shifts, getting pulled from the station can have an impact on you. so we're working on that strategy. i talked about this from commissioner byrne's question from just last week where we have assigned additional officers to the tenderloin. so there are details to the tender loin for now and what that has done is reduce the amount of overtime of officers being pulled from the station to work in the tenderloin or other places in the city. so that's something we were able to implement and our command staff and acting assistant chief lazar, assistant chief redman and commander month ran and fung made that happen along with our captain and this is just listening to what our officers and our members had to say in trying to address those issues. our command staff is committed

to recognizing officers. so we made a commitment a couple of years ago to enhance accommodations and letters of appreciation, the captain's accommodations as you may have noticed in my chief's report pointing out good work, more than i have in the past and i will continue to do that because we need a balance of -- we need a balance. we need people to know that officers are doing good work. there's a lot of narratives out there that we're not going our jobs and we're not doing good work and i know that not to be the fact. i'm not saying we don't have issues we have to contend with, but we are a police force that does a lot of good work and that needs to be recognized and i will do my part to recognize that and highlight that in the commission and in the public. so accommodations of commitment by our captain and our command staff to recognize the officers

for their good work and good deeds and that's an ongoing effort. promotional process. that's been talked about in the commission some of the viewpoints of officers that there was not enough transparency and a lot of frustration over promotions and not understanding the promotions including chief video owe messages that we've made to explain the promotional process. we've implemented in our secondary criteria process and interview process and that is -- that came from some of our members listening to what they had to say and it gives us an opportunity to hear about their skills and what they have to offer and they have an opportunity to present themselves. so i think that's the feedback that i got on that has been

very good and we also get feedback on those interviews. so that's very good and that's a work in progress but that has helped to deal with that issue because that was a big issue for members of our department. training, again, who gets to train? is there bias in training? are there favorite members getting the training when people are not known by command staff and others not getting the training. what we've done to make that a fair process, is we have a randomized selection and most cases for training and we have a process where somebody gets picked and they've gone to training more than other people. we can make a decision to give somebody else an opportunity if one person for some reason getting the randomizer is taking their name over and over again.

that's been a fair process. it's been an equitable process and it's worked out pretty well for us. so that randomizer process to select particularly the coveted training in a fair and e quitbling process for our employees and i think that has helped. enhancing our change management. there's a lot of change happening in the department now. it is difficult. it makes sometimes people feel unstable about what they're doing, people not that we're and the officers, the members aren't open to change, but change is hard for a lot of people. not just people and blissing. and we're committed to doing a better job with change management. we have a very aggressive d.g.o. schedule over the next five years and that's going to cause a lot of change and we have to be better at how we communicate what changes are coming and what changes are being mandated. we have to be more inclusive with our members in terms of being apart of that change and these are some of the things

that have been told to me and feedback and things that we are implementing to make sure that our members are included that we communicate change better than we have in the past and that we even though we have to implement change, we want to keep stability as we do that. so that's a very important and we need to do a better job on that and we've implemented some processes including a change management committee that is actually formalizing how we change when we change policies and things of that nature. command staff and leadership development. this is category three. there's a lot to be said ant wanting more from the command staff in terms of leadership and leadership development. we've implemented a leadership development institute and that was opened up to all rank and file because we want to enhance leadership throughout the department. it's very sought after.

we have a process and our application process and really development of our command staff is a big part of what we need to do to address some of these issues. we're on the fourth cohort of the leadership development institute and the training is very intensive. the training goals for once a month for basically a year and we bring in professionals and subject matter experts of some of the biggest names in business from all over and they enhance our leadership ability. everybody on the command staff has been through the training and we've had professional staff that has had an opportunity to go through that training. the p.o.a. helped us get this off the ground donating some of the things we needed just to make this happen for food and things like that for the instructors and whatnot.

so this is a joint effort. we had members of the p.o.a. including lieutenant lacray who helped create this block of training. so this again is listening to our members. enhancement of executive level development opportunities. we've approved command staff to go to harvard kennedy school executive leadership training. we've sent four years in a row command staff at the deputy chief levels to the police executive leadership institute designed to enhance leadership and develop people who have the potential to be chief of police. like i said, four years in a row and that was new for us and it's done us well to help our command staff. facility vehicles upgrades.

our fleet, some of our cars have seen better days and that is a big deal when you're in a car for ten hours or more a day and that car is in bad repair, springs popping out of the seats and the like which some were in that condition, that tends to draw down the way officers feel about their jobs and whether we care about them. we have upgraded our fleet and that process is ongoing and our fleet is in a better place than it was four years ago, but we still have a long way to go. we have some cars that are in excess of 15 years old with hundreds of thousands of miles and any fleet manager will tell you that's the way we should not be doing business. so that is a big deal and it's something we've been working on and we've gotten some budgetary support to upgrade our fleet. uniform upgrade of ballistic helmets. out of body armor carriers. we listened. we approved that.

protective eye wear to protect eyes from laser assault. it's becoming more of a problem for us. we have included ballistic plates in the dpoors of our police cars and so those are some of the things we've done to increase the equipment and facilities of our vehicles. facility upgrades. we're opening other forensic services and traffic facilities. it's a beautiful building. forensic services facility which this commission was very concerned about a couple years ago. so that was a big boost and that building is a very nice facility. so i definitely want to thank our board of supervisors and our mayor for supporting us on that and also the people in our city for supporting the easter bonds that allowed >> numerous district police stations have had upgrades and

repairs and ongoing work continues and nine district stations and two support facilities are undergoing operation. this is a big deal. we had major structural challenges with our range of lake merced and trying to get the funding to make that situation better. facilities are a big part of showing members we care about them. we will continue to work there. the last category of strategies internal and procedural consistency fairness and working with the police commission and police officers' association we initiated a discipline matrix we believe and hopeful it will lead to consistent disciplinary ruling and we know all discipline's not the same. the commission and chief of police is not locked in to doing the same thing for every discipline case but what

officers have told us they're lacking for fairness and consistency. i think we owe them that and the discipline matrix is a step in the right direction. the discipline review board to take lessons learned and turn it into policy and training recommendations, that is a major step in the right direction and that's a joint effort with dpa and the commission. this will lead to enhanced community trust and procedural justice internally as well as confidence in our members the discipline system is fair, objective and consistent. we've had internal town hall meetings, the vaccination mandates were an example of that and working with the p.o.a. to set that up. there's a lot of anger and frustration voiced in that meeting. we did the best we could to answer questions. i know some statements were

made. it didn't meet everybody's approval but we were at least were fair, transparent and listened to what our members had to say. we had police chief hours for years and that continues to hear and address members' concerns. i've had good recommendations i put into play including what i said about the interview process but the secondary criteria and there were others and i encourage members to sit down and talk to me and talk to me one-on-one and the door's always open and i will always listen. i know i'm way over my time. these strategy not all-inclusive but some things we implemented and there's others and day it day officers and sergeants and command staff members are doing. a couple that i forgot to mentioned. we just implemented and started a retention unit. that's for the sole purpose of drilling down on issues that are

causing officers to leave our city and leave the profession and go to other departments and addressing the issue to retain our talent here in san francisco. that unit was the brain child of some of our members and command staff and we have started and are staffing it as we report to the commission. so to conclude, we have submitted to addressing this issue. this is a real issue. these are real problems. and we're going to do our best for our members to make sure we address these issues as best we can. moving forward, we are working with the stanford spark team and that's the social psychological answer to real world questions. we've been working with stanford and dr. heady and elharp for a

number of years and they've been very valuable to helping us assess some of our challenges. this is another project we've been working on. so the research gathered by the stanford team including some of the research data i've shared with you tonight is intended to analyze and leverage empirical data to evaluate the effectiveness of department interventions and approaches. namely our police training and changes to policy and practice to see if they're moving in the way they were intended to and to analyze our internal agency culture and develop tools and techniques and trainings to shape our culture in ways to serve our members and the community we serve. ideally from this initiative we'll shape tools for the department and shape the morale in ways that align with our

mission, values and goals and believe the work with the stanford sparq team will not only analyze the effectiveness and we talk about evidence based and we don't always look at the research to determine what we're doing is effective. we believe this work with stanford to address the issues i've highlighted tonight will be met with research and the level of academic inclusion so we can either say it's working effectively or not and if it is we're adapt it and continue to do it. if not, we need to move on to something different but stanford is a part of that and looking forward to addressing the issues in the near term and ongoing. with that i'm happy to answer any questions you have and thank you for allowing me to go over. >> thank you, chief. i have a few questions before i

turn it over to fellow commissions. you indicate the factors affecting morale. did you conduct a poll or survey within the department? >> we conducted a number of surveys including the work stanford has done. they came in and interviewed a number of officers. they spent several days with the department. they interviewed a number of community members, hundreds as a matter of fact to get the perspective from the community of how they see the department and i didn't mention this, one of the things we found in this particular body of research was that many officers didn't think the community members supported them but actually the opposite was true. the community members want to see a thorough job and see us do the right things and meet their expectations but they do support us and do have faith in our

members that was actually an enlightening piece of research. that's one piece. there's lots of personal meetings, walking around, going to lineups and members of our command staff. before covid and we started this back up, we all have days we go to the advance officer training to just listen and we start had off and covid interrupted for a substantial amount of time and we started that back up. we have done surveys and the firm came in and surveyed us on the issues. we've done a number of things, commissioner. the information is from a variety of sources and a lot of it is just hearing frustrations of our officers and hearing what we had to say.

we had suggestions. >> when you say stanford came in to do the interviews and surveys, when did they conduct the surveys and how many members of the department were actually interviewed? >> it was about two years ago and the work has been ongoing it was a couple hundreds of community members. >> has there been a survey or poll or reporting done within the last year regarding morale or are all -- you talk about the

civic bridge survey and command staff and it seems like those were all post covid or right after covid. had there been a survey or poll of actual department members in the last year regarding the topic? >> it was 2021 about a year ago and a lot of the conversations we had was a covid town hall and the surveys from 20-21 we participated in the department of over all survey. it's a variety of courses we've gotten the information from including hearing from the officers.

that's one of the most important forms of information. >> what is the mechanism that allows officers to voice their concerns in a safe space particularly the lower level and rank and file officers that maybe don't have the luxury of voicing their concerns for fear -- i'm trying to understand. >> there's the open communications. i have office hours and some take advantage and others not so much. i've been doing that the whole time we meet with the p.o.a.

there's ways the information can be given to us if officers aren't comfortable talking to me or members of the command staff or supervisors. and that information is given to us. there are opportunities for officers to voice however they're feeling. i get e-mail from officers. and on and off duty. i always take the opportunities to talk and hear what officers have to say and that's valuable

in terms of supervision and leadership. some come and talk and i welcome that but those who don't for whatever reason whether it's talking to p.o.a. or supervisors or email or anonymous. it doesn't matter as long as we have the information to have an opportunity to address it in all the ways to communicate. >> you said there's a way to provide feedback or comments? there's members of the command staff. >> but there's no set system?

what allows the officers to do that? >> we have suggestion box and we tried variations and we haven't implemented a suggestion box and that's something we can do but haven't done it. >> and the other question i had is you indicated command staff leadership you talk about the command staff being sent to training but what about the training for the lieutenants and sergeants who have more direct contact in one-on-one with the rank and file and foot patrol officers? what is the investment in training are you giving them so they can i'm not sure when you trained the command staff there's a long line of trickling that has to go on before you can get to the rank and file. >> that is open throughout the rank. we get feedback and the input

from the people that sat on the committee to get the training started which is rank and file and command staff is it should be open to everybody. the second cohort on it's been open throughout the rank and file. we tended to the national career development conferences, the international association of chiefs conferences, the leadership conferences and that's ongoing and the supervisory leadership andbury got here and since i got here we started a staple of the training. there's others where members have been approved to go to including some of the conferences that they normally in the past may have not had had

the opportunity. we had some there as well. we want to open the training up. there's more internal training for the rank and file than there is for command staff and you have to go out and get command staff development but we are opening we're opening up to everybody and that's intentional effort. >> how realistic or burdensome to participate in the training? the reason i ask is when we had the c.i.p. presentation we still haven't trained half the department in the 40-hour course and one was time and the ability to have officers taken out of the rotation to go to the trainings. i assume that's a problem also it's problematic for the

trainings for the lieutenants and sergeants in addition to the variation requirements they must phil to get to go to the training. >> it's a strain but we have to train our folks to give them opportunities. it may nobt happening as quickly as we'd like but we have to throw it down and open it but it's a strain on the program but if we don't do it, we'll have issues down the road with folks not being developed like we should give opportunity to do and in positions of leadership we have to take advantage and we have to do them strained or not. yes, it's a strain on deployment.

but we try to be judicious and have to sometimes limit the training opportunity. >> has the cmcr training resumed? >> i don't think we've had classes but i'll follow-up with you on that. >> i know you shut it down during covid and you've been recognized for that training. if you can let us know when it's going to be up and running i think my experience it's very beneficial. my last question is you indicated the sparq research is going on do you plan to get the

report and to report back to us with the findings. i think that's important to us. >> that's ongoing and we had the approval of the next phases. i'll get a date for you. i'm looking at the presentation and it is ongoing. i'll keep you posted on that.

we had well received and officer evans and others create the training and they trained and it takes innovative training and we graduated the first a week and a half ago and it's worth the investment. we have people committed and a want to highlight these are ideas that came from the rank and file and we implemented it very quickly.

>> fellow commissioner yanez. >> i agree with vice president elias that having a system in place and i think in real time will give us immeasurable information to continue to improve the morale issue. it's a national challenge right now and we're seeing this in many field. i'd strongly encourage we try to find a way to systematize obtaining feedback from staff because a lot of the suggestions being implemented actually came from the folks out there doing the work. that's one area and a question i

have is there a time line or analysis for how long and what it's going take to address the equipment challenge? has that analysis taken place and can we because i know when folks are doing the work and there's uncertainty whether it will work on not it creates an unnecessary strain on folks already taxed. do you have a time line for that element? >> we do. our real estate through the city administrator's office published that and we have a time line on what we have funding for and what is in the pipe line for that funding. there's a report on that.

we have to readjust because two years ago we didn't get funding back until year four and that's happened from time to time. when we have that we have to go back and how much we can purchase can change the rest of the projection. to replace all the vehicles that need to be replaced and some vehicles are in worse shape than the black and white fleet. they're older. we have crown victorias 15, 16,

years old and we readjusted that several times. i can keep you posted on that and we'll see what the budget brings this year and project how many cars we can purchase and have to replace in our fleet and will adjust the remainder. >> i recommend we prioritize so we don't budge from some of these things. they become quality of life challenges and what we can do to alleviate some of this. i'll move on to the areas of internal support and external support. obviously external report whether it's reporting from if he -- from the media are out of our control and some is in our purview but the trip i took to the sojourn with you all lent itself to being able to put a new face to what it is the

commission on and focus on internal support. when i see challenges related to consistency and fairness and with command staff either not being invested in the health and well being of line officers and when i heard these personally on the trip it represents a challenge, how is it our leadership is being perceived as inconsistent when we know there's a broader impact on individuals feeling like they're not being seen, heard or adequately supported. i heard as the training and leadership development for those folks but how are we measuring the impact of that training on

the command staff impact on the officers who raised the concerns as well as the internal support at the department level isn't seen as support and have a challenge and we need a tactful approach. do you have any idea why that concern continues to resurface? >> that's part of the work we're doing with the stanford sparq team to evaluate and have a way

to measure effectiveness of things like that better than we do. i'm hopeful we'll work with them on some of the issues and in terms of the enhancements we're doing, some is hopefully more consistency around the command staff has turned over three times. pretty much turned over. maybe two of the command staff maybe three who were on the command staff when i got here. people need a learning curve.

the training will allow them to adapt and the harvard kennedy and wen they promote they've had the training and that's what we're hoping to accomplish. the city gave us enhanced funding to do the initiatives. that's how we were able to get this started. on the back end, hopefully stanford will help with some of that. we're not there yet but hoping evaluating the training is one of the things we asked for and toe consider in the work plan and they haven't put out the

work plan yet but want outside experts to evaluate the training. that's the direction we'd like to see in. we'll see how the sparq project works. >> the one question and i don't flow if this is a suggestion, in may there was a presentation around the early intervention system. there's a d.j.o. aligned with how we're supposed to introduce a former progressive awareness raising because i know the early intervention system isn't necessarily a disciplinary system. when i hear that access to training is kind of randomized right now when i see in the fort myers on the alert the last

presentation we got that there are 71 personnel i'm assuming who have reached a threshold that requires per the d.j.o. a performance improvement plan and yet from the summary of that report my understanding is there were only two performance improvement plans that were actually written and articulated for 71 instance where's people went within a three or 12-month period had anywhere between three and six indicator points i would assume more than likely merited more than two performance improvement plans. when that happens are we holding command staff accountable not implementing the early intervention system processes that are in place which would

allow us to then utilize who we send to training so we don't have the escalation of incidents and behaviors that then lead to actual disciplinary challenges that we then deal with on the back end. >> that you for that question. for the early system intervention alerts not all it's when it's determined there's an at-risk pattern or in some cases if discipline is the trigger, the officer has gotten discipline and there's retraining that is directed. officers are the supervisors or

the captains implement an improvement plan. in some cases that's been addressed. if discipline is the trigger the training is almost always part of the disciplinary process we retrain on when there's sustained allegations. not all call for a performance improvement plan. some did but not all 71. >> the language in the d.j.o. says supervisory officers are encouraged sessions with members under their command when appropriate. i would assume when people have those counted as alerts as

supervision if they happen within a short period of time why wouldn't we introduce a managerial tool that is successful because you're having a conversation with officers about behavior and yes, training may be attached but i find that a glaring gap in number of incidents and number of performance improvement plans and i know the d.j.o. is open to interpretation. it says they're recommended when it's appropriate but how can we introduce a system that details when these should be introduced because they're a form of intervention versus doing disciplinary action once things escalate. i think it's a point of data we have access to and if we have

language in the d.g.o. to bring issue to light, i would want us to be using it more consistently and for that information to be reported in conjunction with what's happening with d.p.a. to inform the training and who is being trained and sent to what. the last question i'll ask and recommendation i'll make is around creating a pipeline for leadership. i know some things are identified on an individual basis but there is a process for identifying potential leadership and then investing the additional resource of leadership development in those officers? >> there are opportunities.

that's the recommendation. there's a formalized mentoring infrastructure that's something some of our members have been working on. it's not in place yet but it's definitely there's room for that and a need for that. in terms of identifying talent and encouraging them to advance their careers and encouraging them to take advantage of some of this training also is something that is -- we'd like to do better. we actually asked for and we haven't gotten it yet and for the last three budgets we're trying to implement a civilian

director of training development position and unfortunately we haven't been able to get that in our budget. but other departments we outreached to to get practices happening around the country it's a good recommendation and it's something we have been drawing up. we'll probably have to do it without the professional staff because the city hasn't been able to afford to give us that. nonetheless we'll have to draw it up without that. >> thank you, chief. training is important and training obviously is in a way

an opportunity to create some distance for those officers that are doing the front line work. >> i continue us to encourage to identify potential leadership and invest in them and let's really rook at this early intervention system. and let's look at how we mind that to be able to then move forward in a more tactful manner when it comes for supporting th bonds that allowed us to build that facility. numerous district police stations have undergone upgrades and repairs. ongoing work continues in that

regard. 12' police facilities. and three support facilities are undergoing upgrades and this is a big deal. we've had some major structural challenges and we're trying to get the funding to make that situation better. [please stand by]