's too aggressive of a plan to put together these academies. all right, what i want to say is these act mes are sup expensive to put through. we want to put through the number of recruits in the act me that are successful. i think last year what you said was you lose about 20% from an academy class. so in academy classes, you have plans to put in instead of 35, you plan to put in 50. >> so we hope to get 35

through. >> so that means your academy classes. how many individuals do you put through in your academy class? >> in the past, when we met the goal, it's 50. the goal was 50 for replacement classes. so what's budgets is 40 to successfully make it through the academy. >> supervisor fewer: so the one that you have that's listed 35, your intent was to put 45 through the class. but if you're telling me you're putting 50 through, and ultimately 45, you have a class

listed with 35 -- okay. my only question is this. i'm not trying to, like, you know, whatever. what i'm trying to get at is if these academy classes cost $6 million or so to put through, shouldn't we maximize the amount of numbers -- so we could actually shrink one of the academy classes -- instead of making one academy class smaller, couldn't we combine the two, and make the other two that you funded for just baseline, up those numbers a little. so instead of 50, you're putting 58 through, and then, we would eliminate the need for one extra academy class because you're kind of putting them through at the same time and not paying for the extra

academy. >> yes. some of this is really dictated on the availability of candidates. what we're facing right now -- there was a time in the not-to-distant past that we had waiting lists. so if we dropped somebody off the first day, and they decided this wasn't what they want today do. we'd get on the phone with the phone list, and say okay, we lost three recruits, we need to get three replacements. in order to do what you're suggesting, we have to have enough candidates to get the bigger classes through. what we're finding is we don't have enough candidates to get those classes through. the problem is if we don't get the candidates through, they're finding that they're going to take advantage of other opportunities. >> supervisor fewer: so while i understand that, you know, 85%

of these people don't live in san francisco, they live outside. one of the attractions in san francisco is we pay our officers fairly good wage, with good benefits, not to mention good retirement plans. i've talked to police officers in my station -- my station, again, shouldn't use that, richmond station, that came from pacifica that said oh, i was trained in pacifica. i'm coming to san francisco. the training is better, and the benefits are great. we may -- it may be too aggressive to put three academy classes through, an additional class, when you already have

two. i'm just saying maybe we should put that money on reserve until we have a class with enough recruitment. as you know, my husband was a police officer for 35 years. he really wanted to be a gardener, but there were 35 people applying for the gardener job. i think there's a plus to funding two classes instead of three classes, and hold some in reserve. it's just something we should think about concerning what you brought to your attention is about the recruitment issue and how difficult it is and in this climate. >> yeah, and i would just -- and i know this is just a high-level discussion, but i would just ad that when you

look at what -- add that when you look at other departments are doing, you see the smaller classes and in a lot of cases, more frequent classes, but smaller because of the issue that you're talking about. the pool size is smaller, but you have to hire when you can to keep the flow of people coming into your department. we're definitely adjusting to the times, but i appreciate the discussion. >> supervisor fewer: and i also think that relationships and pathways are important to the police department. i know i took classes in criminology, and my husband

did, too. >> we're actually doing that with city college. we have a partnership with city college, and they partner with the city for college credits when you graduate from the academy. >> supervisor fewer: oh, that's great. how many graduates do you actually field from that program? >> i don't know how many -- i actually go to city college and see. >> supervisor mandelman: it's a relatively new renewal, so i'm not sure resume recruits -- i'm not sure how many recruits.

>> supervisor fewer: well, contrary to what some people think, being a police officer is a very respectful and honorable profession. i'm proud of my husband's work. i'm just going to cut us off because it's already 1:30, and i think that we need to break for lunch, and chief, i don't want to cut you off. i want you to know that you can come back, as you know, and feel free to reach out to my office. i enjoy having deeper conversations with you about these subjects. i will say right now we are going to recess for lunch. stomachs are growling. we will return at 2:00, where we will start our review with the department

>> supervisor fewer: hello. i am sandra lee fewer, and we are out of recess in the budget and finance committee. we are going to commence with our departmental hearings, and today, next on our list is the department of public works, and we're so honored to have with us, mohamed nuru, who is the head of the department of public works. >> chair nuru: thank you. >> supervisor fewer: yes. >> chair nuru: the department of works, many know we are a 24-7 operation, and we do many things to maintain the city's culture of life for the residents. that includes making sure streets are clean, paving,

making sure -- >> chair fewer: oh, excuse me, i'm so sorry. is there a powerpoint? >> chair nuru: yes. >> chair fewer: so let's see with the powerpoint, and we will set your timer for five minutes. but mr. nuru, if you need more time, let us know. we realize kind of important sports games tonight. thank you very much. so then, mr. clerk, will you please start his time again. thank you. thank you. >> chair nuru: thank you, supervisors. mohamed nuru from public works. our agency, as many of you know is a 24-7 agency, and a lot of our work is really dealing with improving the quality of life for concerns that the city has

mostly around street cleaning, keeping our medians green, streets inspections, curbs, and building many of the city's streetscapes and buildings. a lot of work guides us at public works is our strategic plan. we are probably one of the few agencies that actually spends time on making sure that our strategic plan guides us and does the thing that the city expects from the agency, so we have a few -- we have three goals. one is to be the best place to work, and you can see a few things that the strategic plan has done. we have been able to hire over 300 apprentices.

we also, with the blessing of this board, and the leadership of the mayor, funding was set aside to give public works control of streets and ra right-of-way, so that has allowed us to grow some of the urban forestry staff. and with that, we have 65% l.b.e.s who benefit buying goods for the city. the second is to drive innovation and exceptional service, and you can see some of the quantities of degrees that we've picked up. so we actually use a lot of data in our agency, and when we get to a later slide, you will see that it's data where we're lacking resources or where we

need to move resources. and it is something that all the managers and all the staff actually get to participating in, so it's a culture where information being collected is actually used to drive and motivate city workers. our program is growing quite a bit and in this next budget, you will also see where the mayor's office has funded seven additional pit stops in addition to expanding the hours of some of the pit stops. and then, the goal to improve and inspire stewardship of public spaces. a lot of our staff work with the mayor's office of homelessness and supportive housing, where we have been instrumental in many of the designs and construction of the navigation centers. and the two that were completed last year was the 212 beds.

one at 225 bayshore, and the other at fifth and bryant. we've also expanded our relationships with a number of the nonprofits we work with, with tenderloin, with hunters point family, soma. many of those neighborhoods really as an entry point of people who are looking for jobs and people trying to get back into the workforce. the funding for those nonprofits has been able to get people back and then hopefully move on to a job at public works or another city department and in some cases, even supporting contractors or some of the small businesses. a quick snapshot at our budget. we have 1,762 f.t.e.s.

of that, there's 229 vacancies, and i can talk a little bit about the vacancies. in terms of active projects, we're involved in 335 active projects in the city. most of those projects have been bond funded, so 386 is capital and operating. operating revenue's 80, and bond is 1490. okay. real quick here. quick thing, the pit stop expansion i touched on that a little bit. so we're getting seven new pit stops in this current budget, so that will bring us to 27 pit stops, 18 of which are mobile and the remaining are city staffs, including two that are

on park property. another huge initiative where the mayor has invested is around street cleaning and block sweeping in the tenderloin, south of market and chinatown, in addition to workforce development. some of our initiatives, improving project delivery. we continue to be involved in many of the improvement of our parks and homeless shelters, so there's staffing for that. expediting some of the housing development. a lot of those maps come to public works for recording, making sure the property transfer and getting those maps

ready for development. of course, growing need of our urban forest to be able to plant more fees in many of the empty basins that exist. and as we implement proposition e, the maintenance of trees, we have quite a number of trees that are recommended for removal and need to be replanted. supporting the healthy streets operation center, we are one of the agencies that is at hsoc, and hsoc is collaborative with many city agencies, so having staff to have that information and get that to public works, that would include a manager and a dispatcher that we'll be adding. and then, upgrading of the city's fleet is an area where quite a number of our trucks do not meet the state standards, and so gradually, we are converting them to meet the

state standards of the carb requirements. and then lastly, i think performance measurement, we've touched on this a little bit. every month, we have organized sessions that take the data, talks about our response rate, talks about our spending, are we closing projects on time, are we doing things expected of us? we have indicators and tools in place to measure how we're doing. our strategic plan, of course, sets goals and initiatives, and those transfer into individual employees plan. something that we've been working on for a number of years is really pursuing performance of excellence through cape, which is a state

performance of excellent process, including the baldridge award. and we also have a partnership with the controller's office that establishes standards for street cleanliness and metrics, and so we're working on that. okay. i can take a few questions, i can ask -- yes. >> chair fewer: okay. colleagues, so i want -- before we start asking questions about the budget, i just want to caution my colleagues that we have nine more departments, and there is a very important sporting game going on at 6:00. so i'm just going to ask that we keep our questions within the budget realm. supervisor ronen.

>> supervisor ronen: i just had a few questions. when we had a presentation a few weeks ago that showed pick up streets, it shows that d.p.h., the hiring hasn't gone up despite or massive investment towards street cleaning. i'm just concerned about it. i see you have an addition of only f.t.e.s. i'm wondering what those are going for and how we're going to get improved cleanliness of our streets if we don't have additional employees to do that regular cleaning. >> so >>. >> chair nuru: so a couple of things. we're still trying to get to the level that we are at in 2007-2008 times.

in terms of bodies, we have formed great partnerships with many of the nonprofits, so many of the nonprofits have joined us in cleaning streets, especially many of the neighborhoods like tender line, south of market. through your funding, you've also funded a program for working in the district with 44 more people. those guys are being trained as workforce development, and as they prove that they're capable and understand and are ready, then, they're being moved into the workforce. so in terms of bodies, we have more bodies on the street, it's just that we're reaching out to the communities where there's a high need for people to have jobs or to work in the neighborhood. so as we come, we will be completing a number of these.

we also have people retiring, so we believe that smooth transition is working for us, but we're almost to the level that we were at years ago. i think it's more than having a number of street cleaners in the neighborhoods, it's actually a partnership with the neighborhoods and everybody. >> supervisor ronen: yeah. i'm just, for the sake of the record, the streets in the mission are still really bad. it concerns me that we've made these huge investments, and we're not even to the level of f.t.e.s a decade ago. and it shows. it shows in the streets at least in the mission district. my second question is we've gotten a ton of e-mails about a $2 million cut for street trees. can you talk about that? >> i think there's been a lot

of confusion in street trees and what's expected of street trees. there's no cut, first of all, that i'm aware of. i know there's some money that's been put in by the mayor's office for street trees. most of our focus has been in prop e, which has been in effect three years now, has been the maintaining of current trees. so the current $3.9 million has been added over two years, we're committing that to replace trees that have empty bases -- empty basins, and trees that have been removed as a result of the health of some

sort. in addition to that, on an annual basis, we also have some funding from the general fund, we have some funding from other sources, like prop k, and we also have funding from apaac. >> supervisor ronen: the mayor's been copied on every e-mail i've gotten. i've gotten close to 100 e-mails saying the street trees budget has been cut by $2 million. you're not aware of that? >> i'm happy to answer. >> supervisor ronen: okay. >> there's been $4 million for street trees? as well as $2 million next year for new trees? i'm happy to send you an e-mail that outlines those details in addition to the e-mail that all services have received. >> supervisor ronen: so the facts in that e-mail was just

incorrect. >> it's incorrect. >> supervisor ronen: okay. thank you. >> chair fewer: okay. supervisor safai. >> supervisor safai: thank you, chair. just director kelly and direct director nuru, just two points. we've done work in my district, and the cost of it was $2 million for 200 trees. i think the emergency in this situation is the emergency order you ordered regarding ficus. i love ficus trees. they happen to be everywhere in the city. they happen to be in iconic places in san francisco. 24 street, potrero hill, and fillmore. if i wasn't a believer that

they needed to be replaced in this last storm that we had that lasted six months, to see one of the ficus topple on fillmore and almost kill somebody, working in your office, i know that those trees cannot survive a certain amount of time in that environment. but we have over 4400 ficus that need to be replaced. i don't know. i could be wrong, but correct me if i'm wrong, but 2.3 million baseline, that seems to be for new trees, and then, is it $2 million each year this year and next year, so it's $4 million for replacement of trees and new tree do trees, and prop k. i think there's a lot of

misinformation, so i want to get the correct information in the record. >> so it is $2.3 million for new trees in fiscal year 19-20? and then $2 million approximately each year for the two years of the budget 19-20 and 20-21 for replacement? >> supervisor safai: i'm sorry. that's $2 million in 19-20, and an additional $2 million in 20-21. >> it's $3.9 million, but i'm rounding? >> supervisor safai: so that will cover about 4,000 trees. >> yep, $4 million for replacement in the next two years of the budget. >> supervisor safai: thank you, director kelly. through the chair, director nuru, is that correct, is it about 4,000 trees that we need to replace over the next four years or is it more that? >> well, before i answer the

question, the focus now is to maintain the trees that haven't been maintained over the many years. >> supervisor safai: right. >> chair nuru: the reason we're having to do that is for years, they weren't given the care that they needed. >> supervisor safai: so particularly in the case of ficus, if they had been maintained differently, this he would have survived differently? . >> chair nuru: they would have done better. a lot of them are splitting --

>> chair nuru: the urban forestry council recommends about 5,000 trees over the next few years or so to be planted, so that's an aggressive goal that i would say i agree with,

but at the same time, we have to look after these trees and make sure we have the resources we haneed to take care of them so that's a good pace? when we come to future years, hopefully, we will have a good schedule and we can stop doing aggressive planting. >> supervisor safai: if we were going to set aside funding for additional trees, would you be able to plant additional trees? >> chair nuru: oh, yes. we have partners in friends of the urban trees, nonprofits, so it's doable. >> supervisor safai: thank you. >> chair fewer: thank you. supervisor mandelman? >> supervisor mandelman: i think it was a fantastic move for the city to take over maintenance, but it results in a lot of fantastic trees coming

down, and demonstrating the trees actually needed to be remove. however, that still means that a tree is under canopied, particularly on the west side, you know, there are large portions of the city that need many more tree that's they have. so we ought to have an aggressive expansion. and i think it is $2 million for 1,000 trees. so if we're taking out -- if we know we're taking out 4,000 trees, i believe that's an $8 million project. but that doesn't get to the broader project of expanding the canopy, adding trees. and i think the number of -- was it 160,000? what was the number of additional trees that we're supposed to bring on over the next five years?

>> chair nuru: 60,000 but to the canopy cover that is desirable for cities that have good canopy covers, like sacramento. >> supervisor mandelman: so i missed the math, but that would be over $120 million in five years. kelly kirkpatrick is falling over. i'm glad the money is in the mayor's budget, but i think we need to find some more. >> chair fewer: supervisor stefani? >> supervisor stefani: thank you, chair fewer, and thank you for being here today. on page 136 of the mayor's proposed budget, i'm looking at the number of street cleaning requests that have been abated within 48 hours. i'm just wondering, over the next two years, how are we going to get to 95% with the

increase do increases in our budget? >> so we're to 19%, and where the data is helpful, we were getting a lot more calls that we usually get, and a lot of those calls were in evening and night by people, and we didn't have enough crews on the ground. so with our data and with our staff, we're able to shift those resources and cover those areas in addition to the funding that we have and partnerships with nonprofits. i think when we had our staffing, we were up to 92% or 93%. so what that means is we're not able to get to them, we're not able to close them, but we were getting a larger number of calls. which means if we have to keep staff to finish or complete those calls, we're doing that not and moving it over to the

afternoon or even to the night crew, because when it comes to those calls, they're trying to get to them. >> chair fewer: thank you. supervisor stefani, do you have anymore questions? okay. thank you. please take your name off the roster. i see you're increasing your budget by $11 million primarily due to expansion of pit stops and pit stops. what's happening with j.c. decaux? >> yes. the contract, i think, has gone -- is it to land use? land use, so it's had its first hearing -- it hasn't had a hearing, but it's been scheduled. so we've reached agreement with supervisor peskin, and so it will be going through committee and then coming to the board. >> chair fewer: okay. and then, i see you have 229

vacancies. >> chair nuru: yes. let me explain them. >> chair fewer: before we take them all. >> chair nuru: 166 of those vacancies, a lot of the work that the department does is bond work or work from other agencies? so those work are needed because they're either bonding information or we're waiting for funding from other agencies. so we need to hold staff for different projects by sort. >> chair fewer: so the 229 total vacancies, those aren't all general fund vacancies. >> chair nuru: no, very few. 28 of those are for the urban forestry, and when we receive the work, a lot of the work that we're doing is through contracting, and we're making

the shift to jobs and city workforce is doing that? so that is a shift for us, so we have 38 positions that we'll fill as part of that in the urban forestry? and then, the rest, just atrition, people who leave and retire. >> chair fewer: okay. any other questions for the director? thank you very much for sharing the information with us today. >> chair nuru: thank you. >> chair fewer: next up is the department of police accountability, so could we have paul henderson up, please.

mr. clerk, would you please put on the timer for five minutes? >> clerk: yes. >> chair fewer: thank you very much. are we ready? >> yeah. >> chair fewer: okay. five minutes, please. thank you very much. >> okay. thank you. and also here, just by way of introductions, i'm here with my chief of staff, sarah hawkins and sarah mondajar, who's one of our managers and budget liaison, as well. they'll be helping me with the follow up questions. thank you guys for having me. good afternoon. i know i submitted a memo earlier this week for all of you guys, so i don't want to go over a lot of the stuff that you heard both in the police budget and mine, but there's a couple of things that i want to go over in the presentation. i have a brief slide show, and

i will keep within my time frame. >> supervisor fewer: thank you. >> okay. so here is the mission for some of the stuff that we're just doing. i'm not going to read through everything in the slide show, because we turned it in early, and i presume that people red through the slides. particularly as a mission, we didn't have a mission as an agency before, but i wanted it to reflect the expansion of broader and more efficient public service. i think we're a forward facing agency, so i want to make sure that as we talk about d.p.a., people really understand what its purpose is and what they do as an interface to the broader public. i will say that in terms of defining what that vision is and the work that we're trying to do, i think it's important just to recognize that the work that's being done here in san francisco is the national standard. there's about -- over 17,000

law enforcement agencies, and the city's best practice is civilian oversight, but there's less than 200 agencies in the united states. of the 200 that exist, less than five of them have the ability and the functionality that d.p.a. have specifically with independent investigations and with compelled statement authority also with subpoena power. so i just want to make sure that we're honoring that as we continue to evolve and set the stage for what a lot of the other cities and counties are looking to the work that's being done here in san francisco and specifically highlighting the important of those investigations and it leads to the things that you want to talk about and focus on here. in terms of what -- oh, thank you. in terms of our strategic goals, and many of these have

been defined by our third-party advances. we brought in slalom to help us define these things and set aside these concepts clearly. a lot of the things that i'm talking about will be in our annual report, as well, but we have six strategic goals broken-down into divisions for the department. those being investigations, and the legal department on this slide. i would say what we're trying to focus on is a big shift, removing a lot of the silos that existed before i came to the department both internally and externally so that these different departments could communicate with each other, share information with each other, and then, most importantly, be able to share information with the broader public.

what our core concept is trying to drive these into solutions. here is the overlay. we have the other three sections, which is policy, mediation, and outreach, which is our overview of things the departments and the organization, i would say, that's not featured here but going on in the background are collaborative projects that involve the police commission and their organizations. projects like the d.o.j. project that's going on with the city and, also, our move, because we're moving buildings. gets us to the meat of it. but what i think stands out to me already is most of our

budget is salary and fringe, reflecting how efficient we have been with our budgets. we have been doing quite a lot with very little. the month ytterof our work that's -- the majority of our work that's featured here -- budget, our biggest expenses in growth are both with sb-1421, senate bill 748 with the body worn cameras, and also, the new work with the sheriff's department investigation. we've asked for quite a bit there. we weren't given everything that we've asked for, but this is what the budget reflects, so i'm happy to talk about some of those things, including the performance measures. that five minutes went really fast. >> chair fewer: yeah, doesn't it? >> i tried not to focus too

much on the slides because i think people reviewed them independently. >> chair fewer: well, i think we're going to focus on mostly the budget items. colleagues, any questions, comments for mr. henderson? i have one. i see you have 45 positions in your office? >> yes. >> chair fewer: so i wasn't actually under the impression that your office was that large. how many cases are you looking at? >> i'm so glad you asked that. part of the reason you presumed that the office wasn't that large was because until i came in, we had so many f.t.e. positions, some remained open more than two years. some of the efficiencies are the speed as which -- at which

we conduct independent investigations. in the past, 16 to 30 cases that we held in the past were expired jurisdiction, meaning they took over a year, and we just lost the cases. since coming in and filling those f.t.e.s with the investigators, we've had zero loss of jurisdiction in old cases. so we've sped up the amount of time that we spend on cases, but more importantly, we take on more cases. our caseload has gone up, in some quarters more than 30% for a number of other reason, but that's the 45 number and why it's much bigger -- >> chair fewer: so what is your caseload, mr. henderson? >> the current caseload is 660 cases with 3300 allegations. >> chair fewer: .