personnel. um at this time in order to handle not only the cases that we were seeing a year ago or two years ago. but as you know, the police arrest rate is up and our case filings have gone up significantly for that reason, and so at this time our lawyers are being are handling higher caseloads than they were a year ago. um, and at this time we are seeking to maintain the current staff that we have. and i'm happy to answer any questions that you have. thank you, jenkins for being here. um i think, uh, the questions i do have, um, trying to understand. and maybe i'm mistaken, because i know that you mentioned it's a three trial attorneys, but a court and i found different discrepancy to yesterday would reckon park on the mayor's proposed budget. so i'm just trying to understand. you know what i see in the proposed budget versus what was what is

being presented by each city departments. and in this case you mentioned three new position fte s trial attorneys. but then, according to the mayor's budget, both at 10 fte s that there's an increase. could you help me understand the discrepancy between the two. good afternoon . eugene clendenin, cfo of the district attorney's office, so the difference between the three new attorneys basically were funded for three new attorneys, and then we have an attrition adjustment. the attrition adjustment of about $1.5 million , there's an equivalent fte increase as well. so the difference between the three and then set additional seven fte. that's where you're finding that increase. help me understand somebody sorry. sure. so um, attrition is a line item and almost all departments, budgets just up and down to allow departments to hire the

positions that they have, and it sort of represents and helps us. sort of, um, dial up and back. how many positions are actually funded? just attrition. the line item in the budget. it has an impact the total fte count that appears in the budget book. so as eugene mentioned, um there was a nutrition adjustment in their budget to account for the staff that they have hired and the salaries of their paying. them that annual ises over the course of the next year and that adjustments and changes the amount of salary budget they have available to continue funding current positions they have and that shows up as additional 50. it's not net new f t e. it's just sort of a technical, um, change in the budget yet. your net change is three. fte. i'm just going to say ftm not going to try to figure out is that your victim services or your butt? so you're technically right now your net is three ft. and if i could say

chair chan that it's that my understanding of what is contributed to our attrition numbers is that we've had to hire a number of extremely experienced lawyers back into the office, particularly to handle sex, assault and homicide cases. and so in order to do that, we've been able to successfully recruit a number of highly experienced lawyers, but they get paid at the highest rate, and so instead of us hiring somebody right at a step one we've had to hire these people in at step 16. and we bless you, and we've had a number of we've been able to successfully hire a number of those people, which is great, but unfortunately it increases our attrition numbers. understood and so. colleague. someone just gonna keep on quick asking questions if that's okay. um so i think that another part of it, it's like we would love to understand a bit better about your grant. uh, funding as i think i have. i'm just trying to learn. i think that there was a crank start of foundation was giving a grant program. um and

it's roughly about 3 million. i think we asked for that information already and trying to understand is that great exactly? grand programs still moving forward. yes, it is. good afternoon church in edward mccaffery with the district attorney's office. the grant that you're referring to is $6 million from crank start the funder. it is for the healing justice initiative. it is for a total of three years. um and so the current grant started in 2022, and it's going to go into 2025 2026. and how much is remaining in that, uh, because you say it's total $6 million for three fiscal years. when did it start? and my apologies. i should really know that. but it's okay. i'm happy to, of course, follow up with your team. any additional questions or information? so we are essentially closing out year one of the grant and so there are three segments of the grant. um and so the i can have the exact

numbers for you. but had of year one. there is essentially. yeah, i can come. i can follow up with you the exact specifics but had of year one. there is essentially a good portion of the money that's been spent for that allocation. the reality is the year one. we've got a lot of our work. uh, taking a done to get our operational agreements in place our contracts in place with our cbos to get our data agreements in place with our cbos so that the work can really begin which is going to start pretty much next year. and so yep, and then because right now i'm seeing that your city is that part of your city grant programs line item. cheer chant . um since the crank starts, funding was appropriated in 2020 . that's when that funding was a appropriated, so it's not

subject to this particular budget, so it's not actually showing up in this and i see and then so, uh so i will. if i may . you know, love to get just kind of the breakdown. the city grants programs that you currently under your jurisdiction. and what is what is there? uh i would love to learn also, and i'm asking this just so you know, also, the department's like, you know, the breakdown of city grants programs as as well as programmatic projects. like what are they and just help us understand the line item of your spending. i know it's very small to your overall budget, which is only 1% for city grounds and then 3% for your programmatic projects. i can speak to the programmatic projects. we have to programmatic projects. one is our independent investigations bureau, which is i b. that's budgeted about $2.8 million and then we have another smaller victim services project that was budgeted $200,000, but i think it's budgeted now at 165,000 now

is for two advocates. um either to do incredible messengers or property advocates. i can never remember. but it was two additional victim advocates and that smaller projects so those are the two programmatic projects that we have. and then so then, but then, if the healing justice initiative is not within this budget is actually the previous. but it's coming to an end because you only have two more fiscal years to go. like this one. and the next. is that correct? it's a so it's a grant and we have a three year expenditure authority. um if we don't spend the money we can or complete spending the money by the third year we can ask for continuation of the that funding. um, but as eddie mentioned, um it's in the we're about to embark on the second year of that grant. and then but then, if i understand, i'm sorry . it's just because i'm learning . it's like the grant is was

kind of complicated for me to understand. i'm trying to learn more about it is that it's not just really like that money doesn't really they all go to you like this. all 6 million actually is somehow is split amount. your units or your department but as well as the public defender, and then there's supposed to be a portion to them to community organizations. um i would love to see and understand the breakdown of that and then to kind of help us understand how will for the remaining dollars, however, much remains and i guess for the entire $6 million . how it has been, um, distributed and then what is the goal and timeline for the remaining distribution of the dollars? we can definitely get you that this afternoon because we have it all. i appreciate it and just also wanted to understand. i think that like something like the healing initiatives, but and i have asked this all city departments already again. ah just like the public defenders and everyone else and you're you are, of course you're again core

function of the city government . you are heavily reliant of general fund. you are general fund dependent. just looking at this overwhelmingly of 89% of it , um and but you do actually have some state revenues? uh and i feel like uh, we make and some , you know federal revenue so state revenue is at 4% in federal revenues at 3% are there any and by crank start is neither of those they are really actually outside felon tropic, uh, support. is any of your team , you know, um or within your function that is there a plan to kind of advocate for more of those dollars outside of general fund. i mean, certainly, to the extent that more of those opportunities become available, certainly in the in the space of promoting responsible reforms and different methods of

resolving our cases in ways that, um, can allow people who are justice involved, too, right ? handle their cases differently . yes um, at this time we have. i think two or three different grants that are operating similarly. and so i think we've got our hands full with those, but of course, we will always be looking for other opportunities. because they would offer us the ability to hire staff that would manage and oversee those grants . and i think that the particularly i'm asking is because my colleague and we have mentioned about our colleagues supervisor stephanie you know, but most importantly, is the champ like the initiative that she tramp champion, which is formerly known as property that is for the victim services of it. really a coordination for the entire city. and, you know clearly the date the days office. play a critical role in the victim services, so just kind of looking forward to before your reappearance before his second appearance next week , learning a little bit more. um just what your strategies funding priorities within victim

services and your coordination with dph and other and as a p d, and just help us better understand. dollars spent. i should say dollar staffing, and you know any any projection of investments? okay, victim services in particular, okay. and then as far as the grants did you just want healing and justice initiative. or did you want the others as well? so yeah, a breakdown of the city grant program as well as your programmatic project. i know that eugene already. in his head and said it like that was that was pretty amazing. but just for this body, we're just collecting a whole list of things. and so would love to have that in writing. okay we will get that to you much appreciated and supervise herself to you. thank you. thank you. madam. just attorney for being here. we've been working together for the past year on retail theft and organized retail theft. um is that is that reflected in your budget? is there a dedicated

attorney? thank you had said that there was not is that correct? so we initially sought in additional attorney amongst a few others one in particular, though, to handle retail theft and organized retail theft crime ? um but unfortunately, i mean, as most departments have had to, uh, feel that did not make it through to this portion of the budget. so when i got the numbers from your team, it looks like cases filed ended up being around 264 cases that fall under the kind of a larger category of burglary and retail theft and commercial burglary. and then when i look at your sheet about number of cases per attorney. i mean, you've kind of broken it out and how you divided that out. how are you going to divide out that work and prioritize? um so this issue and the only reason i say that is because in the working group and the work that we've done with the share of police um retailers. others in the conversation is you kind of educated us on the fact that

when these crimes occur often, there's the threat of fear of violence. you have to follow up working with the frontline workers to get the information. if that doesn't happen, the cases can fall apart. so i just wanted to give you an opportunity to talk about that and how you're going to deal with that in your budget since your request to the mayor's office was not supported. so as of now, those cases are spread across our misdemeanor unit if they're misdemeanor crimes and our general felonies unit for the most part we have, you know , a very small number of clearly organized retail theft cases that are with a more senior. attorney but the majority of these cases are spread out across these units with multiple attorneys handling them, and so that is where coordination becomes very difficult. um my ideal would be to have a specific attorney who handles particularly the felony cases in the repeat offender cases. also um there's a category of robbery

that involved that is specifically related to, um, retail theft, or really, it's a certain type of robbery. that's more commonly. seen in a retail setting. where this specific lawyer could have handled that they could have, you know, working developer working relationship and have liaisons with the companies so that they could be able to, um, work to ensure that they have the necessary store associates and witnesses that they need, which is often times very difficult for us to secure. um they also ensuring that they have the evidence that they need and working with this, you know the same type of investigative team . it's always better if you have somebody who becomes a specialist in a certain area and can work on task forces and things like that. and so that was the ideal and what i had envisioned for somebody who could have that role. if we had a prosecutor to dedicate to that work. and there's not any way to go for any grants or any of the reorganization. any reallocation

of resources within your existing budget, correct. so as far as grant opportunities, i would say that that's separate. as far as our current budget, it would be very difficult, given the number of cases that we already have in our general felonies unit and the way that the office is set up. is there any is there any way to assign anyone within your team to at least have that be a main point of contact for the folks out there? i know that listen, there's a large debate going on in the city about whether or not retail theft is impacting retailers decision to stay open or closed. it's not my intention to get into that debate, but it is a contributing factor. and as we've talked to frontline workers, many of them from the united food and commercial workers to others in the industry. they have said that having someone to follow up with as you've said makes a big difference. and so i just wanted to know if you intended to have , even if you can't have a dedicated attorney, if you have someone that would be a point of

contact within your team to coordinate those those cases yes, that is still our objective . we are really sort of right at the point of having a full staff . quite frankly, um and being able to figure out who that's going to be, hopefully, but that that is my objective. thank you will will continue to work with your team over the next week. um thank you. thank you. chair. thank you and seeing no other name on roster. i thank you so much for being with us today. thank you. thank you. and the next we have the police department.

i get it.

wow. i got notes on this. and so we are. just keep this whenever the are we ready? oh, yeah. thank you. yes, thank you. okay, cheer. chen. good afternoon chair chan and to the budget team members. um. we have a five minutes lied and i'm sure we'll have a lot of questions, and we'll be here for your questions. so we have our team behind us. i'm gonna start off with the first live, which is department priorities. are five priorities, recruitment, hiring and retention over time. to staff up where we're short civilian ization. uh to start changing and enhance the ability to use the civilian ization to

actually enhance our policing, technology and management and analytical support. so everything in this presentation speaks to our five department priorities. next slide, please. the next side. in a nutshell. is a description of our overtime and over the last 13 years, and what's important here is all the lines are important. but the red line is the basically the four duty staffing. and that's who's on the payroll. basically, and then the blue line is who's available to work the field and then you see over time that both lines have decreased significantly in the last 33 years, actually. and we'll get to why we believe that is, i'm sure in the question and answer, but those are the two significant lines on there. one other thing of note. the purple line on the top is our property staffing analysis and that 2182 of the workload analysis of how many officers that it takes to

fulfill our workload. next slide, please. the priority of recruitment, hiring and retention is really one of our top priorities moving into that this budget year. you know, we intend to and we think we're going to meet this higher 100 officers this fiscal year. and that will basically pedersen going in the right direction. but it's not nearly enough to make up the gaps in the shortages. some of the things that we've done to enhance our recruitment is listed here on the slide credit for lateral police officers, and we're seeing some success with that. we've had people hire from other agencies of community partnerships and events we attend about 300 events a year and then our hiring process. we've streamline that we have implemented a one day testing process that cuts about three months off of the hiring process . so that is going very well. we've brought it out at some of our college recruitment. uh

seminars and it cuts about three months off, so we do think that will put us in a better competitive position. and get these recruits when they are interested in the san francisco police department in the academy quicker and also our test prep collaboration with the hr to streamline and shorten our timelines is an ongoing an initiative that we are in partnership with the hr on as far as retention. um these are the high high level things that we're doing. uh we definitely want to thank the board for the contract that you negotiated with the p o. a. those wage increases makers extremely competitive with other bay area departments. and that competitiveness will pay dividends were convinced of that. also just implementing a family friendly work schedule. to recruit people who have today's needs and family friendly work schedules of what the workforce is demanding. so we definitely want to continue to go in that direction. and

then focus on improving graduation rates in the academy, so that's a consistent and constant analysis. so we can get better at retaining the people that we do hire next slide, please. next slide shows the. number of applications over time , and the number of recruits that are actually hired and entering the fto program and then passing the fd. oh those numbers are fairly consistent over the last five years in terms of the percentages, so the bottom line is we need more applications to get more people through all the process and on the streets next slide. civilian policing strategies include our police community ambassadors program, which is wildly popular across the communities in san francisco. and for those that aren't familiar with it. retired officers are hired back in a non smoking capacity, and they basically engaged and flip beats and community policing, and that enhances our level of service. the next thing is our police service aids. we want to increase our hiring and my sous

or police services and with the hope of them. conducting critical law enforcement. duties that currently are being done by by some of our sworn such as report writing in the field and those types of things. next slide is our general overtime fund staffing. the highlight on this side is as you see, over the fiscal years from 18 to 23. um there's an inverse graph with the number of deployable officers in the field and over time, and we think that it's significant, so that slide illustrates that in the last two slides. next slide, um, fleet and vehicles. the most important point here is that a lot of our budget 74% is spent on maintenance and fuel, and that's because our fleet is quite old. for the most part. and what we are really trying to move toward

is modernization of our fleet so less of our expended and budgeted dollars are spent on maintenance and fuel, and we know that modern modernization of our fleet will accomplish that. it's just a smart way to spend taxpayer's dollars to not spend it on maintenance and fuel for vehicles that some have over 100,000. miles on it and over 10 years old. next slide, please. equipment is also at the forefront are automated license plate readers. if we can get more of them, we think that we believe that that will help with our ability to solve crimes. the lpr s or technologies that all along force mint agencies in this region across the country are using and what it does is, officers are able to read the text. stolen vehicles detect license plates that are wanted. for various crimes, and it's really an enhancement to our ability to do our job efficiently. mark is also one of

the equipment enhancements that we're looking to fulfill in this budget. and it's a handheld narcotics analyzer that enables officers can more than 498 control stuff. senses are true. narcs, um really? make us more efficient. we have them. i think we have six in the in the department. right now. our plan is to have two marks in every district police station so that will make us more efficient. less time, um, driving to the stations that have true narc. and less time actually out of the field is what we're aiming for there just a better efficiency. and then our last slide. next slide is our summary of our proposed budget for the year in general operating fund budget, as you see for fiscal year 23 ah was 606 million, and that would increase the 661 million uh, and fiscal year 24

and 685 million in fiscal year 25 the one thing that i will also note on on this is a lot of the increases in our general operating fund. or salary and benefits with the cost of living adjustments with the negotiated contract those costs of living it. adjustments are the biggest expense that we have. so that is the most increases a where most of our increasing will live in that particular category. with that, thank you for allowing me to go a minute or two over and i will open that up to questions. madam chair if i may, just for a moment for a bit of housekeeping two notes that we're now joined by board president aaron peskin . this is now convened a special meeting of the board of supervisors, but for all purposes of conducting the meeting will still operate as the budget appropriations committee. thank you, mr clerk. and, um thank you, chief for being here and so, you know,

name on the roster. i do have a quick question about just equipment in general, that you're highlighted. i do understand the license plate recognition as a technology and equipment. i do not understand true narc. could you actually walk me through what it is? so true narc is basically equipment that. we can detect what type of narcotics that a person is in possession of its works with the laser system. and officers when they make an arrest or detention , or they seize narcotics. they used the to true north to confirm that it's actually a controlled substance and what type of controlled substance that it is, um in years past that process was a lot longer. they were testing kits not as accurate as true narcs. but at the end of this process that evidence you had to go through the forensics labs to be tested enough true narc actually speed the process up in officers are

able to confirm if they arrest somebody for you name the controlled substance. when they get to the station. they can test it and confirm that it is actually an illegal substance. and then you're getting. sorry and then am i reading this correctly that you're getting 498? these uh, scans more than 490? yes, scans more than 400 through these. pieces of equipment or at the station. um will be located at the station and we're fortunate enough to get funded for him. um i know that you know, supervisor preston already has an audit. you know, uh, order right introduce i should say about just over time spending, given the fact that we've just been through what we've been through this fiscal year. what is the plan? and i think if you didn't , um, in the first day that of starting this process, what, really? i have expected just

from our public safety. um agencies like the police as well as the fire. what i'm looking for is agencies that are capable to really have a baseline function of their operation. but then, at the same time and being able to build in a very adaptive budget that can build in with contingency and in, you know, just in case of emergency, because clearly what at least i have seen and during this budget year or previous one i should say when you came in for the year, supplemental $25 million or end up to be a $25 million. it was a very difficult choice. you know for this board to make , and so the question that i have is for this proposed budget. what is your strategy and that you have put in place to safeguard your spending and that you know, there were other city departments came in for supplemental as well. i'm not

saying that you're the only one because everybody was suffering . over time, however, they were able to actually amend their it's really because it shows the coalition of lack of staffing. decorates the overtime, but there that's why they were able to use those salaries, saving almond for those over time spending in your case, not that was not the case. but if you want to walk us through just what is your you and your team strategy and the proposed two year budget to be able to tackle the issues, understaffing and overtime spending? yes so as far as the oversight, uh, piece of the plan um, we recently reached an agreement with the police officers association in terms of a mandatory overtime system if you will. and one of the things that we wanted to accomplish in. that is a more. more equitable and widespread distribution of overtime. because it gets into

other issues like wellness and people being exhausted. um so some people will ultimately be mandated to work overtime when the need arises to do that. and we do that, basically on a rotating, we call it a will. where there's a mixture of voluntary overtime, and there's limits to how much officers are allowed to work. during a pay period and for the fiscal year and we want to balance that. where it's a make sure voluntary and sometimes mandatory. and that includes like special events. we have a lot of special events in our city and a lot of those events. officers have to be called in on overtime or assigned overtime duties, but we want to make sure that we have a wider distribution of how who works the overtime. so that's one thing that has been recently put in place. we will make adjustments as we need to on that. the other thing is with the particularly most of a lot of our overtime comes from

patrol and investigations. i would say the majority of it um the other thing is making sure that we have accountability at all levels in terms of sticking with the allotted, you know, the mandates of maximum amounts of overtime can be worked and that can be worked in the pay period in a fiscal year and so systems are in place for that as well. in terms of the efficiency of the department. and this is where a lot of our overtime comes in. if we have, um spikes and crime that we are trying to address or we have issues that are um, intractable or very pervasive issues that we have to address. and we have that in some parts of our city. oftentimes overtime is used to augment the patrol staffing. but the bottom line is what assistant chief in our operations team have done is established minimum baselines

and patrol to make sure that that patrol cars staffed at a minimum level, because if we don't and if we don't or can't stabilize patrol that that minimum level it kind of sets off uh, the overtime for every other part of the operation, so that's in place as well. and actually, that is going pretty well in terms of just stability and the sector cars that are deployed and as it's a minimum level. and you have days where officers cannot come to work for variety of reasons they get sick or they have unplanned emergencies. and the patrol captains and platoon commanders are now have to staff at a minimum level. and if the officers don't show up, then we have to staff that on overtime. but there's consistency with the amount of overtime because of the minimums that have been set by, uh, our operations assistant chief lazar and his team. and

our team rather so that stability we think will help us manage this a lot better. um, that's something that is just recently implemented and i do believe that we're seeing good results with patrol stability. the last thing that i mentioned , and i want to give our cfo patrick leon an opportunity to weigh in on this as well. it's just the oversight and the reporting back to. the managers in the department, the command staff the captain's in terms of who's approaching thresholds is something that we needed to get better at and tighten up, and that's been done as well. so we have a system for notifying that. we're putting in place. we all we had notifications, but we need to be doing tighter job of that, because there are times where officers or held over, uh , do no fault of their own because we're just short staff. a good example of that was last friday night when we had the shooting in the midst. mission

district. basically the whole city swing watch was held over because everybody was responding to that. emergency so those are things that happen in in our in our policing world, and they do cause over time to drive up, but it's not any fault of the officers. but we have to monitor those thresholds and make sure that okay, you're at your threshold. somebody else needs to come in and work because you can't work. and so that i have asked fire the very same thing, you know, just kind of trying to help me understand? so what is your, um, frequency? uh monitoring in each of the threshold. is it like you're you're monitoring on a daily basis, of course, but at which point is a weekly quarterly a month or a monthly like at which point or that what is your threshold to say? now this is a problem we need to identify and need. we need to actually have conversation. you know, i'm making sure that our cfo knows and this is could be is something that i would actually need to fly for the for the

mayor's office and this body. yeah, well, cfos is the one who actually does that. so that patrick, i'll ask patrick to talk a little bit about that. thank you, chief. so this has been a project that we've been working on for the past year year and a half, um, in the prior year, we work with the retired to the recently retired. um, assistant chief, along with some of the other members within our command staff. um, to discuss kind of where we've been using over time, and we have made some changes and at present on a bi weekly basis we provide report internal report. to all the command staff members, captains and above on, um what, over time, their units particular units have been using, uh, statistics on what types of overtime usage has been whether it's like um what types of crimes have been investigated , investigated or if it's like

if we have an event that requires over time to be used, the most recent one was carnival. we provide statistics on, uh paper by paper basis of um what the patterns have been in terms of. individual officers when they're reaching the, um over time limits. we do provide some guidance to each commanding officer on what those thresholds are and who's approaching those limits, and, uh, if the limits have been exceeded, we do work with dhr. if there's um if there is a need to request for an exemption, and it is something that we've acted actively worked upon for this fiscal year and will continue to do and then i wanna because i am going to conclude this sort of just like an overall approach to your budget and the ongoing conversation. and so you know, part of it is that we often talk about the fact that this board

has supported also, uh, academy funding. and then at of which that you also have challenges with recruitment, and hence, we supported the dollars for contract, uh, to hire recruitment consultant so that you can continue to recruit. so the question continues to be is , um, i think we already had this conversation about just the projection right about what are the real? what are the goals? how realistic it is to hit those goals and we understand or at least i understand from your previous presentation. it's really a five year plan and that you need to like, consistently hit those goals. um and so what? what i really am hoping to understand is then and i understand there's very factors and which we also discuss about that. what could actually set you back? what i'm hoping to see though, is that for you to actually come before this body on a quarterly basis in the coming fiscal year to do a

couple of things i think one is to help us understand whether you're hitting your goal. goals for your recruitment. um and what are your setbacks and just set a quarterly goals of help us. understand i understand that specifically your your goal with the proposed budget is 100% at 100 fte police officer hiring for this just this fiscal year alone and then a little bit more like 100 and 20. more for the second the subsequent year. so i think in the quarterly basis that means you're coming in, then hopefully you're anywhere between like like a 25 to 30 officer hiring so love for you to come back to report back. are you meeting that goal? um, that's one and then. also the second part is to help us understand. you know what your overtime spending has been like . and you sell. what are you spending those overtime on? what incidents and how and how much. and with that said, i don't see any other names on the uh,

present peskin. thank you, chair . chan and members of the budget and appropriations committee and good afternoon. chief i wanted to not a new theme for the supervisor, but i wanted to visit with you with regard to the. decision that the board made at your request a number of years ago to expand the size of the command staff from what it has historically been with a slightly smaller department at approximately nine full time equivalents of chief assistant chief deputy chief and commander staff to now a complement of 16 , which i was against at the time and but before. going down that road wanted to give you the opportunity to speak about um not only the ratio of command staff in the san francisco

police department as compared to other metropolitan law enforcement agencies, but also as to how the addition i mean, i think at the time it was your contention that their expansion of the command staff was going to allow the department to concentrate in certain areas, so i thought i would give you the opportunity to talk about the successes if you will of that. decision that we made a number of years ago. thank you, president paschen for that. so uh, to the first issue we have compared our commands to have, actually, we had, um matrix. the . consulting firm that city higher too. conduct our staffing analysis three years ago. thanks four years ago now, um they did compare us to other departments across the country like size larger, um i don't think any smaller but basically medium to large departments and you know what their data and analysis show that we were. about where

we should be, and we were bigger than some smaller than than some but based on. the work that we have to do in our city that they their analysis was that we were about where we should be as far as the command staff, so some of the changes in structure and thanks for giving me an opportunity to talk about this because i think it it it's always a good thing to have this discussion and yeah, remind ourselves and others that um, we do have to consistently look at our we built the way we should be built for. challenges that are in front of us and the job that's in front of us. so in 2017, we reinstated the assistant chief physicians, which had been there before but had been, um been, um, deactivated for a number of years, and i think that was because of budgeting is my understanding. but we also added , as you pointed out, some commander positions that we added a commander and risk

management of commander, um for community engagement, and these were really put in place to have the structure to meet. the collaborative reform initiative demands and some of the recommendations that the u. s department of justice came in and offered to the city and. so far as far as that's concerned, i think that's been a wise move. you know, we are. um significantly. through most of the 272 recommendations. we you know had that to where at 245, and there are a number of recommendations that are on the verge. we believe of getting being found and find a substantial compliance. so those moves in terms of the addition of the commanders have paid dividends. you know, to our community police infection to our risk management auction. as you all know, we've been consistently doing like the town halls and the for officer

involved shootings and if you notice that commander of risk management is basically the leave voice on those town halls. but not only is that person that leave voice in the town halls of public public facing that person is the lead on all that goes into the risk management function. internal affairs. um both the criminal and administrative investigations. all the officer involved shootings and in custody deaths and that were deserves to have a command staff level person to oversee it. and we really think that has done as well. um and i'll just wind us up because there's a lot to talk about here. but one of the things that i also want to say is the professional staff that in 2017 , we expanded the command staff and we elevated. job titles, not not classifications, but draw job titles for the most part, and they are professional staff. uh um. for instance, the fiscal

like director leon forensic lab person or technology. uh director, we're all elevated. to the command staff and the reason that we did that is these are critical functions of the police department and we have number one stability and number two the fact that they are now among the command staff. they have basically the authority to make decisions that are higher level and then that makes us more efficient in the long run. and when you build out a structure and an organization you know you have to build for good times, and you also have to build for the not so good times and because we are built the way we're built when we really were up against up against it in terms of moving these recommendations and getting to substantial compliance we were able to take basically are five of our commanders and the vote them to that work almost full time and we went from i don't

know 40, or 50 recommendations to um, the 245 recommendations in a fairly short amount of time. and that was because we had a structure that allowed us to do that. and to still do all the other things that we did this year was another good example of how this helped us in adversity. unfortunately, we had some some real challenges with um. post covid with some of our command staff that you know. without for a variety of reasons . health related reasons family emergencies that caused them to be away and we were able to basically plug the number two in and keep our operations intact. and when you are built with the skeleton command staff, you don't have the ability to adapt like that. um as tough as it was because we had to. basically everybody moved up to the next rank. there are times where we had three or four of our command

staff people off or injuries, you know. unfortunately jit emit injuries and, uh, family emergencies that, um, that caused him to be our and we were able to get through some very difficult times because we are structured. not only for the good times before the bad times , and that's what a proper structure does for you. the last thing i'll say on this is in its revisiting what i said earlier. we always have to reevaluate. the need. and as i woke up this morning and saw the news of the minneapolis police department being placed under a consent decree it's a stark reminder to me and anybody that does what i do and anybody who loves this profession. that police reform must still be on the forefront. and as we face all the other challenges that we have in our city with crime and all the other things that our officers are required to face every day. we can't drop the ball on. reform efforts because it makes

us better. it has made us better . we've reduced use of forest. we handle critical incidents and a much better way than we did in years past with our crisis, intervention, training and our, um coordinated. uh cmc are coordinated corey coordinated mindset and critical response training. where we're not having as many officer involved shootings and we're not having as many incidents that really put the spotlight on this department in this city to improve in those areas, so we have to do both. and we have to remind ourselves sometimes even though we're much better than down the road as far as these reform initiatives. we still need to keep a structure in place to be able to take those reforms over the finish line while we addressed the challenges in the city. excuse me and. to do that. you have to be structured accordingly. you know, we were able to adapt

recently and move a commander back to operations from community engagement because there was a need. you know, we had some challenges in the mission district. we had challenges in the tenderloin. and we're able to pull that commander to actually focus on that work. to have the adequate oversight to give some support. to the captain's. with the many challenges in if we weren't structured, the way we were structured, we wouldn't be able to make those types of adjustments and still do everything else that we need to do. so it's a great question and thank you for asking it and we are and will constantly and re evaluate. you know, we know taxpayers dollars. uh, need to be carefully and thoughtfully. expanded and we want to make sure that we get the best of what people are paying for in terms of the performance of this police department and the command staff properly structured as a big part of that. thank you for that response chief in the same breath as we have a wider array

of command staff to address things like police reform and community engagement. um i would be remiss if i did not in the same breath. ask about a law that has now also getting onto four years since the board passed it unanimously around and this is by the way, citywide policy around use, um. policies related to surveillance technology, which, uh, encompassed a broad ray of departments and technologies from scanners at the library to the license plate reading technology that you spoke to, uh , you name it. it's been actually a fascinating and i think important policy direction that the board has pursued and departments have complied with, and it's taken a long time. but in the case of the police department, i think we only have two of the 45 pieces of

technology that have resulted in you're bringing to the committee on information technology, and they in turn bringing to the board the policies, which led to a very robust debate here at the board of supervisors. um but what is the status of the remaining 43 policies? well better days ahead on that issue, the unit that does that we have our director right here. deanna, a leader, or o. j. um up until this year, she had basically one person to do that work and, um that manager who you've met, provided it does a great job. but it was a one person operation. we have finally been able to hire staff for that unit. and the other part that competes with staff. time is we have been extremely aggressive with our department general order revision. um and between

the written directives unit and the work that um. ms steeves and she didn't have a team, but you know whoever she employed to help her um, well, frankly, you just didn't have enough people to get these policies done. we've staffed up we restructured . um and again, we restructured in terms of restructuring our policy because all these interests were competing. and it's still not easy. i mean, we have 44. department general orders on the table right now. just to paint a picture of what that means for about 10 years, we probably didn't do half of that. in 10 years. we're done 44 in the last year. and so that takes a an enormous amount of work, and a lot of people have to be pulled into that that equation because those policies are it's not about. it's not for us. it's about just organizing

our work so we can do more than we have the people to do and better days are ahead because we were restructured. we've hired the people that we think that can get this work done and a lot quicker pace and you will see in my opinion, and now you can take this to the bank. quicker pace on these policies. thank you, chief and then lastly, with regard to police planning around the. reassessment of district lines and police station. boundaries which the status of that effort well, unfortunately , in our strategic management bureau, they were also able to hire an analyst that is now on top of this work, so we are, actually, um pushing forward on that we have brought in some of the, um. for expertise and point of reference for, you know,

historical context. sought advice from the comptroller's office and others to make sure that we can do this efficiently as possible, but that analysts now is has this job and she just started working this unit i think about a month ago. two months ago, so that is she owns that work, and she's supported by a manager, and i think we'll get this done when i know this census data that it's triggered off a census data and all that or census released. but we believe we'll get that done expediently too, because now we have the people to do it. yeah, i think the last time it happened was after the not most recent census, but the census before and generally not always it has been tacked on like supervisorial redistricting after the every 10 year. census. thank you. thank you, church chan. i will see you all next week. thank you and supervisor

ronan high chief supervisor. are you just one question? i wanted to thank your staff for sending the bi weekly reports about the use of overtime. just like you promised. i really appreciate that. um and i noticed the deployments are mostly the same in the that there that the use of them additional overtime is concentrated. i mean, it's across all districts, but there's a larger amount in central and i want take understand that more could you explain? i mean, i understand the challenges downtown and er or in union square in that area. um but it just still given what's happening in the neighborhoods just feels wrong to me. so i would love to understand more of your thoughts behind that. yes, ma'am. so we have added some deployment of

the mission. um thank you for that, and it's helped a lot. yes, ma'am and. here's what i think is encouraging. well, it is encouraging to us. a lot of our ability to add deployment happens when we get a healthy or unhealthy academy class, but. what comes in the department gives us the flexibility and as we you know, we're always reevaluating our deployment. so with that, we've added some, um i foresee that we will be able to expand that. um and the downtown area still has some challenges in, you know, we just conducted a robbery analysis over the last i think, 18 months because we're having some spikes and robberies. and. what we call a heat map where the most concentrated areas of robberies is red. and then the next most constance traded his orange and then yellow, um where the heat

map says and when we know this, but it confirmed this. commercial robbery, street robberies. residential robberies , tenderloin, central and the eastern border where northern is where we're having our issues and robberies are up significantly. that's the one area that is a problem for us, and you do have them in your district, but not with that level of concentration. so we still have to deal with that issue, and it's not. you know, some of them are retail theft robberies, but these are like people. going to in front of their daily activities and that's where the robberies are so we still have a need there. but here's what the bright news and i know, uh, chair chan talked about recruitment. we have a pretty significant increase in our applicant pool. we anticipate that our next academy class is going to be yep . pretty good class in terms of what we've seen in the in the

last year, it should be significantly more recruits. and we're going to do everything we can to get those recruits through the next seven months, so we have officers on the streets and seven months when that happens, it frees up our ability to add more to other knees. you still have needs in your district and i definitely appreciate that, and we're constantly looking at ways to enhance that, if not on a permanent basis, just detailing officers to the mission when we need to. we did it last week. unfortunately, after the shooting i mean, you arrived with them. four minutes or 22 minutes. yeah it was a miracle. i mean, i mean, it was a miracle , helped by the unbelievable, responsive first responders and some of the friends of people at the scene who stopped the bleed and got that training. i mean, it was just thank you so much. it was remarkable the outcome that nobody died. um thank you. you know that things goes to the officers and the community members because they were they were helping where they could,

too. hmm but i just want to say, you know, we were definitely sensitive to that. we have knees and all over the city with mission is one of those pervasive uh, you know, part with for that we've talked about many times and you and other members of our department have talked about this. the plan is as we get these bigger academy classes. we get more people in the field. we can definitely overtime sustained. what were you know this deployment? in the meantime, that's where the overtime really helps because we're able to staff up even if we're we're working officers on six hour shifts. uh, it helps particularly some of the mission street corridors and valencia street and places like that, so we'll continue to do that. as we have because i said earlier, really, i think put better over time distribution systems in place where officers are more officers are now in the in the rotation. it's going