Transcripts For SFGTV BOS Budget And Appropriations Committee 20240712

Public comment will be available on each item on this agenda. Sfgovtv are streaming the number across the screen. Each will be allowed two minutes to speak. Opportunities to speaker is available by calling 408 4189388. Access code, 1461315200. Then press pound twice. Then connected, you will hear the meeting discussion, but you will be muted an in listening mode only. Best practices are to call from a quiet location. Speak clearly and slowly and turn down our television or radio. Alternatively, you may submit Public Comment in either of the following ways. When you submit Public Comment via email, it will be forwarded to the supervisors and be included as part of the official file. Finally, spanish and chinese interpretation are available for those who need services during Public Comment period. Im pass on to the interpreters to provide a summary of this announcement. Speaking in spanish. [speaking spanish]. [speaking spanish]. Thank you, madame clerk. [speaking chinese] [speaking chinese] [speaking chinese] thank you. Clerk madame chair, this completes our announcements. Supervisor fewer oh. I thought we had another interpreter. Okay. I just want to also mention weve secured interpretation for all the budget appropriations meeting moving forward. I want to thank them for assisting us. Madame clerk, can you call item number 1. Item number 1, budget process and updates related to fiscal years 20202021 and 20212022 and requesting the Controllers Office, Mayors Office of Public Policy and finance and budget and legislative analyst to report. People wanting to comment please call the number on your screen, enter the i. D. Number. Then dial star 3 to speak. Please wait until the system indicates you have been unmuted and you may begin your comments. Supervisor fewer thank you very much. Today, we have ashley from the mayors Budget Office. Hi, supervisors. Thank you, chair fewer. Today, im going to walk you through a few brief slides on the state budget. We have a lot to get to today in committee, so ill be brief. Ill share my screen. Okay. So excuse me. Too far. So the govern assigned over 2 billion budget at the end of last month with a couple of highlights here and ill talk through notable local impacts. In his may revise, the governor had proposed cuts to education. So the final budget did not include those reductions, but rather deferred 12 billion worth of funding which means that School Districts can borrow against future funding. It identified 11 billion of other reductions and deferrals that would be restored if the state were to receive additional federal revenue, like the revenue proposed. And so the state has a plan how those cuts and deferrals would be restored, but notably, it would restore half of the 12 billion of education deferrals. It would restore about 3 billion of reduction to state employees wages and it would also backfill additional state realignment funding. The budget was 54 billion shortfall. In addition to the reductions, it balances through the use of reserves, other revenues and borrowing. So for us locally, couple notable things here. The governors budget had included reduced realignment revenue and these are revenue that we get as a result of sales tax collection. As sales Tax Collections go down, our realignment revenue was reduced as well. This is revenue that we use for health and Human Services and some Public Safety services. So the final state budget restores 750 million of that lost revenue, but locally for us, that means 28 million impact compared to what we were expecting as part of the governors may revise. It also increases funding for homelessness by 300 million. And also includes the funding for project room key that helps cities and counties secure hotel rooms for Homeless Individuals as part of covid. The local impact of those two programs is t. B. D. And well report back as we get confirmation. And then lastly, i think as i noted in my last update related to the governorss budget, it distributes money to cities and counties and here in San Francisco, were expecting 20 million. Cares act money is eligible to be used for covid response. And this will help offset some of the costs were incurring and will continue to incur in the next fiscal year as it relates to covid. Lastly, dont believe the controller is with us today, but i would be remiss if i didnt provide an update on eraf. There is a lot of discussion over excess eraf. I wanted to provide an update of where things stand. So the final state budget does not include an immediate clawback of eraf. You recall the issue, they had been proposing to clawback two years of prior year eraf. The process gets kind of kicked to the state controller to come up with an appropriate allocation or calculation by the end of this calendar year. So what that means to us, you know, there is still some risk that they could claw back 1920 money, but that second year of retroactivetivity was dropped in the final budget deal. The process that will be led by the state controller will resolve about 60 million of excess eraf that is tied to Charter Schools and redevelopment. So well hopefully have resolution by the end of the year. But what that means ultimately, the bottom line is that leaves 150 million of excess eraf we feel is not in question. The Controller Office is working on those final calculations and well know what those are in the coming weeks. That is my update on the state budget. Happy to answer questions you might have. Supervisor fewer thank you very much. Colleagues, any questions or comments . Supervisor ronen . Supervisor ronen thank you. Thank you so much for this. Its very helpful. A couple questions. One, with all of the state budget updates that you just gave us, does that in any way shape or form alter or most recent 1. 7 billion deficit projection . So the 1. 7 billion was created before we had the govern put it out maybe a day before the governors may revise. So, no. Not in any meaningful way. There might be some tinkering to a couple of sources, but we still were still facing that 1. 5 billion shortfall for the upcoming two years. Supervisor ronen and then the 150 million in excess eraf annually Going Forward that you say is no longer in question, meaning they can count on it from this point forward Going Forward . That is the hope. I think the thinking around excess eraf, were facing the largest budget shortfall. We had an opportunity to claw back the whole thing and there was discussion around the margins, calculationsnd and a few key issues. They didnt eliminate it as part of the state budget, so we believe its a safe reliable source. At least for next year. Of course, anything can change, but we believe at this stage its a safe source. Supervisor ronen has that 150 million been calculated as part of our projected deficit. Sure, yeah. As you know, were working on closing that now. Its all were gathering all of our sources, all of the uses that we are anticipating. As you know, the mayor and the board has signed an ordinance back last year how that would be allocated, so its all part of the budgetbalancing exercise. Supervisor ronen in terms of the protected deficit, youve given that so far it hasnt been assumed in that . No. Supervisor ronen okay, thank you. Supervisor fewer thank you. President yee . President yee thank you, chair fewer. So ill start with the eraf. 150 million annually in question and does that take into consideration there might be a clawback on the fiscal year 1920. Yes, yes. Thats a great question. Like i said, the Controllers Office is finalizing the calculation, but i think it would be a choice for us to assume that we hold kind of hold back on that 30 million should the state claw it back. So that will be part of well have clarity on that as we release our budget. President yee so its a possibility it might be only 120 . I think the soo 150, the 150 could be taking into account that piece being held back, so yes. Its like the minimum. President yee it could be 180 . Thats right. President yee okay. I had a question, maybe i just dont understand the terminology. Deferral . Yeah. President yee the top, the beginning. So i just want to get clarification, make sure i dont misinterpret. Yeah, its an interesting concept. So the way i understand it is that the state is proposing to defer its payments to the School District for the upcoming year of i think i said 12 billion. So in the absence of state funding, schools are able to dip into reserves or borrow against the receipt of that future state funding. President yee and borrow borrow where . Where do they borrow the money . Take out i dont know the exact debt instrument, but it would be some sort of loan that the School District would take out pending, you know, against future state funding. I dont know the exact mechanism. President yee okay. It doesnt sound like a shell game. District doesnt really have the money. Yeah, its a risky assumption. And there is a lot of assumption in the state budget around the receipt of state revenue. If they refuse federal revenue, they cut that deferral in half. And so they would backfill that state funding that theyve deferred, but, yes, its definitely a risky assumption. President yee i assume if the School District wants to take the risk based on assumptions and borrow the money and the money doesnt come in, that the School District itself would be liable for paying it back. Yeah. President yee okay, well. Thank you, governor newsome. [laughter]. Supervisor walton thank you, chair fewer. Just a quick question. On slide 3, when we talk about the increased the funding for the 750 million for project room key. Are any of those resources able to be used for purchase of hotels or any type of building . Yes, i believe its able to be used for purchase of hotels. Supervisor walton thank you. Supervisor fewer okay. Any other questions or comments from my colleagues . Seeing none, could we have the b. L. A. Report, please . Chair fewer, this is dan with the budget legislative and analyst office. We do not have a report on this item. Supervisor fewer thank you very much. So lets open up for Public Comment. Id like to remind people, callers, that this is not Public Comment for the Police Department budget hearing. That will be the next item. We are now on the budget process and updates and this is on the state budget. Madame clerk, can you please open up Public Comment. Yes, madame chair. Operation is checking to see if there are any calls in the queue. Operation, please let us know if there are calls ready. If you have not already done so, please press star 3 to be added to the queue. For those already on hold, the system indicates youve been unmuted. If you wish to comment on the Police Department hearing, please press star 3 to lower your hand now. This is on item number 1. There are currently 10 callers in the queue. I will queue the first caller. Supervisor fewer thank you. Hello, caller . Hello, caller . Caller, go ahead. Could we please come back to this caller . Hello . Clerk we can skip this caller for now and come back to this caller. Caller, go ahead. Caller, go ahead. Its for the defunding of the police. This is Public Comment for item number 1. We have not called Public Comment for item number 2 yet. Just press star 3 to lower your hand and wait in the queue. [please stand by] [please stand by]. Caller, go ahead. Caller hello . Yes, you can speak. Caller yes, i have a question about the School District and the loan they would be getting. I know everyone said that was risky but it doesnt really make sense on how they would pay that back. Thank you for your comment. Next speaker please. Caller, go ahead. Hello, caller . Please begin your comments. Caller supervisors, you can see that you are not stating that during the Public Comment you are not supposed to ask a question. There is to be no back and forth. You are just wasting our time and you dont understand that this 408 number that you are using now, we have to pay for it. And you just waste our time because nobody is paying any attention to the process. So this item number one basically is not allowing us to say much. Public comment is Public Comment. There is not going to be a question and answer so theres clarity. I know there is experience in what you are doing, but again and again, somebody with more experience has to point this out to you. Thank you very much. Thank you for your comments. Next speaker . Hello, caller. Caller hi. Excuse me. Hello . Are we on item two yet . We are on item number one. Caller sorry. Okay. Madam chair, that completes the queue. Thank you very much. Anymore comments or questions on the state budget from my colleagues . If not, i would like to make a motion to continue this item to the call of the chair. Could i have a second please . Second. Could i have a roll call vote please . [roll call vote] that is five ayes. Superviser fewer madam clerk, please call item number two. Hearing on the budget for the Police Department including analysis of changes over the last decade, structure if the department, and covid19 related impacts on services, revenues and expenditures and requesting the Police Department and the budget and legislative analyst to prort. Call 4084189388, meeting i. D. 146 131, 5200, press pound twice. And you have been unmuted. This is the the third of the budgets prior to budget process in the process. The Police Department has been of interest to the boards Budget Committee and this year the third year on the budget i push to find reductions and efficiencies and removing funding for tazeers. This has obviously heightened interest this year given the moment that we are in. This moment has pushed the public conversation about Police Departments, Police Unions and the role of policing and the desire to explore alternative model of public safe for our community. Public safety is defined by more than Law Enforcement. Law enforcement is one part of Public Safety. Police respond to crime and in order to prevent crimes, we must look at the root cause of the crime and what we as a society are doing to invest in strategies while working to strengthen communities, family, people, and to close gaps. In San Francisco we know that the work to address Racial Disparities and the use of force is ongoing for years and that will continue after this budget process. That said, this years budget is an opportunity to explore the implementation of key changes and align wment this public conversation in an effort that must extend beyond the budget crisis. We are investing so that we are investing and reimagining a Public Safety beyond simply Law Enforcement in creating systemic change toward that goal. However, to have full conversation about policing it is imperative to deeply understand the system of policing and its budget, and that brings us to our hearing today. My office worked to include questions in the report that would give this committee as much insent insight as possible into the Police Department inned a vance of the process in august. I anticipate there may be questions asked today that there arent immediate answers to. My staff will be tracking the inquiries and work on the followup report and that the board has the information it needs. I would like to remind the committee that the Police Department budget would come before this committee again and come before us two more times and in august and engaged in the full budget process. I want to turn over to the presentation today nick menard from the budget analyst and chief William Scott from the Police Department. The San Francisco Airport Authority is also here to answer questions specific to the Airport Bureau. You have the floor. Thank you, chair fewer. I am going to start my presentation. Make sure everyone can see. Can you see my presentation, chair fewer . Superviser fewer yes, i can. Thank you. Great. I am nick menard and i am here to provide a brief summary of the budget analysis report on the Police Department. As you may remember from the prior presentations for each of the reports we were asked to provide the breakdown of divisions within the department and changes to the organizational structure and to look back at changes to the budget and number of positions in the total amount contracted out. And in addition we were asked to include the fiscal impact to report on specific policy questions. As you can see here t Police Department is made up of six bureaus. These include the Airport Bureau, which is responsible for security and Law Enforcement at the airport. The Administration Bureau which includes the property and the training decisions. Field operations that includes the district station including car and foot patrol. Community engagement and the Investigations Bureau which consists of the investigative unit, crime analysis and forensics. The special Operations Bureau which includes Traffic Company and the muni unit and the swat team. And the Strategic Management bureau which consists of fiscal Staff Services and informational technology. This is responsible for overseeing the department of Justice Reform efforts and department policy. Over the last 10 years there has been organizational structure with the charter approved by the voters in 2016 and is responsible for auditing and Police Misconduct and making policy recommendations to the Police Commission. And it was budgeted in the Police Department until fiscal year 1718. And in 1819, the board approved four new positions including an executive director to staff the Strategic Management bureau. And through 1617 and the command staff captain or above. And they did not have any assistant chiefs of police. And the Police Department used savings from vacant positions to create five additional executive management positions which augmented the command structure with three additional commanders and two assistant chief of police. The board then approves the promotions in the 1718 budget and were created to oversee three new divisions which was the Administration Division with the admin bureau and the office of the chief of staff and the Community Engagement division. The two assistant chiefs of police were created to provide greater oversight over the bureaus. This charter requires 1,9711 full Duty Officers in the city which excludes those at the airport, on leave, or on modified duty or in the academy. And the basis of the staffing minimum is a 1979 Consent Decree with the department of justice which required, among other things, the city to fully fund all the positions of the Police Department at that time in order to create more promotional and and the minimum Staffing Levels and with the number of positions civilianized and to reduce the minimum staffing and required by the charter and with the chief of police. And there have been three Police Staffing reports conducted and by the Controllers Office and all three studies recommended additional. And the historical budget and funded positions by the budgetary division. And combined police and Police Accountability have increased by 58 with the largest increases over that time. The total number of funded positions has increased by 20 . And Contract Services for fiscal year 1920 and about 1 of the combined police and Police Accountability budget. Contract spending was 1 of the combined budgets over the past 10 years and can find a further breakdown of contracted services over the last 10 years on exhibit eight on page 16 of the report. June 30, 2020, the Police Department spent 4. 8 million on covid19 activities and of that 4. 3 million was used for personnel costs including paid time off or time spent on covid19 projects such as staffing the e. O. C. Or exfrom patrol. So the first policy question will address and pertain to the departments ongoing civilization process. The city charter requires an annual review of sworn assignments to, quote, civilianize as many positions as possible to maximize the Police Presence in the communities and when charter goes on to state positions may only be converted to civilian as they become vacant and no officer be laid off to convert a position to civilian personnel. And in response to staffing studies conducted by the office and the Controllers Office, the board authorized the creation of 75 civilian positions or 25 positions over three years beginning in 1819 and through fiscal year 2021. The recruitment status of the positions is shown on exhibit 10 and as of april 2020 of the 50 positions authorized in the past two years the department has hired 23 with conducting background checks on 2020 in the early stages of recruitment for the remaining seven. And although the board has authorized 25 positions to be civilianized in fiscal year 2021 the Department Reports that the civilian efforts may be challenged by the Police Officers association and so the department does not continue the civilization process in 2021. One option for the board to consider is to request that the Police Department and the Human Resources department provide a report by the end of the calendar year with an update on the negotiations with the p. O. A. Regarding civilianization. If an agreement is reached, the board could potentially authorize new civilian positions later in 2021. Going forward, the board can request that the Police Department submit the charter required annual civilian assessment and recommendations to the mayor and board t departments annual budget submission to the mayor. Next we were asked to look at transferring Law Enforcement functions at the airport from the police to the San Francisco sheriffs. Other airports in california do rely on sheriffs for Law Enforcement including oakland, Orange County and sacramento and as shown on exhibit 111 of page 20 of the report, in fiscal year 1920, budget for the Airport Bureau was 91. 3 million which is entirely funded by airport revenues. And as of may 2020, the airport reported 77 staff positions were killed and the airport expects 49 new sworn staff to transfer to the airport from the city during the year, which would bring the airport total head count to 226 during the fiscal year. And one option the board could consider to adopt the budget with 49 sworn staff pending therefore to the effort. The staffing level and additional 49 sworn staff scheduled to report previously projected growth in the activities there and the academy costs with the airport funds and the cost reimbursed to the airport to avoid loss of federal funting. We estimate the academy and Field Training costs would be a onetime general fund cost and that could be offset by hiring 49 Police Officers. The 49 sworn staff would become a new ongoing cost for the general fund of 8. 8 million or higher depending on the job classes that return to the city. We found that relying on the sheriff would save the airport about 5 million annually and this savings is driven by the fact that they are paid less than police staff and find the details of the cost analysis on exhibit 12 of page 222 on our report. It would take procter gamblesly two years and require hiring 138 deputy sheriffs and Police Officers transferred from the airport to the city with general fund costs. So one option the board can consider is make it city policy for the sheriff to assume Law Enforcement responsibilities at the airport and request that the Airport Commission enter into a memorandum of understanding with the sheriff and save the airport and save approximately 5 million a year and require onetime hiring costs and to hire 138 deputy sheriffs. And the city would have to fund 226 officers currently assigned to the airport and the accounting for the closure of county jail four. And could consider postponing hiring 226 Police Officers to save 31. 2 million in onetime costs. And with the increase to allow the Police Department to reduce the overtime budget and by how much is difficult to estimate. In addition the city would have to reimburse the airport for certain investments to comply with f. A. A. Revenue policy. And we were also asked to look at the staffing intensity of the Police Departments response to calls for Service Related to homelessness and Mental Health crises. And this requires a careful look at dispatch data held by the department of Emergency Management and at the time the report was being prepared and engaged in responding to coronavirus, and therefore, could not provide us the information necessary to complete this analysis. And as shown on exhibit 15 of page 26 of the report and 1314 to 1920 the Police Department of 28. 9 million and 592 other litigation claims. And civil rights include employment discrimination and excess uf use of force. Finally we were asked to report on Staffing Levels for certain divisions. You can see the review summarized on page 27 through 29 of the report in exhibit 16. The positions here do not include any Core Functions of the department or car or foot patrol, Traffic Enforcement and any of the investigative units and any units responding to counterterrorism and d. O. J. Reform effortser to management analysis units. They summarize that the current staffing level and the staffing costs which add up to 326 positions costing 16. 2. Of the 326 positions, 210 are Police Officers, 56 are other Foreign Staff and most positions are funded by the general fund, but some are not such as the muni unit. Certain levels would have higher staffing changes if not for the changes related to covid19. So one option the board can consider is working with the mayor, the Police Department, and the Labor Organization with the priority for allegation of Police Resources and the board could request that the chief of police decrease Staffing Levels in areas that are not board priorities to increase Staffing Levels in units that are board priorities. This concludes my presentation. The office will continue to work with chair fewer and staff to analyze changes and insure that the boards Budget Priorities are included in the final adapted budget. With that, i am happy to answer any questions. Thank you very much, mr. Menard. And lets go first to chief scott and have him give us the presentation and then i will open it up for questions from colleagues. Would that be okay, colleagues . Chief scott. And thank you, supervisor fewer. If i could ask ms. Wong to put up our presentation. I will let you know when we want to change slides. Can you see the presentation . Yes, thank you. Okay. So as was stated, we were asked to look at a 10year budget rett prospective and Department Structure overview to explain to the committee where we are and what we have done in the past 10 years and how that has impacted the budget. And before i start, let me first say hello and thank you to chair fewer, president yee, supervisor ronen, supervisor walton and supervisor mandelman. Next slide. And our agenda is to go through the structure with the crux of the changes and which is meant to support reform. The first part of the presentation will be a layout of how we crafted the departmental Strategic Initiative to reform and how that impacts our budgetary process, and then well give an overview of the past 10 years and what the budget has looked like and where the increases have come from and that analysis. And then we will talk about how the additions to the structure including demand staff position and how they play into what we are trying to do and overall, overarching is support the 21st century Police Department that embraces reforms and has the tooblt sustain the reforms. Next slide please. Our strategy statement begins with safety to respect and rather than read you this, i will comment that in late 2017 the department began developing a plan to ensure that the department is ready and equipped to meet modern urban policing and Eastern Trust of the communities. With this guiding principle we will suck pro seed successfully with the implementation of the Justice Reform and sustain the sustainability. And the strategy statement was born from our Collaborative Initiative and the strategy statement as you can see has couple of components that you want to highlight. First, just transparent and bias and surrounding the introduction of other devices and the training and procedural and the use of force changes that we believe has significantly led to reduction of use of force and pointing of guns at people in the community. And speaking with the Agency Partners outside and Community Policing and data transparency efforts. And finally we want to maintain and build trust as the guardian of our community and theres been a lot said in policing about guardian versus warrior mentality in terms of the mindset and really to be the guardian of the community rather than the warrior mentality that is to us versus them and we are at war with the communities that we serve. And we have seenester year in policing. And the mindset shift is to be the guardian and that has allowed us to change our policies on use of force and bias and policing. Also, our continuous responsiveness to communities and to the communitys needs. Part of the Reform Efforts is to have Continuous Improvement process and to assess where we are and that needs to be institutionalized in our organization and Police Department. What i am highlights is the structural changes that have occurred in the last three and a half years. The boxes in blue are what is the collaborative and are positions that were added to increase the efficiency of the department, increase the oversight of the department, and really to structurally support our Reform Efforts so we can be successful in both implementing the reform and sustaining the reform. Going to draw and go by these and take a second to go box by box. And you see the addition of the two assistant chief positions. This department has had as many as three and as few as one. And in 2017 we reinstated two assistant assistant chiefs. One assistant chief is in charge of operations and that is the assistant chief of operations and the other assistant chief of staff and he is responsible basically for coordinating the daytoday activities of everything administrative including personnel, training and everything that falls under the administrative wing of the San Francisco Police Department. The next line with the executive director of Strategic Management. And is ogs a professional staff position that coordinates the technology and financial entities in the San Francisco Police Department. With retirement and changes in assignment to do to keep up with the needs of the community. We have to change positions with the personnel and find the professional staff that are a lot more stable. And that position would create to stabilize the reform effort. To coordinate the financial side, the Technology Side and tie into the central stra teejic development of reform. The professional staff person and that responsibility helps coordinate the tactical crime strategy response where we always do when we have issues in a Certain Community and deploy officers to that problem and problem solve in a tactical response. The other part of the response with this crime strategy directed to coordinate prevention and Community Engagement piece and the intervention piece to tie all that into our crime strategy. This person also serves as our equity officer which by recent changes in i think the administrative code, every department has to have an equity officer, so our crime strategies director is also our equity officer. The next box and recruitment and hiring and training and many other Administrative Functions. And with the particular reform categories and recrewsment hiring and retention is a specific reform category and the commander of administration has a big part making sure that we move the needle on that part of the Collaborative Reform Initiative. The next part is under risk management. And account sblt a big part of reform. That position to give more high level oversight and appears to give accountability and that is responsible for coordinating the disciplinary investigations and that comed to me and to try to mitigate and reduce the liability and mismanagement and coordinate the work that goes into that reform effort. And our department has done good Community Engagement work and to bring that to a higher level and so there were Department Wide infrastructure and Department Wide and that commander is a big part of the reform effort. And then on and often times that process is protracted and that was a finding with the Collaborative Reform Initiative seszment. To get us to by way of reform to change policies and require the negotiations with the labor union. The structures have increased the cost of labor and the positions significantly support the reform effort. And reform and sustainability is anyway to infrastructure. Do we have the proper structure to move reform forward and to sustain it. One of the big pieces of this is from every recommendation, is there a Continuous Improvement loop . In other words, is there a process we are constantly reassessing whether changes are still needed, changed in the future and that can only be done with the proper structure and oversight. Next slide please. With the discussion and reform and right now reform is a big part of with we dont want to lose the focus on that with the struggle with the pace of things and expedite that pace and dont want to lose the traction and momentum and infrastructure to put in place and move the immediate l on reform. The next slide is a 10year traffic look at the budget over the last 10 years and just to explain what you are looking at there, the biggest part of our budgetary expenditures are for personnel and that is the dark pink looking section at the bottom of that graphic. That represents the personnel cost. And you can see as you traffic from 2011 to this year, to be below and did the cost go up to between 400 and 500 million and the next spot and the light byng pink box and the light pink box and from that period and from with the upward trajectory that will widen and the next box and with the graphic and that trajectory from 2011 to 2020 and starts to widen a bit as we get closer to 2020. And the next spot is services and that is the green graphic as a percentage of the overall budget and the next line which is the blue line you can barely see it on that graphic represents the supply budget and which represents the equipment budget and the final one which you can barely see on this graphic is other expenditures. The increase and Salary Benefits and the majority with the budgetary expenditures. And with a look at what the numbers look like from 2011 to 22 and akd from 2011 to 2020. And the yellow chart represents the nonsworn positions from 2011 to 2020. And that represents the number of attrition that we have lost from and in 2020. Im sorry, that will be on the next slide. The next slide is the numbers i read to you that represent basically the positions and the fulltime equivalent positions that are actual people in the field. And in our operations. So in 2011, that number represented 1,804 persons that were full time workers on the payroll. And 2020 the number increased not significantly but to 1,828. The goal graphic represents our civilian work force and fulltime 2011 to 2020 and that number is increased from 232 to 198. Im sorry. So that is the goal to represent other than fulltime equipment and these are the people that arent able to be deployed full time for a variety of reasons such as family leave, injuries on duty, sickness, those type of issues. That does not represent civilians. That is other fulltime employees and that is decreased by about 34 down to 198 in 2020. And at the top box that represents attrition. For that same period. The recruits for the same period. From 2011 to 2020 the top box and represents the academy of groups. These personnel counts are snapshots in time and typically the numbers are taken in june and would not provide a representation for the number of employees who are separated from the department. Prior to survey being taken. Next slide please. The next slide represents the collaborative reform timeline. That continues to work during the time peerz where the in september of 2017 and engaged with the california d. O. J. At that time and in february of 2018 and signed an m. O. U. With the california d. O. J. And they are the collaborative reform which is a private contractor who evaluates the reform who evaluates the work to to set with the that will make the process much more transparent and is a tough concerned of clines and i want to point out that the support with the to sustain that effort and the executive director position that i described on that organizational chart. With the big part of the reform is Technology Initiatives and we have a lock way to go. That supports our reform that is institutionalizing that is a prime example with policies and got with how far we have come to have the use of forces in place in a matter of weeks rather than a matter of years is what speaks well with how far we have come and the with a lot of positives and the structural and budget support that we have been mreszed with up to this point. That we have been blessed with up to this point. This department we not only want to embrace reform and leading reform and getting input from acos San Francisco like being one of two departments with all eight of the use of force criteria. These will speak to our Reform Efforts. Next slide please. Our command staff structure and is a big part of that and the appropriate oversight and span and control with the oversight to elevate and aspects of the reform and to a higher level than the department and accountability, Community Engagement and problem solving that rest at a higher level in the organization and to increase the perspective in the department with professional staff who arent who didnt grow up in policing and bring a different perspective. That is an a big part to discuss how to move forward to streamline the process with implementation of the general orders. And the staffing and the sworn personnel has the increased. And that has been over the last, as i showed in the traffic over the last nine plus years going on 10 years and we have seen increases of staffing. With the officerinvolved shootings and we can sight many examples of incidents that have been peacefully resolved and officers are required to spend more time with the administrative type work and a good example of that although we have embraced and body worn cameras and takes personnel hours to log, to review administratively and takes personnel hours to go through the data to do what is designed to be obtained from that data which is transparency, which is Getting Better when we recognize what we can get better at and created a staffing and deployment needs and that unit has played a big part in really having a better handle on what we deploy and how we deploy and who we deploy. That was another outcome from the Reform Efforts. We have created a Field Training enforce options unit that really allows us the ability and recommendations and reform to look at ourselves critically when we have an incident, not just a Major Incident but the use of force that doesnt rise to the level of the Major Incident. Have a unit reviewing the tactics and force options to use the best options and to look critically upon how to do what we do and always look to get better. That unit is created in the last couple of years as the outgrowth of the reform effort. And we have increased our civilian personnel to allow for professional communications with decades of experience to conduct the specific type of work with efficiency in those areas. Next slide please. And the costs associated with our budgetary initiatives linked to reform over the last couple of years and if you have any questions on that, i have our fiscal director and director patrick leon is here. And technology fouryear total equated to 13. 2 million and with the Infrastructure Improvement for 24 7 and officers collect data at all times and website revamping and dashboards and collaborative updates and publicly facing crime dashboards and improvements in Data Collection through staffing and contracted work and the fleet and facilities to fouryear total for upgrades is 26. 8 million that enables us to have the adequate resources to meet the needs of reform. And we have to have office space. We have to have vehicle. The vehicle is the office of a Patrol Police officer. And those things need to be kept in good working order and need to be efficient and that is a need that is a critical need. Our training as a part of our reform, we included measures that equated to about an 8. 4 million expenditure over the last four years to increase training to address policy changes and reform changes. Expand the efforts to build strong Leadership Teams and training effort have to be sustained. Reform is not a oneshot check the box effort as d. O. J. Has told us and california and u. S. D. O. J. And we have to constantly look at what we are doing and always be ready to assess and improve. Next slide please. To identify the current budget needs and development and priorities and that is the ongoing process and we were in the midst of that precovid and so were going to have at least two slides to talk about covid here in a minute. And really post covid and supervisor fewer and a couple of supervisors have pointed out we realize there are significant budget challenges with our city and we are part of that and we will do our part to address the budgetary parts as every other department will. But precovid and postcovid and covid brought a different conversation and budgetary planning was precovid and point out how covid has impacted that. The next slide. So our budget prioritizing steps are listed on the slide. We reached out and had meetings with safety captains and command staff and to provide based on the public communities and the respective command staff. And the second staff, command staff and november and december and met and aligned the captains priorities with our Strategic Initiatives. That edescribed earlier. The next step is the budget that is in alignment with the mayors priority as well. Review by the Administrative Leadership Team and fifth step is the submission of the budget to the Mayors Office. And the next step is by the board of supervisors. This is a graphic that just shows to lean up with reform and the budgetary priorities. As you can see on the top that is the five strategic efforts that were born from the reform and work with the private firm and the next line will go to the Budget Priorities and glance across that in terms of with the Budget Priorities. The pink is staffing priorities and one of the highlights is professional development and that Continuous Improvement precovid and we knew that the Police Department was short by couple hundred officers. And part of the goal was to increase staffing over a number of years to meet the needs of our workload. That conversation has changed now with covid and the budget challenges. Those short of who will be retiring because of their time. To address the Core Services and responding to calls for services and with the crimes when they occur with the crime Strategy Unit and to prevent crime before things turn into significant increases in crime. That basically showed you a graphic of how this ties together. Next slide please. And we are winding down. We only have a few more slides. Addressing current issues, the impact of the ongoing Coronavirus Response has been Significant Impact to the Police Department. Our mayor has set niche tifrs on Police Reform which fit nicely into our collaborative reform. And the city and county of San Francisco was ahead of the curve on this because we were already engaged in major reform. So a lot of what we have been sent has been sent our way in terms of reform and recommendations from many professional policing organizations and even the recommendations from state at the state level and federal level. A lot of those and one of the areas of the ongoing reform so although we are in a good place because our infrastructure has already been developed to absorb the reforms, and like i said earlier, reform to the city and this department has to be more than 272. [please stand by] for our covid response, 1. 1 million, a little bit over that amount for overtime. 1. 2 million on nonpersonnel services. 400,000, 443,000 for materials and supplies with a total of 4. 7 million. 4. 7 million. You can see with the expenditures as of june 19. And were only talking about, at this point, two months. Well, three months. March. March to april. May to june, so three months of covid response. Next slide, please. I talked a little bit about mayor breeds reform initiatives which really are four categories beginning with the top category, the demilitarization. And look at our policies and equipment. We have a mechanism now that has been passed by the Police Commission to revisit our policies on a fiveyear rolling scale. So we have an infrastructure to craft our policies in an expedited fashion compared to how things used to be with our department. In police as a response to noncriminal activity. Again we believe that aligns with our collaborative reform infrastructure, particularly the areas of Community Policing. We believe that will have a positive impact on some of these type of incidents that we respond to that sometime escalate into more serious incidents and turn into useofforce. Were not handling those calls because were not the best agency to handle those calls. Improving direct condition with communitybased and providers as the cahoots model discussed in oregon. That is what we hope to achieve in the very near few. The third is to address police bias and strengthen accountability, which we believes aligns with bias and accountability that weve already built there, to move the mayor on a positive way on that. I know there have been recommendations from the member of the board on that issue and we look forward to working with the board and others on moving the needle there. Last, redirect funding for racial equity. Divestments from Law Enforcement will support intentional investments of funds in programs and organizations that serve communities that have been systemically harmed by past city policies. That is going to take funding to achieve this. Well working with the Mayors Office and will work with the board. Because at the end of the day i think we all want healthy and safe communities and Community Safety goes way beyond policing. There are many other factors in Community Safety and we embrace that. Next slide. To close it up, what i just said, we understand that we are hearing the community. We want to be a responsive Police Department. We want to work with all stakeholders to make sure that we get it right here in San Francisco and that this Police Department is a part of the solution to get it right. So with that, i thank you for allowing us to present and if you have any questions, were here to answer them. Thank you. Supervisor fewer thank you, chief. I see in the queue is supervisor walton. Supervisor walton thank you so much, chair, fewer. Just making sure we have no other presentations, correct . Supervisor fewer that is it for this item. Thank you. Supervisor walton so my questions are actually for the sfpd as well as the Controllers Office and making sure that everyone is still here. Thank you so much for your presentation, chief scott. First question, as i look at the b. L. A. Report and their general Fund Allocation to the Police Department is 625 million and so if we look at a proposed 10 to 15 cut we know its at least 55. 25 million. According to our conversations with the mayors budget staff, the 10 cut is more like 23 million to 34. 5 million. Which numbers are correct in terms of what the general Fund Allocation is . Yeah, thanks for that question, supervisor. I have director leong here. How that number calculated is determined by the Controllers Office so im going to turn it over to director leong to explain the technicality to that. Thank you, supervisor walton. Part of the difference is due to the trying maintain the effort. The city receives about half sales tax from the state, but in order to receive those revenues, the city has to be able to maintain effort to its an effort to fund Public Safety measures. And so the 10 for the 40 million 60 million versus the 23 million that the Mayors Office is providing, that difference is trying to maintain the maintenance level of effort in order to for the city to be able to collect the [inaudible] hello . Supervisor walton thank you. And we look at i do have a question just about and this could be for the chief or someone from your team. How much do you spend in overtime . How much did you spend in overtime last year and how much would you say over the last three years average . So overtime, last year, the budget this year was 23. 7 million. Last year, 22. 8 million. And 2018, 20. 9 million. 2017, 17. 7 million. Supervisor walton thank you, chief. This is for the Controllers Office. Is it accurate to say that the per capita spending right now for the Police Department is 700 approximately . Hi, this is the Controller Office. I would need to get back to you to confirm that, supervisor. Supervisor walton thank you. Can someone from the b. L. A. Answer that . Or i can wait for a response. I dont have the numbers on hand. Id also have to get back to you. Supervisor walton for the Controller Office, do we know what percentage of Police Lawsuits are paid out of the sfpd budget . Supervisor, percent, i do not know that. I want to make sure i understand the question to get you the right answer. You would like to know the percentage of all the lawsuits that are paid out of the budget, what percentage is that of the entire budget . Supervisor walton as we have lawsuits against us as a city and county and we have to pay out the lawsuits, how much of the money we pay out for lawsuits comes from the Police Department budget . Okay. I can get you that, sir. Supervisor walton thank you. And this is probably more for the b. L. A. And Controller Office. As you look at the academy and the budget for next year, i think the cost is about 5 million per academy, is that correct . 6. It depends how big the a academies are. Typically the academy costs 138,000. So its going to depend on how big the academies are. Supervisor walton is there conversation about cutting any of the academies, chief scott . Supervisor, there has been conversations about trying to im sorry, to maintain the attrition levels which will be a reduction from our previous plans because we had planned last year and the year before to actually increase the size of the department. Really our objective right now is to maintain the size of the department. And hire to attrition. Supervisor walton since the hiring freeze imposed in march, how many positions have been hired and filled . We have the Academy Classes, weve had one Academy Class that just started two weeks ago. And they have 18. 18 recruits. Supervisor walton as i look at page 27 of the b. L. A. Report, and just a couple of questions there. What is the captain staff roll and what is the job of the 25 officers assigned to the captain staff . Is that a separate department within the Police Department . Im trying to get a grasp on what that actually is. Oh, i can answer. Youre probably better suited to answer that. The captain is by the m. O. U. Its a discretionary pool of officers that the captain can assign to either assist with a special project, problem solving experts, Administrative Functions that have to be carried out in the district station. So that it can only be a certain percentage per the m. O. U. , but the captain can use those officers to do whatever special assignments and they use them in a variety of ways. For instance, if you have a special task force and you create it at a station, one captain uses some of his captain status deployment for housing officers. As youre well aware, because it was near the district in sunny dale. He took a portion of the staff and he assigned them to work that unit. Captains have a very, very small administrative unit. There are functions that have to be done administratively and some of those staff can help, but basically, that number is somewhat predetermined. We can only have x amount of officers to capture that per the m. O. U. Memorandum of understanding. Supervisor walton that is total number across all precincts . Each station has captain staff im sorry, each captain will have captain staff, so to speak. Supervisor walton under the Community Engagement division, i noticed that there are retiree positions. What does a retiree position do . In Community Engagement division, there are assignments such as helping to coordinate community. We use retirees and recruitment. We use retirees across the department, so that has been a longstanding practice to shore up need for the department and Community Engagement division. I have a few. I have to get the exact count. I dont have that information right now. Im sorry, the Ambassadors Program we were about to roll out just before the covid called the shelterinplace orders, we hired retirees basically to work as community ambassador. I think, supervisor walton, youre familiar with this. Their sole purpose is to be able to go out and be ambassador for the city and the Police Department. Theyre not armed. Theyre not engaged in police work, but they are when they finally do roll out, will be tasked with helping to coordinate just eyes and ears. When they see issues that need to be addressed, theyll call onduty personnel to the location. A lot of the issues were having in certain parts of our city, you know, we can get to those problems before they become problems. We believe we can prevent a lot of damage from being done. So theyre the eyes and ears. That never got going because covid shut everything down. So we never got them out, hired and trained. Then came covid. Supervisor walton are they required to be classified staff . The way this was set up, we wanted to go to the 950s of the retired employees to get this started. We dont have Fulltime Positions for that particular program. If thats your question. I dont know if you answered the question properly on that. Supervisor walton i mean, could there be civilian positions with a i should have said sworn staff . It would be it could be sworn, but that was not it was designed to take some of the burden off of sworn. In other words, it fills a void where we dont have to have armed Police Officers responding to or being in these positions basically like other Ambassador Programs where theyre out. Theyre engaging with the public. Everything from giving directions to you see a person that maybe disruptive in some fashion, but it doesnt necessarily require an armed Police Officer to respond, its their job to really kind of get in front of that and be proactive to address it. And if a Police Officer needs to respond, they have the training to discern those calls that need that type of response as to those calls that might be another type of response. That was the idea behind it. Supervisor walton would a retired officer get paid more than civilian staff . I dont think so. It depends on the staff youre talking about. It depends on who was doing that type of work. If youre talking about a Civil Service type of civilian, i dont think there is going to be savings there. Communitybased program, there might be savings there because the city is not covering the fringe benefit. Supervisor walton what is the cost of the 23 reserve officers and what are their duties . The 23 reserve. There is no cost to the city. I think they might be 50 stipend or Something Like that for reserves. The cost to the city is training. Having someone sworn, maintain and coordinate the program. But the reserves arent paid. Theyre not paid. And they serve as a lot of our Community Events our reserves work. They do like a parade and things like that. Precovid. But its no cost to the city, except i think a 50 stipend and the cost of sworn onduty personnel to coordinate the reserve program. Supervisor walton then our Outreach Team positions . Can these be considered to be civilian positions . Well, two things. The unit which now i believe we have 22 officers, about 22, they were and then we have at district stations Homeless Outreach officers that in being 46 officers, usually not larger than that. They also work on issues through the respective district stations. So two separate entities. As we evolve and look at ways to reengineer some of the Service Needs to other city departments, definitely were going to look at redeploying those officers because as i said earlier, were short in patrol. So thats an ongoing discussion. But those particular positions if we go to a configuration for the city where some other entity is handling those calls that are noncriminal type of calls involving unhoused persons, you know, those positions can be repurposed back to patrol if there is a need there. Be repurposed back to other critical needs. Supervisor walton colleagues and chief, im almost done. Just a few more questions. And this is like a fourpart question, chief. What is behind the team . What do they do . Where do they patrol . Is this paid out of the general fund . Are we the only city that uses this type of team . The honda, that is a squad on the honda motorcycles, the offroad motorcycles. They patrol. We use them for many functions. They have offroad capabilities, so if there is a need to go offroad, churches, that type of thing searches, that type of thing, situations where that might require Police Response in areas that are unaccessible by police car, they can do that. Often times theyre used as supplement to address crime spikes. For instance, in your district if we have we had the shootings in march i mean in april with 70, 80 rounds fired. We deploy the hondas as a visible presence and deterrent which was effective in quieting things down. Theyre used in a variety of ways. Theyre used to supplement Traffic Enforcement. Theyve been around for a long, long time. But really that unit was started to many, many years ago to really address [inaudible] happening in the city where you didnt have access by a police car. That has evolved over the years. Theyre more of an urban response now. We had them deployed during covid helping with the shelterinplace, the presence we needed for the educational piece and all the things were trying to do to address the covid shelterinplace orders and emergency orders. So theyre pretty effective resource. Not a big unit, but used effectively. Supervisor walton if we can get data showing how theyre an effective tool or patrolling that would be great. 40 officers. I would like to know the hours they are on most Public Housing sites. Weve had several conversations about the value of some of these officers. There are those that there is a feeling in community in general that they dont exist like they should. And im seeing numbers that are pretty sizeable compared to what the Community Feels the value is. So i definitely understand that. And i resonate with that to a degree. Those officers spread across all of the Housing Developments in the city, so it may look like a lot, but when you spread them out and spread out they work different areas, you have to account for, not all of them are at work at the same time, they dont spread out very far. So i definitely understand the communitys concern. Its a valid concern and we i would like that unit to be bigger, but you know, we have to balance that with the other needs. Supervisor walton what is the plan for school Police Officers since sfusd is not planning to renew their m. O. U. That is a conversation in progress. I have meetings scheduled with the president of the school board, dr. Matthews and i have talked. Were going to talk more about what the Police Departments response should be when there is a need for Police Services on campus, such as crimes of violence and that type of thing. That has not been fleshed out yet. As you know, you were president of school board. The schools have to have the district has to have a safety plan, so were going to continue that conversation expedited seeing as were coming up on the school year. So that meeting is already on calendar with the school board president. And trying to flesh out and work out the details of what our response will be and how. Supervisor walton and then what does the mounted unit do . The mounted unit, those are the horse patrol officers. They work in a variety of areas. They do a lot of controls and parks and places like that. Weve had them deployed, particularly during covid, weve had them deployed downtown, union square, the presence of the mounted unit is a less how can i put this . Everybody likes to see the mounted unit. People like the animals, the horses. Its a more Community Friendly deployment for the most part when people see them. We use them in union square, all over the city really. Theyre a very small unit. They feel those type of rules. Golden gate park, that type of thing, thats where facilities in golden gate park. But the horse is a mounted unit. They can do some things that foot patrol or even bicycle officers, the impact that the horses have on the community is very positive. At least the way we use them. We use them strategically. Supervisor walton if that is the case, is that equitable resources . And we have parks in all our communities and other people might want to enjoy the benefits of that across the city. The last thing. As you know, we have one of the worst tragedies we could imagine when we lost a 6yearold over this past holiday weekend. And also there was another murder the next day in my district. And we talk about justice and making sure that we locate the suspects in this case. What percentage of resources are your team dedicating their time to make sure we get justice for this 6yearold and his family in our community . As a percentage, i dont have a percentage number for you, but what i can tell you is that homicide unit has been working pretty much, i would i wouldnt say exactly around the clock, but theyve been working hard to make progress on jasons case, as well as the other case. We have captain dangerfield in bayview in terms of deployment. The deployment is there. Its not 247 on every corner. I wish it could be, but its not the Community Engagement piece is happening. This tragedy, man, i you know, i dont know what to say in terms of how it is. But we have responded. The ideal situation, supervisors, were out there as we said at the press conference yesterday to prevent these things from happening. I know you and i have had conversations about having a presence which definitely needs to happen. It has happened. We need more of it. But the response has been very robust response with the investigation of this case. Our officers and investigators were out there again yesterday canvassing, looking for evidence. We located evidence that we hope will be helpful. And were going to keep doing that until the case comes to resolution. Supervisor walton thank you, chief. I will now end my portions of questions for now, chair fewer. Supervisor fewer thank you. President yee . President yee supervisor fewer i think youre on mute. President yee my wife would like this keep me on mute [laughter]. Can you there was a slide on page 17 that was a little confusing for me. Its the one with the number of staff in the different units. And there was a cost to it. Page 17. Of my slide show, president yee . President yee yes. Yeah, i have that. Let me pull it up. President yee pull it up so people know what im talking about. Can you see this, president yee . President yee yeah. So can you explain, there is numbered positions and then there is the cost. So i didnt quite understand why your Task Force Cost 3,665,000 and then you get Something Like captain staff. 31 of them. And then it costs 5,700,000. Then on the line above that. The Community Engagement division is 56 members. And its the same amount as the 19 positions. Can you explain that . Yeah, i think it would help to look at the details. So if you just give me a moment, i pull up in the report i break out the divisions and the Staff Associated with each of them and cost for each of the staff members. So it may be helpful to look at that in detail. If you give me a minute. This is head count. It not president yee okay. Maybe thats why. I will say part of the reason the Community Engagement division is low cost is because we werent provided with the cost of retirees, which varies depending on the consternation of the retiree that they last held. As chief scott noted, the reserve officers are a diminimous cost. So the Community Engagement division doesnt have the cost of everyone in it that is there. But some of them, a little less than half, are not really paid. So that also explains that kind of lower cost relative to the number of positions that are in that division. President yee and that would be so like and these are sworn officers . Positions . Its a mix. So i can read it to you. So there is mostly so there is eight Police Officers, 12 sworn retirees, a captain and a commander, a lieutenant, and two sergeants. And then the rest are civilian classifications. President yee okay. Well, you see why i was confused. Yeah, yeah. I can pull up the detail now for us to look at in the report, or i can just tell you it begins on page 27 of the report. President yee okay, dont bring it up. I think youre explanation was just fine. Ill look at the report detail. Chief, i just have a few questions. As you know, i started pushing the civilianization a few years ago and it seems to try to explain, the b. L. A. Trying to explain it, but there is a piece where it says Police Officer cannot be removed until they retire from a position . Im sorry, what is the question . President yee i guess, if im in the position as an officer, an officer and we want to civilianize the position because the analysis says it should be a civilian doing it, so youre not able to move that sworn Police Officer out of that position until he or she retires . Yeah, so that that is one of the issues, supervisor, that triggered meet and confer on the civilianization plan. They are situations that the position no longer exists is one thing, but if it if were replacing a sworn with civilians, that does have impact. That is part of the issue were facing right now with the civilianization piece. Were in meet and confer. Weve hired a number of positions, but those with a presence in that position, were in that process right now. President yee so in other words the meet and confer is about the position itself and basically a sworn officer cant do anything else because can you give me the type of position, does it mean youre not capable of doing police work . No, thats not the case. Theyre still capable of doing police work. It depends on the reason theyre in the position. We have a policy now if a person is unable to perform the essential functions of a Police Officer, then there is a process for that to retire that person from separate that person from service. But some employees are grandfathered in prior to that becoming policy. Its not a big number. I dont have it in front of me, but its not a big number of people grandfathered in, but we do have a fairly small number of officers that are grandfathered in, where they were injured or some type of issue where theyre not fulltime, able to work fulltime in the field. So we do have to account for those officers, but that policy has long since been changed. And all Police Officers now have to be able to perform the essential functions of the job. So somebody gets hurt and you cant perform the essential functions, there is a process for that. It goes through d. H. R. And they can be separated from service. President yee okay. Well, hopefully, we can move it forward quicker. It was in the b. L. A. Report and i suggested it as to take a look at it. Its this whole notion of deploying, you know, the sworn officers that are assigned to the airport and the possibility that some other Law Enforcement could do that function rather than San Francisco. Im not sure, but im just curious, i mean, its more now nothing has moved or anything, but if you had this magic wand and lets say were 20 years from now and all of a sudden, you have sworn officers that came from the airport, theyre no longer needed there. Can you use them . In San Francisco . Yes. Yes, we could use them if for whatever reason that were to happen, we would be able to use them. As i stated earlier, we are based on the report that our consultant provided to the department, we know were short. I do think there are other issues to consider when you talk about that type of change and deployment at the airport. But to answer your question, yes, we are, you know, somehow able to get 100 officers, yeah, we would be able to use them for sure. President yee okay. When you show that organizational chart in your presentation, you looked at it and i kept on wondering where in that chart does the whole issue of Language Access fit into . As you know, a good percentage of my population do a lot better if we have the language capacity. So where did it fit in there . Is it even something that youre concerned about . Yeah, no, it does fit in that chart. Its not on the chart, but it directly rests with that commander of Community Engagement. That commander we created support reform. It lies directly with that commander. As a matter of fact, as were working on language for revisions in our general order, that specific language that calls for that commander to be very involved in that whole limited English Proficiency program. So that is where it fits. It fits under Community Engagement. President yee okay. So you have several Community Groups that are like advisory groups to you. One of them, as you know, is the a. P. I. Group. And does that commander actually attend any of those meetings . Yeah, the ones that youre referring to that you helped get off the ground . He has attended all of those meetings. President yee so some of the Data Information and i havent been following real closely, but ive heard that fast forward that information around a. P. I. Community and have not received it. When does that happen . Ill follow up with you, because to my awareness, everything that has been requested, ive been at all those meetings as well, precovid. I mean, we shut them down after the shelterinplace for a while, but i believe we delivered all requested information. I can follow up and determine whether ive missed something, but i think commander fung has delivered that. So i can follow up with the group on that one. On that issue. President yee okay. Why dont we ask somebody, contact the chair, the cochair on that, and just miscommunication then. Okay. President yee in terms of coordinating information and so forth, the last year, last year, a year ago, we started talking about the justice project. And how last year we couldnt figure out how much were spending on it and who needs what. I did ask the departments for sort of your own budget. What is really allocated to make the justice project, which is information for technology between your department and the court system and so forth. So, do you have a standalone budget for what you need to make that happen for the department . Not in that sense, supervisor. I will get back to you on what we can provide. You know, as you know, youve been at the meetings and very involved, you and your staff. I mean, that is about bigger city infrastructure. I know part of if im not mistaken, the challenge to get off the aframe and those type of issues, there is dollar amounts connected to that. So what ill do is task our Technology Folks to give an accounting of those type of issues because weve had to make some improvements and modifications to support the vision of what should happen with justice. I dont have it with me, but i can get that for you. President yee that would be helpful. Not just, you know, its not thinking on picking on this Police Department. There are many departments that probably have not thought about that piece when i asked them to think about it. And its just for me a priority because in order for the Justice System to work between the different departments, youve got to have better communication so people dont fall through the cracks and get rearrested for no reason and things like that. So, if your staff can actually put some time into that now. I would be very supportive and argue that you need to support that piece of the budget. Yes. President yee can you explain, the cost that you associated with the covid response, the 4. Something million, what do you do differently that is costing that amount of money . That is not police work . Yeah. So, let me go back to the slide. Im going to slide over and let patrick go into the details on that. Hi, supervisor yee. So the largest portion out of that 4. 7 million is salaries. And a good chunk of that is related to personnel hours where the person is on paid leave or on paid furlough or any of the other worktype hours that are associated with covid. The Controllers Office provided guidance to departments to try to capture all costs that are related to covid. Not necessarily that they would be reimbursable through business programs, but to be able to capture those costs so they can demonstrate and show what the true impact of covid has been. And so the 4. 7 million, a portion of that is regular salaries, and its not cost in addition, but it still reflects costs that are associated with covid. President yee thank you. I do know what that is associated with staffing. So youre basically repeating what the question is different. There is a cost, what is the person, the staff that is assigned this cost, what are they doing . I mean, you know, some of the big chunk of things that they are doing that is considered covidrelated . Thats where im not understanding. So somebody can be our staff that are assigned to the Department Operations center or over at the e. O. C. There are others where, like, activities related to station cleaning and disinfecting all of our vehicles, the public areas within the facilities. Those costs are all captured within the covid project. Some of the other activities might include members who go out into the community to provide Public Engagement on promoting social distancing and educating the public and businesses about the Health Orders and the mandatory wearpolicy. So all of those activities that are directly related and also indirectly related to covid is captured within that 4. 7 million total. President yee thanks. That was helpful. I just couldnt figure it out. Thank you. Thats it, chair fewer, for me. Supervisor fewer thank you very much. Next on the roster, supervisor preston . Supervisor preston thank you, chair fewer. And pleasure to be here with the Budget Committee and thanks for the opportunity to make some comments and to ask some questions. And i want to start by thanking the b. L. A. For the comprehensive report and also recognize and thank chief scott for his presentation and his work. I want to i have some questions. A number of them have been covered by committee members, so thank you for your thorough questions, but i did have some others. I just wanted to step back initially and, you know, in many respects, with the National Conversation that is happen and the conversation happening here in the city, some of these discussions can be a little bit frustrating, where it feels like were doubling down on traditional policing approaches that are disproportionately impacting an inflicting harm on black and brown communities in our city and are often frustrated or stymied in our attempts to bring about real change. You know, i want to say that i think that our city needs to lead the nation in saying the time is up on what i think is an antiquated policing system and systemic injustice. And i think we have an opportunity now to push the envelope and be different on how we address Public Safety. I think we need to really radically reimagine what Public Safety means and how we promote it. And that means imagining and creating a situation, for example, where someone who is sleeping on a bench outside instead of having Police Forcibly remove them, has a City Employee check up on them, provide them with food, water, health care and a place to sleep if needed. If someone fears domestic violence, instead of calling police, they may text a number, and a trauma specialists makes a plan to keep them safe long term. If brake lights are not working, instead of Police Pulling them over, City Employee spots this and offers to replace the brake lights. Everyone is safe. Or someone is experiencing a Mental Health crisis, instead of calling 911 and getting a Police Officer with no Mental Health training, call 311 and get Mental Health specialists who can help them work through their problems and make a plan for the care. These kinds of programs and Services Already exist and there are models in other cities and San Francisco has certainly taken some steps in this direction, but we need to be fundamentally rethinking Law Enforcement. I think thats within our reach. And the first step to doing that is defunding sfpd and creating alternatives that meet community needs. I want to just note that as many of you are aware, as the department has continually targeted and victimized folks of color in San Francisco, specifically last year despite black san franciscans making up only 5 of the citys population as an estimate, africanamericans accounted for almost 40 of all police searches. And in the last quarter, 2019, about three quarters of all uses of force by sfpd were against people of color. As you know, the California Department of justice has noted this. And as recently as in march of this year said they remain concerned with reports of antiblack bias within the department and persistent disproportionate use of force. We have in the last over a year had to pay out millions of dollars to settle lawsuits related to racism, sexism, Police Brutality by sfpd. So we have Reform Efforts under way, and i think over and over we see, despite these attempts, the ongoing problems ive described. So you know, i think talking about the budget more specifically, which has repeatedly been noted as a beacon of our values. The budget increased by 58 in the past decade. Its grown by over 100 million to sfpd in 2018 alone. And were looking at a request for over 700 million this year. And as supervisor waltons questions which hes awaiting the answer on notes, i mean, the city spends more per capita on policing than most major cities, including new york, los angeles, chicago and seattle. Some of the justification for this is to protect us from Violent Crimes. I just want to notice that or note that prioritya calls, the Violent Crime make up, my understanding under 5 of all calls sfpd responds to. Almost 40,000 calls last year were homeless complaints which i think were increasingly all agreeing should not be under sfpd purview. About 60,000 calls were Mental Healthrelated issues. In terms of specific areas where it seems like cuts could well be in order, and about which i have questions, the traffic and airport units that president yee raised some of these, but that combines to about 56 million a year. Police in schools, as supervisor walton asked about, is over 3 million. And the mounted and honda units coming at over 8 million. And frankly, with all due respect to the obviously, its a joy for any particular kid to see a horse, i think that, you know, if were looking for areas to cut, i frankly dont see the value in mounted units being part of what we fund. The healthy streets operation center, hsoc, with we need to we need to envision that without police. The gang unit which started to attract, control black and brown youth is past its time. We should be looking at reducing or dismantling that. And some of the other issues have been raised by my colleagues. I do want to follow up with a couple of questions on the overtime issue that was raised. The overtime currently, this is tens of millions of dollars a year as the chief has laid out. My question overtime, is there any legal or other barrier to eliminating, reducing or freezing overtime . And perhaps thats a question for the chief. Is that purely discretionary, the overtime . Or is that barrier to that being frozen, reduced or eliminated . As i understand your question, supervisor, if an employee works beyond the regular work day, they have to be compensated, so i dont know if your question is, does it have to be in cash . Is it a question of whether with we cannot have the overtime authorized . Supervisor preston chief scott, through the chair, its the latter. So like the city of los angeles, just for example, in mid june said theyre not authorizing additional overtime. Im trying to understand in terms of budgeting for the upcoming year, if funds for overtime pay could be eliminated and overtime not authorized . I think its going to have an impact on service. Policing. If an officer lets say an officer gets a call toward the end of their shift and that call requires the booking of evidence, it requires writing a Police Report and by law we have to have now Police Report written and to a magistrate to review within eight hours because of a recent court decision. If that happens at the end of the shift, someone has to write the report. It not only may jeopardize legal liability with the city, but also those things by law we have to do wont be done. Court appearances are another example with overtime. A lot of the Court Appearances, for anybody not working the day shift, if theyre being called in to court, its overtime. So if its a management question, i think that managing overtime and having restrictions on overtime, thats an ongoing task and responsibility of any department, particularly Police Department, because we have a significant budget for overtime. But i think there are some things that we dont really have a choice in terms of how we address and have to pay officers when they do work beyond their shift, their scheduled shift, we have to pay them by law. We have to pay them in time or cash. Even when you do it in time, that time has liability to the city. It goes in a bank and at some point, you use the time or pay out the bank. So its definitely a complicated issue. I hope i answered your question. Supervisor preston partially. I think im trying to understand with over 20 million, if were on pace to have similar overtime to last year, that the authorization for that work let me ask this maybe as a followup. Is there any attempt to distinguish between things such as a Court Appearance or something where there may be a dead line in where overtime is assessed, versus other forms of overtime where things could be pushed over to another shift . Yes, yes, all the time. That evaluation is done at the supervisor level. And there are things that could be pushed over to another shift. Some things cant. That is one of the issues examined. As a supervisor who approves the overtime, the lieutenant and patrol approves the overtime. Supervisor preston thank you. And is it projected to stay the same or increase for the next year . The next year were its going to be decreased i believe. As of now its going to be decreased for sure. And were working through this project with the Mayors Office on the level. Chair fewer, could i answer supervisor prestons question about overtime . Supervisor fewer absolutely. The board of supervisors reduced the Police Departments requested overtime budget last year by 1. 7 million and that was in part based on audit findings we had in 2018 which identified numerous lack of controls related to overtime and had recommendations about how to improve those controls. And the department did agree with those findings and the recommendations. And the last time that the department came to request supplemental overtime appropriation earlier this year related to the settlement and the changing to the booking process, they did report to the committee at that time that they were in the process of implementing those recommendations. So i think, you know, in my opinion it is an area of the budget that is worth looking at in august. Supervisor preston thank you. Next question is, how much do we spend on the Police Presence in hsoc . Do we have that . I dont know if we have that broken down. I dont think thats in the b. L. A. s report. Supervisor fewer i think the b. L. A. Report does say, though, how many personnel are assigned to hsoc. So that would just be a calculation a rough calculation of that number of officers. If those officers were in fact working at a Fulltime Position in hsoc, if they pooled onto hsoc, that is a different compensation than the budget. I guess im asking the b. L. A. , when you got this number, when you receive this number, was this number actually for a fulltime f. T. E. That is actually assigned to hsoc . So looking on page 28 of the report, you see the head count associated with hsoc which as of june was 33 positions. All of which are sworn. Based on the classification of those divisions we estimate that the wanl cost of that annual cost of that staffs was 6. 3 million. It does change throughout the year. This is just a snapshot of the classification that were assigned to hsoc at that time. It does not include the officers as of june 20. There were 27 additional officers assigned that are out in the stations. Sorry to interrupt, but what is the cost of that . That based on the those reported a couple of weeks ago, we estimate the cost to be 4. 9 million. Sorry, supervisor preston. Supervisor preston no, thank you. What is the chief scott, can you describe what is the traffic collision unit do and why does it require Police Officers, that about 1. 6 million, my understanding of the budget . The traffic collision unit, they respond to and investigate traffic collisions. So those are our motorcycle or solo officers. They include theyre investigators that do the followup investigations on traffic collisions as well. And they are out of Traffic Company. Supervisor fewer supervisor preston, the solos are only called out if there is injury or fatality. So its not fender benders. Its not sideswipes, its really injuries to people and also on fatalities. Yes, thank you. I saw the line item for Traffic Company and then for traffic collisions, but is the traffic collisions unit part of Traffic Company . I dont know if, chief, this is for you or the b. L. A. , but i think there is 6. 8 million on Traffic Company, 1. 6 million on traffic collision. Are those costs in addition to each other . Correct me if im wrong, i think one is the response to the motorcycle, solo officers and the other is the investigative component, i believe, that actually investigates. They do all the followup work. Supervisor preston are we talking about the muni task force and Response Team . No. Trafficrelated. Our report is the traffic related. Chief, has there been any discussion of possibly moving those traffic functions outside of sfpd . Not for the traffic functions that require investigation and those type of things. There has been discussions and suggestions for other traffic concerns. Not accidents or collisions rather, but other traffic concerns that maybe could go be performed by cpp. Thats an ongoing discussion. Were only a couple of weeks its been recommended by some to take a look at that issue. Supervisor preston thank you. And just last question and, supervisor walton asked about the litigation and litigation settlements. I just wanted to follow up. My understanding is that that and maybe this is for the b. L. A. That those funds come exclusively from the general fund, not out of Police Budget, is that right . I believe they come from our budget, but general fund dollars that those funds are paid from is my understanding. Supervisor preston i have executive director maguire who can go into detail on that. Good afternoon, supervisors. Director of the Strategic Management bureau. Yes, there are two sources or litigation payments. One is from our budget and then i believe the City Attorney also has a pool of funds that they draw from as well. Our budget is also allocated from the general fund for those litigation payments. Supervisor preston how much last year was paid in litigation settlements out of the sfpd budget . Id have to look at the specific budget. I think its in our professional Services Source of funds, or from the expenditures. And i believe its around 2. 5 million, that portion that is coming from our budget. Supervisor preston okay. Thank you. And i just again want to thank chair fewer for the time and space to raise these issues. And i want to thank all the advocates who worked really hard to move this conversation forward and, in particular, the Justice Committee of San Francisco democratic socialists of america have been very involved. And their website put together to defund, i appreciate all the work happening not just inside city hall, but outside city hall. I want to recognize mayor breed and supervisor walton for their efforts not just to defund the police, but redirect funds to the black community. I look to working with everyone in investing in solutions for the community. Thank you again for the time, chair fewer. Supervisor fewer youre welcome. Chair ronen. Supervisor ronen a lot of it is followup on the fabulous questions asked. I dont know if we have a representative from the City Attorneys office on the line. But i want to understand more about what needs to happen to civilianize more positions given that it would appear that the p. O. A. Has been blocking our ability do that in a timely manner. Is there anyone from the City Attorneys office on the line . City attorney. Are you able to contact someone to answer this question . Supervisor ronen perhaps we dont have someone on the line supervisor fewer we have a City Attorney, i believe. I have just contacted the City Attorney ann pierson, she should be online soon. Supervisor ronen i can go on and come back. Supervisor fewer has there been no City Attorney listening to this conversation . I believe that deputy City Attorney ann pierson was not able to attend this hearing. She was not supervisor fewer okay. In the future, if City Attorney is not available to attend these Committee Meetings, then i would request that a substitute be assigned to the Committee Meetings and we frequently have technicalities we have to actually get questions answered as in this case. Thank you. Deputy City Attorney pearson . I apologize, chair fewer. Its common during hearings for me or mr. To step out and be called in if there is a question. I advised your clerk and aide i would be doing that. Im sorry i didnt hear the question posed. Supervisor ronen sure, no problem. Thanks, chair fewer. City attorney ann pierson, in the b. L. A. s report to the issue of civilianization, there is policy number one area of the report, you know, despite the fact that the board had authorized 75 positions for civilianization and that there are many in line, the report said that we were not going to be able to complete that civilianization in this fiscal year because the p. O. A. Meet and confer process will block it basically. I want to understand that a little bit more deeply. If this board of supervisors and Mayors Office and the police chief all agree and has put money towards civilianization, the p. O. A. Can block that from going into effect for years . I can speak generally to the question of meet and confer. Im not familiar with the scenarios here, and i could find a colleague who could answer those questions. As a general matter under state law when the board introduces legislation that has impact on the working conditions of City Employees, there is the duty to meet and confer. That process can take some time and it has to get to and through impasse. Again, i cant speak to the specific situation here. I dont know anything about the meet and confer process in that particular situation. Im happy to look into it and get back with you more information. Supervisor ronen that would be great. Maybe the chief. Have you been involved in the meet and confer tt process . Its pretty infuriating to me that the Police Officers youre basically telling all the elected officials of the city that we cant choose when its appropriate to civilianize staff because it could be blocked for years by the Police Officer association. Can you talk to me about what is going on in that process and why we havent been able to say we are at an impasse and need to move on . Supervisor, that process is normally run by d. H. R. The department of Human Resources. For the public, d. H. R. And we have set high supervisor preston that worked with d. H. R. , who now works for the Police Department. And one of the reasons we made that hire was to expedite that process. Some of it had to do with scheduling. Ms. Preston was not only involved in meet and confer, but in other contract negotiations for other city unions as well. So now she our sole focus is meet and confer. That should expedite the process somewhat. Because the scheduling is sometimes part of the delay. But with that said, this is a process facilitated, not by the Police Department. We defer to d. H. R. On which issues were to meet and confer and with the advice of the City Attorney. Then we show up and do our part, which is negotiate the issues. Supervisor ronen and have you been there in this meet and confer process . What is requiring it to take this long . Well, part of the issue was the scheduling with ms. Preston being involved and other more pressing matters, like negotiation of other city contracts. We couldnt get it calendared. The other part for the last few months is covid put a halt to almost everything for a few months. Were doing calls on zoom now, but the first couple of months we werent. So the process is still ongoing. There is no im not offering any type of excuses, were just trying to do it as quickly as we can. Supervisor ronen yeah. Is there any representative from d. H. R. On this meeting . Supervisor fewer i didnt request one, but i am happy to continue this conversation also with d. H. R. Supervisor ronen yeah. Its absolutely unacceptable that we cant implement a top policy desire of this board of supervisors because d. H. R. Cant schedule meetings. That is another day, another bain of my existence. I just want to make sure im clear on what i said. You know, you have a person assigned to meet and confer. When that person has other duties, you know, one individual can only do so much. Im not saying this is a perfect scenario. I dont control the schedule. To be clear, this is not anyone one individuals fault. This is a systemic endemic problem in d. H. R. , that, again is another issue and bane of my existence. Here it comes up again where d. H. R. Is falling asleep at the wheel for one of the citys Top Priorities and issues. Again, were getting off topic, ill move on. Supervisor fewer ill stay out of that one. Supervisor ronen [laughter] i wanted to go back for a moment to the overtime issue and just follow up briefly or continue on with supervisor prestons line of questioning. On overtime. So, supervisor preston asked, can you sort of parse out for us what part of overtime is almost impossible to get rid of us because of the issues you brought up, the officer who needs to fill out the report at the end of the shift, or needs to appear to testify at a court hearing, versus like, just overall staffing issue. S. The reason that i ask and i want to follow this up, is because it seems like there is unanimous decision from all actors in the city that and ive been saying this for years. As you know, chief, practically from the first time i met you, police should not be responding to calls for Homeless Services and to deal with the needs of people who are mentally ill on the street. I said this in every Public Meeting ive been in since elected supervisor. And the officers in those meetings with me, always agree with me. Its one area that i think there is unity across the city. So if we are funding at close to 11 million over 11 million a year, 33 sfpd hsoc and 27 sfpd on the hot team and i would love to know the different activities, what is the hot team need sfpd for in a different way than hsoc and how are those duties different . But if we eliminate those positions and youre able to reassign those officers to other things, would that eliminate the need for the majority of the 23. 7 million in overtime that we spent this fiscal year . It would not eliminate the overtime. It would probably eliminate a percentage of the overtime and wed have to do indepth analysis to see how much overtime was used by those specific officers doing those specific functions, which i think we can have a pretty good approximation or number about that, but it wont eliminate the entire overtime cost and expenditure. Probably be a very small percentage i would venture to say. Supervisor ronen so youre saying the march of the 23. 7 million is for the duties as you described difficult to eliminate . Yes. The standard watches due to issues, arrests at the end, court, the investigations component of it when, for instance, we have a homicide. We call out the homicide investigator. We call out the crime scene investigate if theyre not on duty depending often the gravity of the depending on the gravity of the crime. Those things are unplanned and unforeseen. There is a need to manage these things, but some of the overtime expenditures are very hard to eliminate. Supervisor ronen nick, do we have any detailed reports on overtime at the sfpd, and sort of how its expended and what the duties are . Yes. In the audit which came out a couple of years ago, we were able to break out the different types of overtime in the way that youre asking about, supervisor ronen. Court time, public events, arrests and investigations. I believe we have the information to report back to you on the what has been going on in the past two years. Supervisor ronen that would be really helpful. We have the information that we have from the report that we could repurpose and provide an update to the breakdown of those different buckets. I will say that, you know, what we found in the audit was that the arrest and investigation overtime was about 25 of the overtime that had been paid out over the years. And it was the area that we believed was ripest for greater control. And particularly identifying criteria to use for when there is some sort of ongoing arrest or investigation at the end of the shift. When can that task be passed to someone coming on to the new shift, so it can be performed in regular time . Those were some of the things were looking at. At that time we have asked the Police Department to provide us an update on implementing the overtime controls that they said they were going to as part of our annual budget review. So its part something we can look at in august and report back to you at that time. Supervisor ronen that would be great. Helpful, thank you. Then, would you say, chief, in hearing your report, you said the majority of the increase in management position was kind of intended to implement Police Reform and that definitions. But it does feel a little topheavy, the department to me, the fact that we havent really had an increase in the number of sworn officers, but there has been a significant increase in the management at the top. Im wondering if you can justify that a little bit more or just sort of speak to that impression that i have . Sure, supervisor ronen. So, the first thing to speak to is when the independent contractor came in, or consultant came in and looked at our staffing, they did examine the size of our command staff and compared it to likesized agencies. Were on par in some cases smaller than agencies our size in command staff. However, the reason that the command staff was like it was to begin with was the 2009 economic meltdown that caused the elimination of positions as well as the department, that were still recovering from to be frank with you. And when you look at things like control, when you look at things like responsibility that go beyond the number of people that youre in charge of, but overall responsibility like training, which the commander and deputy chief who oversee training, they dont have the entire department that report to them, but theyre responsible for overseeing the training that is implemented for the entire department. Thats a huge responsibility. Those things are some of which this department was assessed and criticized for in the b. L. A. Report because the oversight was not because we didnt have the people to provide the oversight. When i was hired in the midst of all of the reform that was needed, that was one of the first that i observed that this department gaps rather. You have to be structured to be successful in terms of implementing reform. And one thing i can say that was a positive, having been in the department, it was one of the very few departments that actually went to took 13 years, but at least successfully by the eyes of the federal monitor was successful in implementing owl of the recommendations all of the recommendations. There was tremendous infrastructure shift that occurred to have that happen. I was part of that. Addressing the shortages and trying to address what was in the assessment report was one of the principle reasons. I mean, i was not even here for a week when i went to the commission with some of these recommendations and the mayor because of shortages i saw walking in in terms of infrastructure. So when we say topheavy, we have to look at two things. Number one, how do we compare to likesized departments . That answer is were on par if not smaller. The second thing is what do we have by way of oversight and management to do the job asked of us and then to sustain the reform . And if you go back to that report when he talked about Community Engagement, the lack of the Department Top Level Infrastructure to push the Community Policing component. When we talk about accountability, we had we didnt have command level as far as commanders involved in that process. So these are things that i think are valued and in order for us to get to where we want to get to sustain that process, we have to have the infrastructure. And it is a cost. I grant it. But you cant do this work and not expect for staff to pay what it costs to do the work. Supervisor ronen and what departments were we compared to . Likesized departments. San diego. I dont know all the departments that the matrix consulting firm, about but that question has been asked of them. Is it too big, too top heavy . The answer was absolutely not. We are on par with all the things i just mentioned of where we should be. Supervisor ronen i just have two more questions. Or, sorry, maybe three more. Could you what do the officers do at hsoc and the hot team. How are the duties different . Its some of the same duties. The b. L. A. Actually took a look at our command staff a couple of years ago and my memory, came to the same conclusion when looked at other Police Departments, our command center was not bigger than it should have been. That was 2017. Hs hsoc, the officers assigned, if you were with them when it was formulated, there were a couple of tasks. In one, it was focused on specific areas including one of the areas in your district. It was i think it was five zones in all. So these are similar for what hsoc does and what the district station who addresses the homeless concerns, but the difference in hsoc, all the city entities you know this were at the same table trying to triage these problems and give the work to the appropriate city department. Some of that it was, we had success with that and there has been challenges. The difference with the district station officers, theyre not in that configuration where theyre at the table with the other departments every day and triaging whatever the issues are dealing with the homeless population. However, they are able to handle some of these calls. Beyond the five zones that hsoc was initially asked to address, when we tried to expand hsoc to a citywide effort, we, the Police Department, had to expand our footprint in there and we were up to 40 officers at one point. Thats just to address the issues and the demand for what the officers were asked to do as far as capacity. So we still needed those district officers to address local concerns. Calls about, you know, encampments and things. And hsoc didnt have the capacity to get through. They do a lot of the same work. Hsoc has the infrastructure to support the work more so than what the district stations, although they do have the same supervisor ronen so the 27 officers for the hot teams are what youre referring to as district stations . Yes. That number may be higher than that, but it is close. Supervisor ronen last two questions. Im sorry, chair, i know were going long. Ill try to be quick. The 1. 9 million that weve spent this year on s. R. O. Officers, will that go away because sfusd just cancelled the program. Yes, the school board voted not to have the program in the schools. So the cost of those salaries, well reassign those officers to different functions and as i said earlier, there is ongoing discussions about how we will conduct our whatever calls that we have to address at schools, shootings, unfortunately, hopefully we dont have to address that, but if we do, we have to have a discussion with the School District about what that looks like. Supervisor ronen okay. Last question is for the b. L. A. Thank you so much, chief, for answering all these questions. I know this is primarily focused on the sfpd, but how many policy suggestions has the d. P. H. Made to the Police Commission over the past few years . I didnt even realize that was part of their duties. Ive never seen a policy come forward from them. Its never crossed my desk, so im wondering. Yeah, they do all the time, supervisor. We have a process for that. Its called the box report. Named after parks, our former Police Commissioner. So quarterly, the d. T. A. And the Police Department have to present to the Police Commission policy recommendations. Often times they come from d. P. A. , when b. P. A. Investigates the situation and they see things that can improve the process. Or from whatever input theyre getting from the community or theyre own what they see happening, they can recommend policy changes. And they do. The process is we meet with d. P. A. In a spark meeting. The results of those meetings are reported to the Police Commission. So thats the venue. Even aside from that, there are sometimes discussions had between the director and myself or the executive director and whoever the d. P. A. Point person is, often times its sandra marion, who is the policy expert. And policy recommendations will be born from that. Our recent useofforce policy is a good example how that partnership worked. We saw changes in the useofforce based on the incident in about three weeks which is lightning speed for the city and the Police Department. D. P. A. Was a big part of that. They had input. They turned around the input in a matter of days and we were able to get these policy recommendations before the commission in a matter of weeks. We have another one that will be presented tonight. Three and a half weeks in the making. So they are a big part of it. Supervisor ronen okay. If you follow the reports, you can see what the recommendations are. Supervisor ronen okay. Sorry, i had mentioned that it was part of the b. L. A. Report. So, nick, did you have anything to add . Nothing to add, except when the citizenses complaints was transformed into d. P. A. , it expanded their mandate and one of the functions was this policy recommendation, so its a newer function. Supervisor ronen thank you so much, both of you, thanks. Supervisor fewer supervisor ronen, are you sure youre done. Feel free to ask the questions, this is what the hearing is for. Supervisor ronen dont tempt me. Im done for now. [laughter]. Supervisor mandelman i will try to be brief. I do want to thank the chief for your commitment to reform, longstanding and all the work that youve done since coming to San Francisco. I think that i am very glad and grateful over these last few weeks, months, weve had you at the leading our Police Department and i want to thank you for the tone you have set. I also want to just underscore your point that reform is not cheap. And if we want to continue to make progress on improving our Police Departments engagement with community and being able to monitor what is going on and have these continuous policy improvement cycles, that requires staff to be able to do that and is resource intensive. Lastly, i want to thank you for your openness in looking at ways to have functions performed by your department that might be performed better by other departments performed by them. I have a couple of factual questions. I notice both your charts and the b. L. A. Chart this is a question for both of you sort of set 2010 as the baseline year in terms of staffing and budget. Im wondering if that is the best year or the most sensible year to do that because it seems to me 2010 reflects would probably reflect a few years of attrition through that or actual cuts, through that recession. I dont know if either you happen to look and say, 2007, 2008, and what numbers look like at that point . But id be interested if you have a response, great, but i would be interested in seeing how we compare that. I think for example public works when they presented to us was careful to make sure they were comparing back to prerecession numbers, so you may want to do that as well. Yes, sir, thank you. We didnt do it for this, but its a good point. We can take a look. That is a factor. Thank you for offering that and we can actually take a look. Supervisor mandelman i think youre numbers are not adjusted for inflation. So 2011 and 2020 dollars are 2020 dollars, right . Thats correct. Supervisor mandelman then i guess i am also i like like almost every other san franciscan i think, am enormsly frustrated with the response to homelessness. You actually, i know, have been an advocate for some time for building out the Behavioral Health street resources that either complement your officers who are going out on their own, could be a more effective response. I know, you know, this has come up in Mental Health s. F. As a court component having these crisis. It came up in the Meth Task Force we did. And i think its something that we all recognize it, as i happen to make a 911 call for someone who was clearly in distress. And the first folks on the scene were police. And they were great, engaged no more than they needed to. Did the evaluation and when the ambulance was available, the ambulance came out and those folks got the ambulance. But it is interesting in terms of the resources we have available, i called i actually didnt make a 911 call, i called mobile crisis. Probably best to call 911 if someone else had already called 911. The fact that we have such anemic resources in terms of actually getting teams Behavioral Health teams out to respond to what is a daily occurrence on many, many blocks throughout the city, seems like a problem. And it also seems like increasingly your officers are, you know, leading with services which is great. Some of my constituents feel like lead with services and then leave. Like, there is nothing that comes after services. There is no enforcement. And often, there is tremendous frustration about the actual illegal activity, disruptive activity, noise, drug sales, you know, all of the wildly disruptive activities happening in some cases right outside residents windows. Sometimes working their way into neighborhood commercial businesses. So it feels like there is a need for an enforcement response there which we dont seem to get the extent which many of my constituents would like. It also seems like in a whole lot of cases, the First Response doesnt need to be an officer. So having these, you know, very robust well relatively robust teams of officers who are not untrained. I mean, whoever said that was just wrong. Many of these officers have received extensive training and are actually quite skilled at engaging with unhoused folks, but we dont need an officer to do that if its just an offer of services. So i think being really, really mindful of what were trying to do with which workforce and trying to get people out to do engagement with the person to take that person to the hospital, versus breaking up a drug ring that is terrorizing a neighborhood. And you know, i think as you go forward in thinking about your budget, as the mayor thinks about your budget, as we think about your budget, i think we should think about how the right people are doing the right job. And you have expressed complete willingness to do that, so thank you. Supervisor fewer supervisor mandelman, is that it . Done . Supervisor mandelman yep. That is it. Supervisor fewer okay. Thats great. All right. I just have a few questions and comments. So i just want to say, first, chief, i want to thank you for your time here. And for the presentation and i want to thank the b. L. A. For this presentation for their study here, but not only this, i think that everyone on this committee should look at the audit they conducted on the staffing that was actually commissioned by president yee. I think it is very informative to this conversation were having today. It will give [inaudible] i just want to address, first, that if you had been following any of the Budget Discussions for the last three years, you will know that overtime and also civilianization has been a mujahidehuge topic. I want to talk about a little week because supervisor walton asked about ambassador. That Ambassador Program was not for all San Francisco. That was to specifically by the mayor to have those retired Police Officers around union square, if you recall that conversation. We had an extensive conversation about that, and it was because there was an uptick in crime and they didnt couldnt they felt these retired Police Officers would be the eyes and ears of the street. Quite frankly, i fought against it. We lost. That was in the budget. So i am wondering since were not deploying those folks what happens to that money that was allocated for that purpose . And i just want to say, the Ambassador Program was just last year. And theyre very different than the reserves. Theyre out in the streets doing parades. Theyre volunteer. Theyre regular residents of San Francisco that go for the training. And they are trained. They are unarmed. And they actually are eyes and ears also on the street, too. And then i just also want to talk a little bit about just to answer questions about overtime. So, you have sort of, i think consistently, the Police Department has consistently had an overtime budget of 20 million. I think last year what happened is that many supervisors asked for more foot patrol. And so in order to have the foot patrol and the ones near bart and everything else, we had a conversation about overtime. I just want to point out you know, that conversations about the budget and the Police Budget in the previous years have been very frustrating. One, i think that we, you know, president yee and i talked about this civilianization. The b. L. A. Report audit showed 209 positions that could be it willen civilianized. They agreed on 50 positions. We had hoped to get more uniform cops on the street and not in the civilian position, but its been frustrating. So when you bring up these comments about i mean, when we talked to the supervisors about what we can it also means that supervisors actually have to be willing to vote for it. So i want to talk about the overtime budget last year. It was supervisors that were very, very reluctant to say they would sweep that overtime so everything always is this compromise a little bit because we realize that you have different personalities and sort of districts at the table here. So i want to say about the overtime. Some of it is mandatory. We completely understand that. You have the vacation planned for your family, all of a sudden, there are protests. Every available person has to be there, all watches are cancelled. That is considered an overtime that is mandatory. Court time, you get a subpoena, you must attend. That is mandatory. So the idea that all overtime is really impossible and also it is probably i think we all agree under labor law that if people are working the extent of their hours, they should be compensated. And by law, they must be, but there are things in the report. And i would like my colleagues to study that report about the Police Staffing report, that i think we could make headway on as the b. L. A. Has suggested. And i also want to mention about the matrix report. The matrix report that you have referred to, chief, was really commissioned before covid19. And it was actually really heavily relied upon in Response Time. And i dont know if that is the best indicator of whether or not we would need more staffing. Im just saying that i have the report. Im going to dig in deeper, but i dont know if its the right measure to say its about the Response Time and therefore because of the Response Time that they should be smch. But this is related to the covers around budget and hsoc. And also the positions i think. And i think everybody agrees, you do, too, Police Commission agrees also, as does the labor representative, that there are situations police should not respond to. And Police Skills are better utilized in another situation but not needed to get services or things like that. We should be looking at hsoc. You have the Police Department, hsoc was supposed to be this citywide effort. So Public Health needs to be much more visible in the hsoc, relieve the Police Officers from the duty and they need to put their fair share of personnel in there. And that is where the downfall is. So i would like my residents about a homeless situation not to call the police, because theyd come to me and say the police cant do anything. But id like to see those funds shifted perhaps to Public Health, because Public Health actually is the one that should be staffing this and should be the main staffers of this hsoc unit instead of the police. It is ridiculous that the police are have so many Police Officers allocated to that. And then i just also want to i have questions for you, chief. I think that when we look at when we look at some of the units that you well, first, im going to get to, i want to really talk about the airport. So, chief, what is the procedure that does the Police Commission have to approve [inaudible] sworn officers to [inaudible] chair fewer . I dont know if its just me listening to you and your breaking up. If its just me, ignore it, but if everyone else is hearing you halfway breaking up i dont know if thats true. Supervisor fewer am i breaking up . Youre breaking up, chair fewer. Supervisor fewer let me turn off my video. Does that help . Does that help things . Its a little better, maybe. Supervisor fewer is it a little. Yeah, its a little better. Supervisor fewer okay. This is a new laptop that the district gave me. Thank you. Can you hear me now . Yeah. Supervisor fewer okay. So i think its a question about the allocation of sworn Police Officers to the airport. Is that need to be approved by the Police Commission . The Police Commission can restructure the Police Department. It has that authority to organizational structure of the Police Department. I also, though, with i know on the call, and part of the discussion, my strong recommendation, it would be to talk to the airport director about the needs of the policing and security at the airport, because there is a very complex set of circumstances and i dont i just recommend that all the complexities that go into that be pushed out in order to have that discussion. So im willing to answer and able to answer any questions. I have deputy chief on the call if you want to go into that. Supervisor fewer okay. So i just want to say thank you so much for attending this hearing. I do have questions about this, because i think that what the b. L. A. Report shows, that you have over youre going to have over 200 sworn Police Officers. You now i think have 177. Youll have 226 sworn Police Officers at the airport. Is that correct . Yeah. That number sounds right, supervisor. Supervisor fewer okay. So there is a deputy chief there . There is a commander. There is a captain. A lieutenant. You have sergeants. I am looking at the arrests that happened at the airport. You have 23 226 Police Officers there. This year, to date, there were 144 arrests. To date. And you have 226 there. I perhaps should ask the is it commander ali . Or is it captain . Commander . Its deputy chief ali, maam. Supervisor fewer deputy chief, my apologies. No worries. Supervisor fewer how many Police Officers are detailed to, for example, tenderloin station . Unfortunately, i dont have that exact number, but i believe with the redistricting, theyre well over 100 officers which is a difference from the past with the redistricting. Supervisor fewer how many arrests . Its about 150. Supervisor fewer how many 150 . 150. Supervisor fewer how many arrests do you think that station makes . Yeah, how many arrests do you think that station makes . Tenderloin station is one of our higher stations that make arrests. So i dont, unfortunately, have the exact number in front of me. Supervisor fewer because, um, i am looking at the rest of the airport. I see out of the 144, 31 of them violations are vehicle code infractions. I am looking at some of the things, you know, 15 arrests, marijuana transport out of state. The reason i bring this up is because we have heard time and time again and from everyone including the labor representative of the San Francisco Police Department, that the Police Department is understaffed. So we look back at 2011 numbers. We have 1804 sworn Police Officers. In 2020, we have 1828. Our population in San Francisco has grown by over 100,000. And yet we see that youre allocating 226 Police Officers to the airport which they have made 144 arrests this year. Does this seem like for the director of the airport, does this actually seem like a good use of funds . And as airport director, is it not your job to be looking at cost savings, especially during covid19 . Yes. Thanks, chair. Madame chair, good to be with you, members of the board. Thanks for allowing me the opportunity to talk through how we think about policing at the airport. And you know, its a very complicated setup with a complicated group of Law Enforcement agencies that Work Together in partnership. So its s. F. P. D. Is our leadership Law Enforcement agency. Then we have san matteo county supervisors. We have the t. S. A. We have the contractor to the t. S. A. Under covenant. Our customs folks. Along with f. B. I. Bart p. D. And then the security forces. So we have a large security contingent at the airport. And i preface my other comment to say that a lot of what we rely upon p. D. Sfpd to do is to be that leadership Law Enforcement for the airport and be a deterrent to the bad things that could otherwise happen at airports. So it is a very proactive stance. The numbers i understand your concern with the numbers, supervisors, but its a very proactive stance in protecting the airport given the nature of the desirability of airports to terrorist attack. Along with the amount of people that do travel through our airport on a daily basis. And precovid, we would have, you know, 180,000 people coming through the airport. And 46,000 people actually employed at the airport. And so what we did in 2018 was rebaseline the needs of the airport for sfpd. And we actually came up with a number of almost doubling the police force. Again, ill refer back to that. The importance of the stance of the airport in protecting the passengers, the employees and the facility from the kinds of things that have increased in frequency on a global basis. And so that visible presence that sfpd brings is really important. And so we rebaselined the needs of the airport and came up with a doubling of size of airport staff, partly driven by the expansion of our facilities. A new hotel that requires policing. Our harvey milk terminal one that we opened up and continue to work on. And a number of other projects. So we developed a model to say, what is the right level of p. D. Staffing at the airport . Not driven by arrests, but by a proactive stance of protection of a facility, of an asset to the city and county. And then you know what p. D. Brings to that is the Community Policing aspect as well as, you know, a lot of other elements to their work, patrolling, both motorcycle patrols, airfield patrols, Traffic Enforcement. Our k9 units dealing with homelessness issues here as well. Addressing drug trafficking. And mindful about Human Trafficking and supporting the issues around Human Trafficking. These are how we determine what the needs of the police force are out at s. F. O. Supervisor fewer we know that oakland and other airports have sheriff and you, yourself, said sheriffs in san matteo county also assist you. And actually sheriffs are, through this b. L. A. Report, shows that you have a cost savings of 5 million a year. And also that sheriffs are peace officers in the state of california with every single same Legal Authority under the state of california as a peace officer, the same as sfpd and, in fact, many of the sheriffs go through sfpds academy. And also, you are not the Police Officers that you get arent new Police Officers. The Police Officers that you get at the airport are Police Officers that have passed their training, that actually have tenure. These are the Police Officers that we need on the streets of San Francisco. So my question to you is, why wouldnt you look at and explore i know we had a conversation maybe about two months ago about this idea. And im wondering, did you ever speak to anyone on the Police Commission about lowering your costs by using deputy sheriffs instead of sfpd . You know, what i looked at was the airports. I talked to the al amida county Sheriff Office and my counterpart in oakland, what they described to me was the level of engagement of Alameda County is a low level of policing needs at the airport. In talking with the director, its because of the level of the complexity of the operation and expansiveness of the facility is different. The Facility Needs are completely different. So the parallel with oakland and those other parents, you know airports, the scale of the airports are different than s. F. O. Then thinking about my priorities certainly is the safety and security of s. F. O. Passengers and employees. And what is the best interests of that. And ive been so pleased with both the leadership of the p. D. , including chief scott who is very engaged in our operations and understanding of what we need as well as deputy chief alley, that im concerned about what a change would look like because of how important of an asset this is. Its not about yes, its about the dollars, but the dollars dont translate to a savings to the city and county of San Francisco or an increase in the annual Service Payment for the city and county of San Francisco. What it translates into not that its a bad thing but a savings for the airline. Were a residual financial structure airport, so the savings would benefit the airlines costs which, again, not a bad thing, but doesnt benefit the city and county of San Francisco. Im very respectful, appreciative of the needs of policing of city and county of San Francisco proper, so i you know, i appreciate the stance and the desire of what were trying to achieve. Im just looking out for the best interests of all of the travelers and employees at s. F. O. Im concerned about what this transition would do to our stance. Supervisor fewer my second half of the question was, did you ever bring this idea to the Police Commission at all . I mean the Airport Commission . I wrote them a memo about this and let them know this was discussed at the board. I did not solicit any feedback at this point. Supervisor fewer okay. Because san matteo does all the investigations for the Police Arrests there. The Sheriffs Department has the k9 unit and the s. W. A. T. Team. I think part of it is that this board and this city has funded Academy Classes which we cant sell [inaudible] cant fill, a lot of them dont pass the academy. I think 20 do not pass. You are taking a resource from san franciscans to the airport, which is covering a job that actually other Law Enforcement agencies can do. I know that it is hard probably to think outside the box on this. I know that it will be a big switch. To be honest with you, when you talk about travelers from other parts of the world coming here, they do not recognize the difference between someone in blue and someone in green. Theyre all wearing badges and wearing firearms. I think it is time that we actually if were to look at that we we are losing Police Officers very quickly in San Francisco through retirement. That we will continue to have a hard time to recruit. That the fact that airports actually take not new recruits, but actually take Police Officers that actually tenured that have passed all the training and are experienced and they are at the airport. And in one this year, 144 arrests. All im saying is that i think there is time for a conversation here. I think that there is a time for a conversation to think outside the box and think about a different way of doing things. Even last year, the full year, 456 arrests. Okay . And when we look at those numbers, Sheriffs Department, they also are Law Enforcement. Im just trying to see how we can i mean 53 arrests were interfering with the business establishment. I think they can handle that. I think entering real district without consent, 24, i think they can handle that. [please stand by] [please stand by] with a 1. 5, 1 billion dollar deficit. I actually think that for the regular you know, on the street, this is what i think most of my colleagues would like. When they say they want they want more on your street. I get that when i look at your command stuff. Its important to have them for the form, but actually in times but chief, with all due respect, the reforms has been slow, and even californias Justice Department have said its been slow. To justifying this increase in the command staff when actually the reforms have been going slower than even anticipated by the California Department of justice, i think it brings up some questions about the subject. And then i just want to say another thing is about when we are looking at civilianization. I think its a low number. I think we could do better. The report puts it at 203. I think were going to revisit that conversation again when we have the Budget Discussion because i actually think that we could do more than that, and i think we can do better. And i wanted to know how many vacancies do you have now, chief . Currently, supervisor, the number is 153. You have 153 vacancies . Yes. And would you say that most of them are q2 to q4, in the q category . Yes, the majority of that is going to be there, yes. Okay. And is it your goal to place all the 153 vacancies . No, supervisor, we are definitely going to have to cut our budget, and thats going to be part of the at least our recommendations are part of the cuts. Is to not fill the vacancies . Yes, as i said earlier, what were trying to do is not shrink the department, particularly because were already short staffed, but at least be able to hire to attrition. So that 153 is outside of attrition. Got it. And then you i know that youve been having discussions with the mayor about redirecting resources. Can you give us an indication of where those savings may come from . Well, part of it is what you just asked the question about. Those positions that have been budgeted will be redirected, and we are looking at we are looking at efficiencies, of course overtime is one of the areas, and its an ongoing discussion. We are working with the Budget Office as we seek on whats that final phase look like before it comes to the board of supervisors, and we have not finished that process yet. Okay, got it. And then i just want to say a little bit about, oh, one of my colleagues asked about the traffic unit, and i want to say that actually one supervisor and i actually advocated for more motorcyclists because ive had fatalities in my district by pedestrians dying being hit by cars and very little enforcement, and so we know the traffic unit is the one that does the enforcement, so we cant meet our vision zero goal without having enforcement, and thats exactly what the traffic unit does, i did want to explain to my colleague. And then, chief, would you ever, are you ever considering looking at the specialized units and how they are staffed and knowing that we have a 1. 5 billion budget, are you looking to maybe slim down, trim down some of those specialized units . Yes, supervisor, we are looking at everything, to be honest with you. I mean, were really taking a zerobased budgeting approach on this, examining our units, specialized as well. I mean, we dont have a whole lot of specialized units, but we do have specialized units. They are units i know, like, the s. W. A. T. Unit was on the report as a nonessential it wasnt nonessential. I forget the terminology that was used. Some of that i dont totally agree with. I think in an urban Police Department you need that type of unit to deal with the things that we are seeing in todays society. But there are some things that units on there that we are looking at in terms of how can we be more efficient, are these units Still Necessary for policing today, and all thats happening right now. Okay, and then i just want to say that what do you think should be the level of your involvement in asoc . We know you are really highly staffed with the asoc. What is the level do you think that you should be that we should be staffing that . Well, supervisor, our Police Commission let me ask you a question. I would love to see a reduction in the Police Responding to calls, noncriminal calls that relate to homelessness and those issues. Do you think there is going to need to be Capacity Building in order for that to happen . I think theres going to have to be some reallocation of resourc resources. As you probably remember not too long ago there was a resolution speaking to that very issue with the Police Department, including myself, had input in drafting that. Its been spoken about this before. I dont argue with that at all. Yeah, i know. But i do think we have to create the capacity and the infrastructure to shift that, and thats a process as well. So you know, part of our response is because we are getting those calls, and somebody had to go and we try to do that in a way thats inclusive of the other departments, to triage these calls as best as we can. You wont get an argument from me on that issue. Okay. And then do you know your budget for 960s . No, i dont. I can follow up with you on that. [indiscernible] expenditure. Yeah, the expenditures for the 960s, and then in light of our budget conversation were going to have, could you also give me a list of where you empl employ 960s and the kind of positions they are doing . Yes, i can do that. Because i think this also comes into our conversation about Police Reform. Yes, we can do that. And then, chief, what did happen with the money, the retired Police Officers, [indiscernible] you werent able to implement that, or were you able to implement it . What happened to those funds . Did they go back into the general fund or were they reallocated into your general budget . They go back into the general fund. All of our salary savings, like this program that we werent able to implement in the fiscal year, has gone back into the general fund. Got it. Okay. I think im done. I want to thank my colleagues, but chief, i really want to thank you you, the director of the airport, and thank you, mr. Bla, madam clerk. How many callers do we have for Public Comment . Yes, madam chair, there are approximately 200 callers listening and 130 in the queue to speak. Okay. Considering our time constraints, then i think we will take one minute of Public Comment and we can start taking Public Comment now. Thank you very much. Would you please call for Public Comment on item no. 2, the budget appropriations committee. Thank you very much. Yes, madam chair. Operator, please let us know if there are callers that are ready. If you have not already done so, please dial star 3 to the added to the queue. For those already on hold, please continue to wait until the system indicates you have been unmuted. Please let us know if there are callers who wish to comment on item no. 2. There are currently 144 callers. I will submit the first caller. Hello, caller. Hello. Please go ahead. Okay, i can continue. Im one of the first people to be speaking on the budget, and i just wanted to say that i appreciate supervisor fewers intent to look at how we fund policing, and the other people who are concerned with removing policing from the city and functioning and how it harms black people. I would also like to say that all these efforts should be going to healing black people from harm at how the particular population is impacted by overpolicing, not only from sfpd but also from the community. I do applaud San Francisco Police Department for looking [indiscernible] proxy, when there is no Law Enforcement officer around we still catch a lot of things. Again, thank you, supervisor fewer, for your hard work. Next caller, please. Supervisors, first and foremost, let me bring to your attention that you are using the telephone number and it cost us money. And then i noticed in your deliberations about 60 of what you are talking can be taken offline. Having said that, we have to address quality of life issues in this city, and some people have alluded to it in a very general way, but none of you supervisors want to delve into those things that are adversely affecting quality of life issues. You talk about violence with black and brown, black and brown. And then you talk about cutting or defunding, you have to be very careful, because its very easy to say to defund, but it is very difficult to replace. So you supervisors need to get your act together. Salaries have to be cut. Thank you very much. Thank you for your comments. Next speaker, please. Hi, id like to say its well past time to defund the Police Department. [indiscernible] completely [indiscernible] we dont need more [indiscernible] but trying to get rid of [indiscernible] theres a reason all [indiscernible] two reasons. First of all [indiscernible] move to a model where we actually support the people of this city, have social services that function and [indiscernible]. Thank you for your comments. Next speaker, please. Hello. Good afternoon, supervisors, chief scott, city staff. I live and work in San Francisco in district nine. Thanks so much for the presentations and discussion, and thank you for your service to our city. I live just four blocks from where alice nieto was killed, and im calling to request that the city enact substantial cuts to the sfpd budget and to redirect that funding to Public Health, Mental Health, housing, education and other services for our communities. Im grateful for chief scotts comments on reforming sfpd, shifting from a warrior to a guardian mindset. But the fundamental problem i believe is structural. We are asking sfpd to do so many jobs that we should have asked others to do. We need to shift resources to programs that are better placed to build up the health and safety of our communities. We especially need to [bell ringing]. Thank you for your comments. Before i ask for the next speaker, i would like to ask the interpreters to provide direction for Public Commenters that may require their services. [indiscernible]. Either or. [ speaking alternate language ]. Thank you. In spanish, please . If you move on, and if arturo comes back on, well have him make a statement. Okay. Thank you, madam deputy. Next speaker, please . Hi, my name is emily lane. Im the director for [indiscernible] working, organizing communities i really appreciate all the information and questions from supervisors to the police chief. I think this is a great first start to getting more information about what is really inside the Police Departments budget and how can we focus on redirecting that budget so that its divesting from Law Enforcement and armed response to really moving towards communitybased responses and investing in communities that have been most impacted by overpolicing and police violence. I really want to appreciate and echo that supervisor fewers comment that we really need to think outside the box this year, particularly because we have such a huge budget deficit that we really need to look at what are alternatives, given that we need to look at cuts across the board and that we know that a lot of times our Community Services are the frontline safety nets, and we really need to look at investing in Community Services instead of more policing during this particular year. As well as supervisor waltons comment that, you know, resources are actually not allocated across the board equitably in San Francisco, and that we need to look at, you know, where certain neighborhoods are seeing more resources given and where particularly communities are most impacted by policing. I just wanted to say thank you for the time and im glad to be working and moving this forward as communities. Thank you for your comments. Next speaker, please. Hi, my name is erica laggerness. I live in district 5. I want to say Police Reform has been proven time and time again to not be effective. The brutalization cannot be fixed murder and abuse who have had training and reform in departments have still committed these injustices. Saying this is a Police Reform issue instead of a defunding issue ignores and invalidates the issues behind police. The budget is overblown and too high, and the idea that we need a huge Police Presence is actually prevaided since the 70s and is really kind of a myth. Theres been Research Done with over 800 and several policed cities of the United States that has shown that individuals living in heavily policed areas [indiscernible] for inconsequential reasons but feel abandoned when police are called upon for violence or other lifethreatening issues. Police dont provide significant Crime Reduction as the police are trying to prove the connection between the actions and Crime Reduction, and the idea that violent thank you for your comments. Next speaker, please. Hello. Yes, we can hear you. Can you hear me . Thank you. Hello. My name is nadia galtman. Today we are finally seeing all over this land a dismanting of a system whose foundation has always been to protect the rich white man and his property. The police have never been peace officers to protect our communities. At last is vision is crystallizing to create a compassionate society. With just the Police Budget alone, we can fund so many of our social programs so we all have housing, food, health care and equal education. Dsa socialists and justice has gone to the entire Police Budget and are ready to present and enact our plan. We want 20 minutes at future board of supervisors proceedings to present our line item budgets for the first stage of defund, disband the police and refund the community. This is the work preston was referring to. For too long you have paid experts with our money to create pr for the police. We did the work and we demand the time. It is time to find safety by caring for one another as the thank you for your comments. Next speaker, please. Hi, my name is mark solomon, and i was on the team that tasked 2003. We beat the pla at the ballot box. Policing for decades now, weve tried reform and can wait no longer. People dont need guardians or containment. Weve had 16 years to wait and were finally at the point where the police agree with us that we dont need police as a first point of contact. We need an unarmed Public Safety function that is the first point of contact to resolve disputes and minor enforcement. Time to shrink the armed force down to a bare minimum so it can respond to real violence. The report krirms that it is time to apolish the sfpd and poa and imagine Public Safety. Thank you. Thank you for your comments. Next speaker, please. Hi, im a family physician. I work for the Public Health and trained at San Franciscos general. Im also a native san franciscan and a resident of district 9. Im calling as a physician and as a Community Member for the defunding of the sfpd. If our goal is to have Healthy Communities and to have healthy individuals that live in those communities, we need to divest from police and invest in Behavioural Health services, jobs, programs, community support, organizations. There are alternatives out there. Theres amazing organizing happening that is [indiscernible] board of supervisors to be visionaries in the reapportioning of this budget to actually heal our communities rather than causing the harm of policing and frustration. Thank you for your comments. Next speaker, please. Hello. I am a law clerk in richmond. I would like to start by saying hello and thank you to supervisor fewer for her representation. Id like to use my time to advocate for divesting from Current Police practices. I believe that were spending far too much on a system that does not help people and i believe that limiting the Police Budget will force administration to make tough decisions and get rid of the socalled bad apples. There are over 100 officers on the list, officers Whose Department doesnt want them on the stand because it would be bad for the pursuit of justice. Getting rid of these individuals would save over 10 million in salaries. One person was given over 700,000 in 2018 in compensation, despite being found unfit to serve as an officer. Taxpayers are on the hook for people like him and his salaries. Thats not fair. A bad cop should not be paid more than mayor breed and chief scott combined. We have to limit the budget and invest in thank you for your comments. Next speaker, please. Hi, my name is rosie and im a resident of district 6, and im calling for the board to defund the sfpd. I appreciate the presentation given today, but it only proved even more that what were doing right now is not working, and giving more money to the Police Department will not work. The Police Department, unfortunately, is fighting a systemic battle and adding more money to their coffers will not help. We need to invest in our communities and be able to spread our knowledge rather than just continue to police black and brown people. Thank you. Thank you for your comments. Next speaker, please. Law enforcement is not Public Safety. Law enforcement is terror organized to uphold White Supremacy and capitalism. When a landlord doesnt make repairs, when my boss steals my tips and cheats me out of overtime, do the police show up and arrest them . No. But they will come and evict me from my home. Policing is rotten to its core top to bottom. Theres no [indiscernible] they do not recognize the legitimacy of oversight and the people are too stupid to recognize stop the cops as [indiscernible] sfpd entirely [indiscernible] to the ground. Lets fundamentally change how we respond to the concerns we are now currently addressing [indiscernible] the resources currently need to go to addressing the [indiscernible] health care, education and thank you. Thank you for your comments. Before i call the next speaker, i think we have mr. Costenza, are you back on the line . Yes, im back. [speaking foreign language] [speaking spanish]. Gracias. Thank you, sir. Thank you. Operations, may i have the next caller, please. Hello . Yep. Hello, caller, go ahead. My name is alona. Im a resident of San Francisco and also a teacher in the city. I am calling with everyone else to demand the defunding of the sfpd in this years budget. We ask for those funds to be redirected for Public Health, housing, reparations for communities that are targeted by policing, imprisonment, including black, people of colour, communities and the unhoused. It is completely ridiculous that the [indiscernible] facing 26 million to cuts. It does not reflect on our city well. And also it does not make sense for us to be funding our police to deal with the people and our communities who are in crisis rather than ignoring the roots of those crises in the first place. Reforms have been attempted in the past and it has not worked. Its been ineffective and the funds need to be redistributed to programs that make the biggest difference, housing our homeless, teaching our young. Black students represent only 7 of the student body this year but 40 of all sfufc youths that were arrested your time is concluded. Thank you for your comments. Next speaker, please. Hello . Can you hear me . Yes. Hi, im a high school teacher. Ive been working in sf unified since i graduated high school. I began organizing around the time that someone was killed by sfpd, and i went through a lot with his mom as she tried to get justice, and i think that the way that she was able to be given some sort of justice from the city was to be given a little bit of money, but that money came from the general fund, and that money really did not impact the Police Department. And i feel like thats not reparations, and what we need to be focused on right now is repairing some of the damages that have been done, and i think that needs to be come in the financial form of, you know, money coming directly from the police, so their pensions and their money and their income and their salary and their overtime to get invested into these communities where we lost young peoples lives. Like, those young people were the time has expired. Thank you for your comments. Next caller, please. Hi, good afternoon. Hi name is edna and i live in San Francisco in district 4. I would like to echo the calls to defund the police. Communities have been most targeted apply policing and imprisonment, including black, indigenous and people of color, trans people and the unhoused. Community groups that i trust have identified specific cuts you can make right now collected at defundsfpdnow. Com. We must imagine what Public Safety for all looks like. Decades of reform have failed. I have heard chief scott and others say on several occasions that more fund while the intentions may be good, the sfpd has failed to complete even 25 of the recommended reforms in the last four years. Sfpds own reporting in the last quarter of 2019, 76 of all [indiscernible] people of colour. To continue to say increasing funding will lead to successful reform is disingenuous. This pace of change is too slow and is unacceptable. The time has concluded. Thank you for your comments. Next speaker, please. Hello, can you hear me . Yes, we can. Your time starts now. Thank you. Good afternoon, supervisors, calvin click, legislative Affairs Office for the San Francisco youth commission. Im just prefacing my comments by saying that two days ago the commission unanimously approved a resolution around the funding the sfpd and investing in Community Health and safety, which i will refer you to. Theres a lot of recommendations about actually investing in Community Safety in