so, the current staffing plan is what it is, but what is critical to that, that is a sick-year staffing plan, but the staffing plan will be approved in two-year increments. so, it is very important for the commission next year when we come back that we insist on carrying forward with what we were told was the plan for the next three two-year budgets. >> i want to thank you again. it is an excellent budget. chief, we're talking about staffing. that was great graphic about the purple where we will be if the mayor didn't come through and the board of supervisors didn't come through the staffing. so, if we start another academy class this week if i'm not mistaken? >> we did. i spoke to them on monday. in spite of this aggressive hiring plan, you can tell by your chart that we will go below 1650 which will be the low point in many, many, many years if not ever before we start to go up. so, when we dwelt to 2013 is going to be a very challenging year meeting many of the same benchmarks that we hit last year as far as having a good year for crime and events here in the city. so, come christmas

s domestic violence staffing. to 22 positions and cases from the police department have decreased and 18.5% in domestic violence cases charged by the d.a. in 2010-2011. the d.a. is advising that their caseloads are actually increasing primarily due to the increased number of trials, particularly for the misdemeanor domestic violence trials. moving to the recommendations. they are summerized on page 20 of our report. to both address these additional caseload concerns that are occur right now,ring right now in addition, to the dropping of the cases dropped by the police department and as summarized on page 21 in page 12 of our report, we're recommending two limited-term attorney positions. the addition of these two positions would reduce the average caseload per attorney per month from 30 to 24, 20% reduction. and the average number of trials, both the felony and misdemeanor trials per attorney per year going down from 5 trials to 4 trials and we're making a recommendation for d.a. investigator positions, dedicated

so you can see that our staffing levels have been reduced significantly. at same time, our workload and the complexity of workload hasn't necessarily gone down. so i think you are absolutely right. that one way and certainly a way that we believe to look at these numbers, you are looking at a district attorney's office that has been historically underfunded and at a breaking point and i don't believe it's good for public safety. i believe that wes a community have an obligation to make sure that people that get legally arrested and charged, because they committed a crime, that they face the consequences and we should not be celebrating when our conviction rate is as low as it is, when people that should have been convicted were not, because unfortunately there were not enough resources to conduct the prosecution in the proper way. >> the last comment i want to join in the compliments to the public defender for ensuring that we have full and complete defense. from my perspective, i think you have done a great job of that and i do agree with our d.a. that if

in terms of staffing, i just want to put up a visual of our department staffing from fiscal year 2001 to today and you will see that over time we almost had eight staff at the beginning of the 2000's and we're now down to 5.0 fste. i have six people in my office, three working part-time. part of these reductions reflect the fact we have tried to keep cuts away from our direct services, as much as possible. in your handout you have a time line of achievements that this policy analyst helped us achieve in the time that we had that position. in 2002 we released a comprehensive report for san francisco's response to domestic violence and lists hundreds of recommendations by departments and we worked very intensively and collaborative with the other agencies to make sure that those recommendations were followed. in 2006 we conducted a safety audit for looking at our different partners in the criminal justice agencies and how well we were serving victims of domestic violence. in 2007, we started a two-year domestic violence response crosstraining institute on a victim-centered response to d

you are seeing the staffing of one unit against the staffing of another. similar configuration for our prosecution model and very similar workload. >> and just to follow-up on that question, you have -- there are many more staff that are dedicated in santa clara county than in san francisco county. you have a person who discharging. you have another paralegal. you have advocate, where there isn't an advocate in san francisco and you have other support staff. does that mean that the people in san francisco who are in this part of the unit, who are three are handling all of those other work dutis that these other additional stuff araff are doing in santa clara county? >> with the victim's services piece of it, the victims service comes out victims advocates and this is the unit that i brought you earlier. let me get the right side. 12 victim advocates handling 440 cases per year and that we have seen a steady increase in their workload. here, you have victim services people that are handling domestic violence that are also maybe handling other cases. the lac

it is staffed at three positions as it has been and it will continue to be staffed in three positions. in the current year the reason that it shows four is that linda retired in september and so her position remained in the budget and then it was reclass and it was double counted because we did not delete her position because she was here but we budgeted another position that was for her replacement with a different job class, as you know there was the issue about the job class, so in effect we are possible was double budgeted so she could sit in her position and a new position could be filled in a different job class. >> let me ask you a question i am sure that you have an answer. you are describing a significant increase in staff and activity, activity and subsequent staffing. doesn't it also mean that is a double burden of a work load for both commissions who for some will proportionly increase. is it fair to say to have a reserve person in the wings, is prudent? because, i think it will require to fully implement the new rig or about the information filing questions and etc. etc.

additionally, we have inadequate information system technology staffing. we have all 34.75 positions, only one information systems technology business analyst. that's [speaker not understood]. you've met him at presentations of the annual report, and he is responsible for an incredible number of things. from the hardware, that is, when we replace our pcs or our laptopses, he is the one who installs them. and it is not a simple installation because we have databases that he has to install and customize on computers. in addition to that, he's responsible for creating databases, amending them, tweaking them for interfacing with our consultants such as the project that we have for online complaint filing. he's responsible for our server maintenance and the like. and, so, what i am proposing in staffing is an additional attorney and a new position which is an information systems business analyst assistant. i've talked about the occ's aging cars and how no matter what, they must be retired in 2015. and we use the cars in this case. our chief investigator rolls o

and so with that new staffing level, the d.a. would have seven dedicated domestic violence attorneys and we would have none. just so you get a sense of what it would look like. prior to august, 20 12 this is what our staff looked like. public defenders, each figure represents an torn. attorney. ten are conflicted ten are depicted in black and two in red:the district attorney's office choose to have a dedicated staff to handle domestic violence cases and they had three. what happens is after august 12 , it's the same attorneys. one of the things we were asked, the public defender has 12 attorneys doing domestic violence cases and that is where the district attorney's office is being overwhelmed. that is not true. we have the same 12 attorneys, but 10% of each of their caseloads now includes domestic violence. so each attorney is handling domestic violence and that is indicated by the red appendage. the district attorney still has 1ing misdemeanor cases, but has three attorneys who are handling domestic violence cases, depicted in

. >> what are the hours and staffing? >> it won't have staffing. it's part of southern station which is the biggest station and the area and 60% of what they were because of the staffing. when we get the full staffing all of the foot beats will be increased and market street will be doubled and work exclusively out of that substation. >> do we have a foot beat in this area? now it's blighted and hearing from the people with new businesses. can we meet them halfway? >> the century differences. >> >> it's a 24/7 place so most commercial areas have pedestrian traffic during the day time hours, maybe as late as 10, 11:00 o'clock. sixth street goes 24 hours a day and people are out and change of walks like we do so again it's challenging with the staff shortage. there are as many officers working the area -- in fact the command staff and myself have worked the area several times as chief and we went in and said hello. it's not lost on me. captain redmond knows it's a priority. >> thank you commissioners. anything else on this issue? i want to thank you

that with revenue solutions and some expenditure adjustments which did not impact operations or staffing. so, as you can see, our budget for next year, this is our revenue. and as you can see, most of our revenue comes from general fund, city support. state revenue on the 41 million is prop 172 public safety tax. our federal revenue is actually primarily the money that we get from the housing authority to provide the additional service there. it's hud money. the airport of course pays for all their services. other departments pay for our services. and then [speaker not understood] charges, those are just permits such as alarm, responding to alarms, thing like that. so, our next slide talks about how we spend all of our revenue and not surprisingly most of our revenue -- most of our expenditure is in salaries and fringe benefits, about 88% of our budget goes to staffing and nonpersonnel and professional services, it's about 13.6 million. and what that includes are our annual i-t costs, licensing, rents, the litigation and judgments is in this category, copying services, entering the expen

you will see that department increasing their staffing in order to expedite some of the inspections that need to be done. the children's fund has a surplus estimated at $7.3 million of a fund balance that can be used to be appropriated in the next fiscal year's budget. the convention facilities fund has a fund balance estimated at 20 million. the library preservation fund has a significant amount of money and you may be seeing some expansion in hours or other spending within the library. the local courthouse fund, we have been monitoring this over the last number of years. as the debt that we payoff toward the courthouse construction fund is retired. we will close that deficit. and, so, that deficit will be closed. it's a cumulative amount that is reducing every year and we estimate, i think, in three years that should be cleared. the open space fund will end a year with about $3 million, 3.6 within dt. and a negative 1.1 for central shops. what that means for central shops is unless they reduce their costs, that deficit then will be built into their rates to the departments for maintena

. >> reporter: police say they will utilize overtime to increase patrols but continue to face a staffing shortage with 13 officers retiring or resigning since the first of the year with even more pending. reporting live, matt keller, ktvu channel 2 news. >> we are following breaking news at this hour in oakland where police are locked in a standoff with a shooting suspect. tom vacar arrived on the scene 30 minutes ago. >> reporter: this is a serious situation. about 12:30 there were people involved in a shooting near broadway and mcarthur not far from here. they fled the scene. because of community help a lot of people were telling them who these people were and where they were and they ended up just down the street here. the situation is at about 3:00 because these people would not come out. they detained a few other people to check out. they believe there are several people holed up in this particular building and s.w.a.t. is here. they are trying to negotiate with these people. they're trying to figure out exactly how many there are. a what they're trying to do is end this thing peace

>> that is correct. >> but every. >> on the [phra-eurpblts/] of cases the way it's staffed. one courtroom or one department, there is one district attorney assigned and sometimes one public defender. > >> so none of those things are calculated -- let me give you another example. i'm murder case scheduled to go to trial in two weeks. the case i handled, i have made maybe eight or nine court appearances on that case and obviously once the case goes to trial i will be in court for about a month. that is indistinguishable under the district attorney's algorithm. you can't extrapolate that have i only 52% of the workload because the court events are more or less. i mean, i swear i have never heard of court events being used. when i talk to the people at the court management system, i asked them the same thing and apparently it was a practice that was started by -- >> going forward, every time you are in trial the district attorney is with you. i assume there might be slightvarianations, variations, but the complexities are the same? >> when you say the complexity of the case that

attempt to increase the staffing in those areas where the funding is available. and you may see an adjustment in that department before year-end. at the nine-month mark we'll have a better indication as to whether or not the city attorney will require a general fund supplemental. the rest of the departments, the fire department we believe will be able to close that deficit. the public defender, however, we do not believe that the public defender will be able to close his deficit and this is entirely in the area of sail. -- salaries. as was talked about last week, there are a number of vacancies that the public defender has that the controller's office is now holding vacant because of the existing deficit. so, unless there is a supplemental appropriation of additional general fund money to the public defenders office, we in the controller's office have the authority and responsibility to hold any additional spending until there is such policy from the mayor and the board of supervisors. emergency management will likely be able to close their doctor this deficit wi