This meeting will come to order this. Is the June 24th budget and appropriations Committee Meeting. I am Matt Haney joined by supervisors. I want to thank sfgovtv for broadcasting this meeting. Do you have any announcements . Yes, mr. Chair. The minutes will reflect committee members participated through video conference. The board recognizes that public access to City Service is essential. Public comment on todays items shall occur at the Committee Meeting on Friday June 25th at 10 00 a. M. Alternatively, you may submit public comment in the following ways. To myself, budget and appropriations committee. You may submit via email and it will be forwarded to supervisors and included as part of the official file. Written comments may beep sent through u. S. Postal service to City Hall Room 244 San Francisco california. Mr. Chair, this concludes my announcements. Thank you so much. Can you please call items one and two together. 1. Budget and Appropriations Ordinance appropriating all estimated receipts and expenditures as of june 1, 2021 for the fiscal years ending jun. 2. Annual Salary Ordinance and enumerating positions in the annual budget and Appropriations Ordinance for the fiscal years ending june 30, 2022 and june 30, 2023. I want to reiterate the process. Hold Questions Anything after the bla proposed. Departments will have an opportunity to say a few words. After they finish we will discuss the savings and ask any remaining questions. Each department is free to go after questions have been answered. We may need to meet on monday. We will not take public comments today. Comments were made last week on these items and also we have a public Comment Day this friday, June 25th all day. I want to call up the juvenile Probation Department. Welcome. Good morning, supervisors. We are grateful for the opportunity to work with the bla in agreement with the proposal and the reports they are providing to you. Thank you. Thank you, Chair Haney. Our recommendation for the juvenile Probation Department page 3 of our report. We recommend reduction to 120,000 in fiscal year 2122. All of the 120,000 reductions are ongoing savings. These would still allow increase of 5. 5 of the fiscal year 202122 budget. We recommend closing out prior year encumbrances 3,607,000 for savings 123,607 in 2122. We have recommended reductions 120,000 in fiscal year 2223. These will allow increase 489,000 or 1. 1 of the fiscal year 2223 budget. As director noted, we have agreement with the department. We are available for any questions. Thank you so much. Any questions for juvenile probation . Superintendent walton. Thank you so much. I do have a few questions. I see Director Miller you have five vacancies you do not plan to fill. Can you provide us with the cost of those five positions . I see Director Miller maybe there is some disagreement on your face is that not true . We have vacancies we expect to fill. I want to make sure we are talking about which positions we are talking about. The five positions listed in the report you are speaking to, President Walton . Correct. What is the cost of those five positions . The positions that you are referencing are those mentioned from our Recommendation Number two or just trying to locate those positions real quick . It is from recommendation yes. IF You just give me a moment, i will look that up. My understanding those are unfunded positions. They do not have funding attached to them at this point. No funding attached . Yes. Got it. Also, as i think about the fact that we are in a position where we are closing down juvenile hall, i am thinking we will put current vacancies on reserve. We will talk about that a little bit more. What is the exact budget for over time . The overtime is budgeted across the divisions that we have. Let me pull it up. From the current year to next Year Reduction of 325,000 in overtime proposed. They are allocated across the services and administration. The vast bulk of overtime is for the hall. It is positions post positions. Ratios that we need to add here to. That amount is 820,000 towards the hall for over time. 86,000 budgeted for probation services over time for the coming year. 30,000 in our administration. I will note administration is where our custodial and engineer positions are. If there has to be over time repairs done to the facility and this year there was a lot of over time in sanitation because of covid that is why there is over time budgeted for administration. Probation services and the bulk for the hall. We did base it. [ inaudible ] we are waiting for a response from dph. Did 14 positions in the hall. Where do they work from . In the hall, in an office in the current facility . Dph positions . Yes. The Health Clinic is in the hall. They have office and medical space in the Hall Facility itself. They all work at the clinic. Some in the building as part of the program. Essentially they are health arms that work directly in this building. I will leave it to them for the breakdown of positions across the two. As you know, the board of supervisors we want closure of the hall by the end of the year. There is no way i can see providing jpd2. 2 increase for the next fiscal year. It just doesnt make sense, particularly the direction we are going because we are pushing to close the hall. I think we will push for putting most of this in reserve and at least see where we are in terms of plans which obviously we all know the goal is for the end of this year. President walton are you speaking about allocations for the hall or any allocations across the department . I am going to sit down and go through what exactly we are thinking. Right no the easiest thing to do is not allow 2. 2 increase to move forward unless we put it in reserve. One thing i would want to offer into the conversation is reminder that when you look at our hall costs, there is what looks like significant influx of State Money coming in that reflects as hall expenditure. I would like to remind the board that is State Money coming to San Francisco not to spend on the hall. We had to put it in as revenue. It is money coming to San Francisco for us to realign the function of no longer being able to send kids to bjj. This will be a local Programming Process how to use that money. We will come back to you with the results of that planning process. I do want to make sure when we look at what feels like increasing costs for the hall that we are always keeping in mind that money coming from the state is not intended to be used for the hall at all. I would want to caution against that in reserve as we will need it to activate the plan that we will bring to you for those. Know as amazing as you are that would be your statement. Putting that additional increase in reserve does not hamper your ability to plan for what you want to do with those resources. That is why it is in reserve. Putting in reserve is a much more productive and positive opportunity for jpd versus just completely eliminating or cutting the additional increase. I look at it as a compromise. Thank you, President Walton. Supervisor ronen. Thank you, chief miller. Again, i would agree with President Walton that, you know, and i know i told you this before that if there is any Department Head i trust in the city it is you. Having said that, it just doesnt make sense to me either that we are closing the hall and yet not significantly reducing the budget. Because of the pandemic i know this was all of us we had embarked upon a process working with unions and with dhr to figure out how to start transferring Hall Staff to other departments and the Pandemic Hit and we lost track of that or at least i did. I am not thrilled with even myself for not having completed that process this year because we should have, but that is something that we without a doubt must complete this coming year given the hall is going to close. I am just wondering. You mentioned several times that you believe there will be some attrition because part oF Your Work Force is Retirement Age and knowing that the hall is going to close that they will retire. I am wondering a question for you and the analyst is can we cut some oF Your Salary Line items expecting that this attrition without having to give notice. I dont want to do that. I understand the question. One thing i would direct your attention to is that probation has a very high attrician rate into our budget proposal. My understanding is it is significantly higher than other departments. I will give you the most concrete example i have. Look at probation services, for example. We have equivalent of six vacant positions built until to the division with only about 35 people. The only way we actually have a balanced budget a year from now is that the six positions remain open during the year. We inherited that. I came into a department with a very high established attrition rate. My concern about eliminating positions is that and as you know, i am a year and a half into this only fully deeply understanding how this works as i go. It is an evolving lesson. What i do clearly understand at this point is that if we do anything else with him nation of positions elimination of positions we will say we cannot live within the budget. We have to keep a number of positions vacant to meet the budget as presented to you. That is why in our first round of budgets we did overlayoffs. We didnt feel there was any other way to submit the budget. You assume attrition of six probation positions . Yes six vacant positions all year in the Probation Division. More than seven in administration. I dont have written down in front of me what the Hall Attrition is. I will get back to you on that. That is the most concrete way to think about it. We are trying hard to only have filled positions but that makes us not work with attrition as budgeted. Six vacant positions are probation officers inside or outside the hall. Not identified vacant positions. It is attrition. You are assuming that attrition will come from inside or outside the hall . We have it assuming everywhere. With attrition budgeted by division for us. Probation services i am giving you. It assumes that we will have equivalent of six Probation Division positions vacant throughout the year. You have mentioned that you were okay with reducing the budget an additional 300 hours of overtime above and beyond what the budget cut. No, that is what we proposed in this budget. What we proposed for the budget Year Reduction over 2021 of 325,000. You still maintain you need 820,000 overtime hours in the hall . Walk me through this. Between eight and 16 kids in the hall. You have 40 counselors. It is hard to believe you need that. Sorry. I will debtly remind us one month we had an an average of 8. Other months are higher. Couple weeks ago we had 19 kids. That is a small number of kids for the hall. It is not about the number of kids in the hall during the pandemic. It is the number of units we have to keep open during the pandemic. Our young people are spread out by design because of this moment in time. At minimum we always have at least one unit operating that we refer to as quarantining intake. Any young person that first comes in spends the first 14 days if they are here for 14 days on that unit. During that time they are tested twice for covid. We worked it out with the department of public health. We have these units running at any given time. We also have young adult in the facility. We have two quarantine units at times. We have youngest and oldest kids we have to put them together sometimes. Generally there is one quarantine unit. For the young people here longer usually at least two units operating. That is we are agile. Sometimes we have girls not with the boys. Sometimes it is because we have young men who we cannot safely house together. We have that. Then often now as is the case, we will wind up having one ongoing unit for young men up to 18 and separate for the 1825yearolds. We have had to move people around within the facility to keep things safe. Really a lot is the response to pandemic always having the quarantine unit. If a young person does have covid, they are housed on a separate unit. It is a lot of working closely with health separating out kids. Long answer to your question. We are still operating the facility with often four units going even though we have a small number oF Young people. I will note that when we started this process with the pandemic we even had Defense Counsel asking us if we could spread the kids out further and never had more than two or three kids on the unit because we were aware of the potential for transmission. We have unit three sometimes. It is the code for when we have a young person at general hospital. The week before we were last together we had a young person for over a week at general because they had been injured in the community prior to their arrest. Once the police arrest them and bring them to the hospital they are our responsibilities and we have to have two counselors 24 7 with them while they are there. Part of it is making sure we can cover could those things when they happen. The reason the over time is what it is. Our experience this year is with the numbers of staff we have had to draw on over time and fill in a number of shifts for people. We will see as the pandemic goes what that looks like for us. In this year we had a number of people out because of exposure, they could not come to work because of restrictions we put in place. I would say moving into this coming year my hope is we would see less of that. I also think as people start retiring and we need to keep meeting those staffing in the facility that we will use over time for that, too. You will see savings in salary over the coming year. On the flip side we will bring people in on over time. What that, have you been talking about whether or not pro protocols will change . We are in that conversation. Not all young people are vaccinatessed. We are offering vaccinations to those in the hall. I will share that. We view that on a regular basis. We are grateful for the department of public health. We have young people coming in who have not been vaccinated. Until we see those numbers shift i would be surprised. What is the percentage of kids coming in vaccinated . That is not a number i can give you today. We can follow up on it. It is a question to ask our health partners. In terms of outside the halls probation staff. You have 350 kids on your Days Load and how many staffers . We have at present 26 probation officers. We have 28 probation officers that you will see on the budget going forward, two right now in acting supervisor roles. 26 functioning as probation officers. Right now. Of those 15 case carrying. Others in a post position. Some on Duty Probation Probation officers we have performed os working late probation officers working to the night. Court officers doing the role in court, reporting back on cases. We have a Training Officer and officer focused on the young people. The remaining 15 are case carrying and they are spread across four units they work with young people. When the case first comes to us through completion of probation. That could change this year. We need to be separated into Intake Unit then to supervision. We heard from families that continuity of relationship matters. Changing the probation officers would not work. We streamlined that. They work with young people all the way through. If they are ordered out of Home Placement they go to Playsment Unit and then to reentry unit which is collaberative with community partners and court. Four with case carrying folks. We have social workers that work with other youth. We talked about this last week. Longterm Foster Care. They are on the Case Work they are social workers not probation officers. We support them in the community to get their extended Foster Care benefits. Last question about the 10 vacancies in total and five of those vacancies you are planning, i understand, to shift people around within . Thats correct. I know it raises a lot of questions when we announce open job in the department and post them for filling and people call and ask me why we are posting positions. It is a reminder these are civil service positions. People test to these positions. We dont have the luxury every organizing people to supervision departments without going through hiring process. Sometimes you will see what looks like us doing a hiring process. It is the way we reorganize in the department. Does that mean that if we cut the Salary Line items by equivalent of five staffers, then you have a sense you are promoting from within and we can eliminate those positions . Example. IF You eliminate. Lets take Probation Officer Position and supervising Probation Officer Position. We want to move somebody into supervision role. You cant take the Probation Officer Position now. Somewhere is there. You would lay them off. IF You take the Supervisor Position we dont have a position to move somebody into. We cant elevate the Position Somebody is in. It is shoveling around of things, always moving towards organic reduction not intending to hire behind the person promoted. It takes time to work itself through. For me i think about the fact that our conversation a year from now is we know longer need that position in the budget. During the next 12 months we are making that shift. You are not rehiring those five positions . Right. Without reorganizing. As we work through this process. Thank you. That is all my questions. Thank you. Any other questions or comments for chief miller . President walton. Thank you so much, Chair Haney. What is the exact amount of the resources specific to the Bjj Shift . I am sorry. I have so many papers here. No worries. I will send you the dollar amounts. In year one it is about 800,000. Year two it goes up to about 2. 35 million. Thank you. I found my paper. 795,000 year one. 2. 35 million in year two. 2. 35 . Correct. Thank you. Thank you, chief miller. No other questions or comments. We will note it is the Committees Intention to accept the recommendation. My apologies, Chair Haney. That is not something i want us to do. I would like for us to i can wait. I can wait. No problem. I should say when i say we accept the recommendation and the budget in all cases that means for now. There may be further actions taken by the committee in the coming days. We will return on monday. If there are additional motions or changes to make, President Walton, we will have appropriate time or you can do them now. It is up to you. With that thank you so much, chief miller. We appreciate your time. Next up adult Probation Department. Good morning, Chair Haney and supervisors. Karen fletcher chief adult probation officer. I recognize the collaboration with Mayors Budget Office. We are in agreement with the bla recommendation. Thank you, supervisor. Thank you, Chair Haney. Our recommendations are on page 9 of our report. Reductions total 104,811 in 2122. Of those recommendations 20,000 ongoing, 94811 onetime savings. This would allow increase 6. 1 million or 14. 6 in the departments fiscal year 2122 budget. The budget that is closing out encumbrances 70,650. [indiscernable] our total recommendation to the 2223 budget 10,000. Ongoing savings and this would allow increase 656,000 or 1. 4 in the departments fiscal year budget. Any questions we are available. Thank you. Supervisor safai. Thank you, chair. I just want to ask one point of clarification. The recommendation is on this Pilot Program that you all know i have been pushing forward working with the department. You guys recommend reducing it by 94,000 because of the delayed start time . Is that what your recommendation is about . Yes. That is correct. It is anticipated this program is going to rampup very quickly. My understanding is that it will house people in this facility in a very accelerated fashion. Does that change anything . Just solely about the start time . I am almost as Supervisor Walton said when we were talking about the Department Status of women yesterday. We have a new Idea Or Program or new vision, i think we have to allow that program or new vision to really get going. I guess i am trying to understand. I havent seennessly this level of recommendation in other programs moving forward or starting. I wanted to see if this program ramped up and was fully operational in a very accelerated manner would that change your recommendation . Supervisor walton, thank you for the question. It was our understanding the anticipated Start Date was not until august 1st. The start of the new fiscal year. It starts next thursday. Our understanding is that the program has approximately 20 participants identified. Budgeted to serve about 100 total. Based on the information that we are provided during our review. We feel confident in the recommendation we made there. Thank you. Chief, i do identified 20 participants or my understanding this was going to accelerate in terms of operational nature and you have had the provider on. It is selected. Is it a matter of the final renovations to the property before you can start . Thank you, supervisor. We have 20 lifers that are identified and ready to move in. The up grades will continue. We are now in agreement with the landlord to make the kitchen a commercial kitchen rather than just a kitchen large enough to serve all of the participants. That is a great benefit to the program. We will be ramping up very quickly and continue daybyday adding more and more people to that list to kick us off on august 1st. Okay. I just wanted to make sure. I know this is going to move quickly. My understanding is that ultimately there could be some additional need for these dollars very quickly. I guess potentially we could put this money on reserve then see if that money is necessary and come back to it. I dont know how other colleagues feel on the board. I am normally in 100 . I did not catch this until this morning. Otherwise i would have asked sooner. Thank you, mr. Chair. I can come back. Supervisor mar has a question. Thanks, Chair Haney. Chief fletcher, a general question. I saw the analysis or data showing that over the last decade there has been roughly 50 increase in staffing of adult Probation Department. Yet a significant decrease Okays Load for the department on the caseload for the department. Ftd100 for 6,000 cases 10 years ago. Now it is around 3,000 cases from what i understand. The budget for 150 f. T. E. S. I wonder iF You can respond to that. Thank you, Supervisor Mar. The proposed f. T. E. For 2122 is 154. Of that 106. 63 are sworn staff. The population of clients that we serve are approximately 6,000. That number has remained relatively stable over the years. I think the increase over the last decade has been directly related to state realignment. Where individuals that would have gone to State Parole came to county Probation Departments. Those increases over the past years are related to that population in particular. When you look at the 106. 63 sworn staff. That accounts for me as sworn staff, my management team, division directors, 15 supervisors. That is 85 probation officers doing the work of caseloads and engaging with the court. Much like juvenile and chief miller mentioned we have a variety of units some have case carrying officers and some dont. We have approximately 23 officers that appear in court on a regular basis to support the superior court and 18 Write Presentence reports. That is 23 officers without caseloads. We get to 62 casecarrying officers. Based on the seriousness of the cases that we are supervising, we try to manage the caseloads differently to meet evidencebased practices across the nation. IF You have severely mentally ill clients we will have more special caseloads for those individuals. Simply looking at 6,000 cases among 62 officers it is about 97 cases per officer. We are working on prioritizing doing business in terms of caseload standards, but we definitely have our hands full with serving those 6,000 clients. Thank you so much for that. It was very helpful. What has been the trend in the caseload for the department in recent years . In looking ahead in the coming years are you expecting it to remain about the same or change . I think it will remain about the same. We have really very high risk high needs clients and that has to do with the sentencing practices in San Francisco. It is a great thing. We are ahead of the state in many regards with only the most serious cases being granted probation. These are high level folks that we are supporting in the community. Ab1950 passed and went into effect to shorten the terms of probation. Typical term of probation of three years is now reduced to two years for felonies in many cases. There are exceptions to that. San francisco was already doing that. Five or six years ago we started a program that was about riskbased sentencing. Probation would do assessment of the individual Plea Sentence and presentence and make recommendation for the length of time on probation based on risk level. We are not going to lose that many cases as a result of ofimplementation of ab. The caseloads will remain steady as we move forward in the next few years. Thanks. Any other questions or comments for the chief . Seeing none. Thank you so much. We appreciate you and your leadership and for coming to agreement with the bla. Controller please note it is the Committees Intention to accept the recommendation for the adult Probation Department. We will see you soon, chief fletcher. Thank you. Thank you all. Next up we have the superior court. Welcome. Good morning. C. E. O. For superior court. The court greatly appreciated the opportunity to work with Andrea Lynn from may ors office and kerrie. We are in agreement with the budget and legislative analyst. Thank you. [please stand by] chairman colleagues, other questions, comments . All right. We will express our Committees Intention to accept the budget with the b. L. A. s recommendations. Thank you so much again for your leadership leadership,director carroll, ane may see you on monday. Thank you. Have a good day. Chairman next up, with the department of Police Accountability. And we promised no blowhorns, or whatever we did see last time. Welcome back, Director Henderson. Are you boycotting us . Sorry. I was having technological difficulties. Im sarah hawkins, the chiefofstaff for d. P. A. I do appreciate no air horns. D. P. A. Is in agreement with the b. L. A. Recommendation. Chairman great. And welcome, chiefofstaff, hawkins. I hope we werent too hard on Director Henderson last time. Mr. Goncher . Thank you, Chair Haney. Our recommendations for the department of Police Accountability are on page28. It is a onetime reduction. The mayors proposed budget decreases the department of Police Accountabilitys budget by about 9. 8 . We do not have recommended reduction for the budget for fiscal year 22, 23, and we do have an agreement with the department, as ms. Hawkins noted. Chairman great. That is simple enough. Colleagues, questions or comments for chiefofstaff hawkins . Not seeing any, we will express our intention to agree with the b. L. A. s recommendations. We appreciate your time. Thank you. Next up with have the public Defenders Office. Welcome, public defender raja. Thank you so much. Good morning, Chair Haney. I want to express my appreciation and thanks to you and President Walton, supervisor mar, Supervisor Ronen, Supervisor Safai, and the Boards Budget Analyst Carrie Tim and i also want to thank Mayor Breed, and ashley rothenburg, and Andrea Lynn. I know this isnt an easy task. I really appreciate everyones efforts and support. We are in agreement with the b. L. A. s recommendations. Chairman greater, public defender, and thank you you, as well, for your leadership. Mr. Goncher . Our recommendations for the public Defenders Office are summarized on page 32 of the report. The reductions totals 40,000. Of those recommended reductions, 13,000 are ongoing savings, and 27,000 or onetime savings. [inaudible] in addition, we recommend closing out prior year unexpended incumbrances of 29,008. The recommendations reductions to the proposed Budget Total 13,000 in year 22 23, and would allow an increase of about 1. 5 million. As the public defender noted, we have agreement with the department, and were available for any questions. Chairman great. Thank you. Colleagues, any questions or comments on the public Defenders Budget or the b. L. A. . Im not seeing any. We will express our intention to accept the public Defenders Budget with the recommended b. L. A. Recommendation. Thank you very much for all oF Your leadership and to all oF Your staff. We appreciate your work. Thank you for being with us. Thank you so much, all oF You. Chairman next up with have the office of the district attorney. Welcome. Thank you very much, Chair Haney, President Walton, supervisors, this is david compost, chiefofstaff. The d. A. Apologizes for not being able to be here. He has had a prior commitment that we couldnt change. But i want to. Gill begin by thanking this committee. I have to say that it is much easier being on this side. And i do want to thank you and your staff for all of the work that you have done getting us to this point. And we also want to thank the Mayors Office, and specifically the Mayors Budget director, ashley rosenburger, and the Mayors Budget analyst, and Carrie Tam and other staff. Youll be happy to hear that we agree with the b. L. A. , and are happy to take any questions that you may have. Again, thank you all for what youre doing. We appreciate the service. Chairman thank you so much, chiefofstaff. Former Supervisor Compost, great to see you and have you with us. Mr. Goncher . Thank you, Chair Haney. Our recommendations for the district Attorneys Office are summarized on page 36 of our report. Our recommended reductions to the proposed Budget Total 26,774. Of the 126,774 in recommended reductions, theyre all onetime savings. [inaudible] in addition, we recommend closing out prior year unexpended incumbrances, for a total savings. 36,900. And as former Supervisor Compost noted we have an agreement with the department, and were available for any questions you might have. Chairman around here, Chiefofstaff Compost, youre always former Supervisor Compost. You will get that at some point, all of us. [laughter] chairman thank you. Colleagues, questions, comments . Current Supervisor Ronen . I just have a question for the budget and legislative analyst did you suggest eliminating former Supervisor Composts position . Because thats what harvey would have done . It was intense negotiations. [laughter] i did tell harvey rose that even though we agreed with the recommendations, i still think his position should be eliminated. [laughter] chairman all right. Well take that into consideration. No more questions. Thank you. Chairman colleagues, nothing more . All right. Well, thank you so much, former supervisor Chiefofstaff Compost and mr. Goncher. And well express our intention to accept the proposed recommendations from b. L. A. On the d. A. s budget, and we thank you so much for your time and work and leadership, and please give our best to the district attorney. Thank you. Chairman next up we have the Sheriffs Department. Welcome Sheriff Niomoto, if he is here. Do we have the sheriff with us, or should we go to the Fire Department . There he is. Welcome, sheriff. Hi, good morning, everyone. Sorry about that. I dont know if im on. I dont show on my screen. Hopefully my Video And Sound is on. Chairman we can see you. Good morning. Thank you very much. I apologize for that delay there. Just basically, for everyone, were very happy to say were in agreement with the b. L. A. Recommendations, and appreciate all of their work and the analysis resulting in their report. Im ready for any questions you may have concerning any followup. Chairman thank you, Sheriff Niomoto. Mr. Goncher . Thank you, Chair Haney. The recommendations are summered on page 42of our report. The recommendations total 564,114. 114. [inaudible] in addition, the budget and legislative analysts recommended closing ot unexpended incumbrances of. [inaudible] [inaudible] we do have agreement with the department and were available for any questions you may have. Chairman thank you so much. I had a question you know, we talked a lot about the impacts of the closure of cj4, and one of the things were looking at is the reductions that were made in the current Years Budget around overtime. Do you do you have any sort of overall numbers around the reduction in overtime that you all had this year and the current fiscal year versus last year . I had spoken to the Mayors Budget Office about this pretty extensively around thou how theyre accounting for the reductions that should take place as a result of the closure of cj4 in their view, in that there were significant reductions in the current year that you all have taken. Can you speak to that . Because, again, for our committee, it has been hard to process how we dont see more significant reductions as a result of cj4, and their view is that the reductions occurred this year. Can you give us some sense of that in terms of the reductions you sought in the current year and how it is with regard to absolutely. I have our chief financial officer here. Christian . Good morning, Chair Haney and supervisors, thank you for that question. I want to talk about the dollars. As you can see from the b. L. A. Report, our Fde Count went down from 1,031to 1,007. However, the b. L. A. Report doesnt show that our overtime budget went down from 25. 1 million last year to 7. 6 million in the current year. It is equivalent to 84 fdes, so it was a total re duction of 108 fdes. As you can see from the b. L. A. Report, from 261 million last year to 246 million in the current year. On a percentage basis, this decrease was four times greater than the average of public safety departments. But more germaine to the question, this resulted from the closure of cj4. Chairman and whats the proposed overtime budget for the next two fiscal years . There is some increase in the overtime budget, and it is offset in the increase in the efficient savings. We want to budget realistically with regard to overtime, but there is no increase over all in the budget resulting from overtime. All of that is fully offset by attrition. Chairman and youve spoken to this before, but the increase that you are seeing, which is from this year to next year, is attributed to salary contractual salary increases and then capital costs; is that correct . Are there any other increases . I want to thank mr. Goncher and his staff. They have outlined this very nicely. The 25 million is largely do to onetime Capital Spending of 11 million related to facility improvements and repairs, and increases in operating costs due to agreed cost of living adjustments. There is also some increase smaller amounts for the Sheriffs Jail Management system, as recommended by the reenvision the jails working group. And there is funding for free fun calls for incarcerated individuals, as well as the reduced cost of commentary. And finally, funding to support the expansion of the Body Cam for increased transparency. So thats where all of the increases come from. Chairman any other questions . Mr. Hollings . Thank you, Chair Haney. Thank you, Sheriff Niomoto. I just had a couple of questions. One is around the vacant positions. I believe what im looking at, the recent report, that there might be around 119 vacancies within the department, and in the announcements here, i note that 20 of the vacant fdes are associated with staffing the county jails. Can you just verify if those figures are accurate . And im curious, what are the other 100 or so vacant fdes positions for . I think absolutely, supervisor. More realistic, i believe there are 104, and we verified that. And it is 98 vacancies in the jails, and 28 vacancies in our administrative areas. I think that totals out to 104 as of today. That number fluctuates, obviously, with attrition and all of the other things that christian had referenced earlier. 121 is the total. 98 plus 23. Chairman and what is the 98 and what is the 23 for . The 98 are the positions in the jails that you asked for, and the 23 are the rest of the department. Chairman okay. And, then whats the plan to fill the to recruit particularly the 98 vacancies in the jail . I know heading into our next fiscal year, our plan is to request for an additional 45 positions to be filled through the process. That will be our first phase of hiring, heading into next fiscal year. Were closing out this fiscal year with a request in process right now for an additional 10positions posits to get started as we close out this year. What is the typical timeline to fill positionslike that . For our process, in terms of our Testing And Application process, we have accelerated timelines and we consolidated some of the testing process. Were looking at anywhere from three or four months for that to be completed. Once we get through the background process, which is the initial few months, were looking at from the point of hire, about seven and a half to eight months before that individual actually goes into the jail. Because they go to the academy and what we call our core course, which is to prepare them to work in the jails. Great. Thank you. And then i just had a different question around the d. P. H. s plan to replace the Sheriffs Security Staffing at the Hospital And Laguna honda and other clinics with nurses and other trained medical staff, how that is reflected in the Sheriffs Department staffing, the reduction from that significant work order, and how that reflected in the staffing and the budget, looking ahead in the next two years. In the next two years, we see a reduction in our sworn Staffing Levels, and an increase in our cadet levels. So part of our behavioral Health Response teams plan with d. P. H. , in terms of responding to people on campus, will be to not have deputies respond to those. And or cadet class right, our nonuniformed positions, are in process right now of training and are meeting and conferring with f. D. I. U. , to expand their duties to being part of a behavioral Health Response team, and being able to provide that bridge in response to people in crisis. I think christian can correct me if im wrong, but the numbers of 11 staff members worn this year, with an additional 12 next year, but christian can confirm that one for me. On an analyzed basis, it is 24 sworn staff being reduced. But we dont the reduction doesnt happen until march. So we have to prorate it for F Y 21 22, but by 23, there will 24 fewer sworn staff at the locations. Got it. It looks like it might amount to about 2 million in reduction in the d. P. H. Work order. Is that correct . It is 1 million for fy 21 22, and it grows to 4 million in 22 23 and thats because the savings dont start until march. Got it. Thank you so much, Sheriff Niomoto and mr. Hans. Thank you. You may have shared this before, but is there a do you have a number for the overall reduction in the number of staff that youre planning for . I know and obviously this is happening through attrition, but i know there is a reduction in the jail population, and also now other alternatives in the d. P. H. Population. What does your overall Staffing Look like in the next few years . The. The overall staffing is a reduction from about 1,008 to 1,001, so a reduction of six this in this year . Thats in 21 22, yes. Chairman all right. Okay. And maybe you mentioned this, but what were the Staffing Levels last year versus this year . Thank you for that question. I was going to add that. Last year we were at 1,031, so down to 1,008 this year and 1,001 next year. So a reduction of 30. Chairman okay. Colleagues, i think for that. Thank you, sheriff, and mr. Hollings. Colleagues, any other questions or comments . Im not seeing any. We will express our intention to accept the b. L. A. s recommendation. And we appreciate your work and your leadership and we appreciate your time today. Thank you. Thank you, everyone. I appreciate your work on all of this as well, and the continued process. Thank you. Chairman thank you. Well be in touch. Thank you. Next up we have the Fire Department. Greetings and salutations, everyone. Chair haney, President Walton, vice chair safai, supervisors ronen and mar, i also want to acknowledge the collaboration of the Mayors Budget Office, especially ashley, and the b. L. A. , and our new sister over there, linden berry, in this process. And, as always, thank you, supervisors, for your support. I know it is long days and nights for you right now. Im happy to report we are in agreement with the b. L. A. Recommendations, and i look forward to further discussions regarding our Community Paramedicine positions and our ambulance staffing. Im in agreement with you that we need fdes on the ambulance, and im grateful for your advocacy on such. I want to say i commit to continuing the ongoing analysis of our system. Of our Ambulance System, that we had begun prior to covid. Were reconvening that Ambulance System that we had in 2014, 2015, when we added fdes, and that was with ambulance, fire, and the Controllers Office to help with data. So were going to continue that ongoing analysis, and well keep you apprised of all of that. You know, its a little challenging because our city is coming back to a new normal, and we want to get the analysis right. The response time, sick leave, call times all sorts of things. In any case, i wont be any more longwinded, and i thank you very much. Chairman that wasnt very longwinded, dont worry. And greetings and salutations to you. And thank you for working closely with the b. L. A. On this and for your leadership. Mr. Goncher . Thank you, Chair Haney. I will be a little longwinded. I just have some comments on our policy recommendations that i want to discuss. Our recommendations for the Fire Department are summarized on page 48 of our report. A recommended reduction to the proposed budget 560164. Of the recommended reductions. [inaudible] these reductions would still allow an increase of about 26 million or 6. 3 of the departments fiscal year budget. It totals 5. 8 million in fiscal year 21 22, all of which are one time. And it would still allow an increase of 2. 8 million or. 06 . In addition, we have some four policy recommendations that are outlined in our report. These are related to the Street Wellness Response Team. The Street Opioid Response Team. The Street Crisis Response Team, and Community Paramedicine administration. As you see the recommendations of four through eight for the Fire Department, the total funding for fiscal year 21 22is 6,249,110. The mayors proposed budget includes significant funds for a new Street Wellness Response Team. It includes new equipment and positions totaling 4 million in 21 22. Detailed on page 51 of our report, and addition, the mayors proposed budget includes significant funds for a Street Opioids team. Detailed on page 52 of our report, the Mayors Budget also includes significant additional funding for the Street Crisis Response Team totaling 390,000 in the first year, and 380,000 in the second year. To support the significant proposed expansion of the Fire Departments Community Paramedicine program, the department is has been allocated funding for four new administrative positions. They are detailed on page 53 of the report. It totals approximately 770,000. And 1 million in the second budget year, and is a significant ongoing financial commitment for the city. According to the department, during the covid pandemic, the Fire Department e. M. S. Resources were assigned to the Citys Health Street Operations Center to respond to quality of Life And Homelessness issues. The proposed budget includes one h. M. 33 captain, even though it is anticipated to wind down and fema is anticipated to end next year. It is an expansion of the Fire Departments Community Paramedicine program and the citys existing Street Crisis and behavioral Health Response teams. The Street Wellness Response Team and Street Opioid Response Team are two new teams, that together an additional paramedicine managerial and administrative position recommends a significant expansion of the Community Paramedicine program. In recent years, the Fire Department and other city departments have launched and or piloted several new street Response Teams, including the Street Crisis Response Team and ems6. Each has a significant financial commitment for the city. [inaudible] to be a Policy Matter for the board of supervisors. If the board of supervisors decides to approve these teams, the budget and legislative analyst recommends that the Board Request that the Fire Department provide an update on the implementation of the expanded Community Paramedicine teams to the board, and we suggest by October 1st of 2021. And we also recommend that the board of supervisors consider requesting that the Budget And Legislature analyst conduct a performance analysis, including the strategic planning, datasharing abilities, scope of responsibilities, communities served, and costs to provide an indepth, citywide picture of all response efforts. Such an audit could compare the citys efforts against industry best practices, and make recommendations to improve the Efficiency And Effectiveness of these programs going forward. That concludes my longwinded summary of our policy recommendations. Im available for questions if there are any. And as the chief noted, we do have agreement on the technical recommendations. I believe we also have agreement on the reserve recommendations as well. Chairman great. Thank you. Supervisor safai . Thank you, Chair Haney. Thank you, chief, for you and your team and your hard work and all of the additional responsibilities that we are asking oF You this coming year. I just wanted to get firmly on the record, weve been working with your team, as you know, over the last six months, and diving in deep on the issue of ambulance of paramedics and Staffing And Oversight and regulation. We pushed hard for the oversight, working with the Mayors Office for the local regulatory body to be shifted from the department of public health back to the department of public Emergency Management. That has been finalized, and that should help with the morale and the interface and the interaction and the oversight going forward. But it was in that process that we heard loud and clear from your department, from your staff that we were working with, from frontline paramedics, and just actually going out in the field and looking at the statistics that you provided us, that there has not been an increase in staffing to paramedics since 2015, and yet there has been a 16 increase in the calls. Last year notwithstanding, and obviously that has to be taken into consideration. I heard you that you want to continue the analysis, but i just want to hear loud and clear from you that this Staffing Increase will be helpful for your department and will be helpful for the city overall. Thank you, vice chair safai. Yes, an increase in staffing on our ambulances, which is vate separate from our Community Paramedicine, will be helpful citywide, and i really appreciate your Support And Advocacy of that. It will definitely be helpful to us. Chairman great. Thank you. And we look forward to continuing to work with your department as we analyze the numbers, the response times, the overtime, the amount of people that have to call in sick, many times often for mental health issues and issues of just on the jobrelated stress. Were happy to sit and work with you on these other issues and dive in on that. Secondarily, in terms of the diversity and the changes in terms of meeting our equity goals, i did have conversations with the department of human resources. Were going to push really hard for that change in the testing system. I just wanted to get that on the record as well, and well continue to work with you on that. And, finally, as it pertains to street paramedicine, were seeing a significant increase here. And i just wanted to give you a moment to talk about, now you have three distinct but overlapping units. One is Crisis Response. One is wellness response. And one is related to Overdose Crisis and opioid response. How are you intending to organize in terms of the Government Structure and Oversight And Management structure, are you creating a deputy chief position . What kind of managerial structure will have to help to oversee these departments . I think the crisis Response Team, i think overwhelming has been super positive for our city. It has been wonderful and helpful in terms of dealing with our criss on crisin the streets. I know Chair Haney has been leading on the issue with regard to overdose, working with the Mayors Office as well, and i know she has been leading on that very important part of this new paramedicine position. And finally, the wellness calls, in shifting responsibility away from just Police Officers responding. I think it would be good to just hear how you intend to manage this expansion. I see some new positions here, but i just want to see how it all comes together. Thank you, vice chair safai. Yes, i know many oF You are aware of the brilliant simon pang. He will be overseeing all of this. And we have added some staffing to assist him in that. As you know as you stated, the Street Crisis, the Street Opioid, the Street Wellness, and ems6 all fall under paramedicine. We have taken some folks that are already in the department, our data people, to bring them into the team, and we are working closely so that we dont have, like you said, the overlap. I dont think we will have overlap. I think, granted, it will take a little while for us to get completely up to speed and work out all of the kinks, but there will be an Assistant Department Depuy chief and then another Section Chief for the Community Paramedicine. Right now it is pretty much a house of cards, and simon has been running it on his own, with help, obviously, but not enough. And we really need to put in a foundation for that. And thats what is included in this budget. I just wanted to say for the record, one of the things that i appreciate about this is that it is in this larger conversation of shifting resources away from just having a uniformed Police Officer and having a paramedic, coupled with communitybased organization, the hot team, coupled with the people that are on the ground the reason i said some overlap, i was thinking not completely overlapping circles, but there is some overlapping issues when youre dealing with wellness, when youre dealing with opioid, when youre dealing with crisis. Thats what i meant. It is important to have someone at the Assistant Deputy chief level that is looking at the entire picture, that is able to do that analysis. I am in favor of having you all come back and give an update to this body and the board of supervisors on how the implementation is going. I dont know if october is the right number suggested by the b. L. A. Date because were starting this in july. So july, august, september it would be a first quarter report. Maybe you could give us an update some time in october. I dont think that is a bad recommendation. I think that is a good recommendation. I appreciate that, mr. Goncher, for the work that b. L. A. Did there. I do agree that having a Performance Audit, as weve made this major expansion, it would be helpful after potentially one year for the b. L. A. To come back and do an analysis, an independent analysis, of this work, how all three divisions are working together, how it is being implemented in an affective manner, and also to look at some of the best practices out there so that we can see how affectively this is being implemented. So i do agree with those recommendation. I just want to give you an opportunity to respond to that. Thank you, chair safai. We are sitting down with jennifer friedenbach. And we are sitting down them in the new fiscal year. We have some community members on our team, and were absolutely open to more conversations on that. We are also happy to come back to the board of supervisors with a quarterly report and have a Performance Audit done by the b. L. A. We, ourselves, internally, are analyzing our own data thus far, and i think were learning a lot about the Street Crisis Response Team and ems6, and we want to get this right. It is imperative that we get this right, so were happy to work with you and have conversations with you about this. So we are in agreement with those recommendations. Yeah, and my reference of communitybased the hot team, ultimately you already are working with communitybased organizations. That was my point. Im glad to hear youre open to continued conversations with other organizations and jenny friedenbach, and the coalition and others that want a seat at the table and want to be a part of the solution. So i appreciate that. Thank you, mr. Chair. Chairman Supervisor Ronen . Yes, thank you. Following up on Supervisor Safais comments, im finding it fascinating how in Line Safai and i are on so many issues in this budget laughing . But i wanted to just elaborate a little bit on the behind the scenes conversations ive been having, and honestly, i left feeling more confused, not less, from the hearing. I did get a chance to talk to indiscernable who was generous enough to call me from a Camping Park on his vacation. And i had a great conversation with him. Just to be clear, my understanding is that the Wellness Team is his brainchild after years of doing the work on ems6 and in the streets. I dont know if that has been made clear. That helped me understand a little bit the genesis of this program. What ive been talking to folks about, because, again, there are just so many street teams. And they are, for the most part, dealing with a similar population of people. And theyre all extremely wellintentioned. And then on top of that, we have the cart programs that the community is pushing that im really excited about. So i think we need some more time to figure this out. And thats why i wanted to confirm today with Mary Ellen that there is indeed a position in the budget to lead that process. Because there are so many city departments, d. P. H. , the Fire Department, the community, the homeless department, even d. P. W. , and the Mayors Office now with her Justice Initiative and innovation initiative, and then, of course, myself and supervisor haneys office, and supervisor mandelmans office, are helping with that implementation. So there needs to be a really thoughtful process that is taking the time to figure out how to have all these teams the incredible work that they do in a costeffective, seamless, and interconnected way. There hasnt been the time to make that happen during this Budget Process. And so i am really excited to be part of that process. I think that this is the right place to sort of host and coordinate that conversation, given that right now all the calls go, for the most part, into d. E. M. , or transferred to 311, and 311 needs to be at the table. So this is a process that needs to take time. I appreciate the Budget And Legislature Analysts Policy recommendations. I think we should go ahead with the teams as proposed for now. And begin to collect data and learn lessons from how those teams are working. Where we have some data, which is promising and exciting, and we need more. And then by next budget year, well just have a very complicated situation a lot more clearly understood. And im sure we can figure out ways to combine teams or make sure that they all have a very clear, distinct purpose, and are working well together. So that is a plan. I also believe that for the community to be, you know, a real equal and active part of this process, that they should have a funded position as well to participate in a meaningful way and make sure that the community is actually involved. So Thats Something i will also be supporting during the addback process. Thats my latest and best thinking on the dozen or so street teams that we have, and how to make sure that theyre worthing well together be in the most costeffective way. Thank you, sister supervisor. I always appreciate your support. And simon pang has seen what is successful, and the Wellness Team is his brainchild. But thank you for your support. I absolutely agree, we need ongoing data and data analysis. Again, we want to get this right. We want to do the most good for the most number of people in the best possible way. So were on board with that. Chairman thank you, Supervisor Ronen. Were you done . Yes. Chairman great. Colleagues, any other questions or comments . I do not see any. Thank you so much, chief, for your leadership and for working closely with the b. L. A. Were going to express our intention to accept the b. L. A. s technical recommendations, and well continue the conversation on the other items, as the supervisors had expressed. And we appreciate your leadership. Thank you so much to your entire department for all that youre doing. Thank you so much. I hope you get home in time for dinner. [laughter] chairman we hope so, too. All right. With that, next up is the Police Department. Welcome. Good morning, Chair Haney, and good morning to the committee. Can you hear me okay . Chairman yes, we can hear you. Sorry about that, Chair Haney. I couldnt hear you. Again, good morning. If i could start out is it okay for me to start out with a couple of comments before your questions . Chairman what was the question . Is it okay for me to start out with a couple of Comments Chairman yes. Great. Thank you. First of all, i want to thank everybody for the work they did in the analysis and thank the committee for everything they did to get us to this point. We do not agree with the b. L. A. s recommendations, however, for several reasons. And ill keep this highlevel because i know you all will have many questions. Although the math works out just fine, and i definitely understand b. L. A. s purpose of how we can possibly cut to save to get cost savings. What is really driving our disagreement, though, is a number of things. Number one is the actual work that needs to be done to keep this department moving forward in an environment where both locally and nationally were seeing not only calls for Police Reform from all across this country, but also were seeing crime go up all across the country. And were seeing calls for Police Departments, including the San Francisco Police Department, to address that issue. And in the analysis of the four recommendations from b. L. A. , it really doesnt account for the work that has to be done to get those things that i just mentioned accomplished. You know, number one, you speak to attrition savings, and in the midst of implementation of our collaborative reform and all of the work that goes along with that, we have been short the analytical support, the nonsworn administrative support for many years. And we have been able to somehow get by and at least get us to this point. It is not a good formula for good policing, number one. And secondly, it puts us at a structural deficit where we have to move the Police Department around just to try to make ends meet. The demands are crushing down on us. With crime going up, and with the reform efforts, weve had to shift so many things around to get to the point where we are. And the second recommendation on the material and supplies and we can go into further details. Weve asked for hiring of 100 officers, but that takes materials and supplies, and it takes the Support And Infrastructure to actually hire any officers. And the cuts will really do harm to that effort. One of the things that we saw in covid was the reduction of applications. We are now starting to see the applications starting to increase, which is a good thing for us. But if were going to meet our recruiting and hiring goals, we need that Infrastructure Support with materials and supplies. And the other things that i just mentioned earlier to really get to the level of police hiring that we need to keep this department afloat. The professionallized Services Budget is really the same issue for us. Professional services, we have to have that to recruit, to hire, to train, to do all of the things that we need to do to be the type of Police Department that we expect for this city. And those cuts will impact that. And, again, were in a position where we are forced to get by. I will submit to you it is about time that we had a Police Department that thrives, not just tries to survive. And the fourth recommendation is the mandatory trans benefits and attrition savings there. This assumption starts with the 80 to 100 sworn retirements a year. I think what is meant there is separation, because between the retirement, the resignations, the terminations, we lose weve been losing closer to 180, particularly in the last three years. And the tend were seeing now, were on point or on pace to be just under 100 this coming year, and that was the real reason for the urgency behind hiring 100 officers this year. If we have some savings, where we dont lose as many people, we will grow the department by 10 to 20 officers, but we dont expect that to happen based on what the facts tell us. We expect to lose at least 95. And we have over 500 people at the Retirement Age. They can leave whenever they choose to leave. And thats always looming behind our shoulders. So one of the things that is really important for this Police Department and the public safety of our city in terms of hiring, acadamies are all about math. You have to have so many recruits to get so many people through the doors. You have to have so many people through the doors to get so many to graduate. And if we cut what has been recommended by the b. L. A. , we believe, and i believe as your chief of police, it will severely impact that, and put us in a not good position in terms of things that we need to do. So that is a very high level. I will end my comments with this i totally respect and understand what is in front of the board. You have a lot of city departments that you have to consider. Were all asking for something. Here is what our ask is for the Police Department when were considering the b. L. A. Recommendations, to think about the other side of that equation, of human lives, and the things that are really important to this city in terms of what the Police Department is tasked to do. Because it is not just a Math Equation. Youre talking about human lives. We are 156 up in shootings. That goodness we have good doctors at our hospitals here locally, and or homicides are not as much as the shootings, but the shootings are an indicator, and that is disturbing. I hope we dont relive what we saw in the 90s, that we wait until we have a Body Count that is total the unacceptable before we take action. We have an opportunity to get in front of this. My recommendation and strong ask for this board is lets not been reactive on this issue. Lets try to do everything we can to stay in front of this city. Our city, amongst big cities, is doing better than most. There is no guarantee that is going to keep going. So please consider the other side of this equation. Were talking about human lives and the safety of the public that we serve here as public officials. Chairman thank you so much, Chief Scott. Mr. Goncher . Thank you, Chair Haney. Im going to have my colleague, nicholas menard, give a summary of our recommendations for the Police Department. Thank you. Good afternoon, board members, this is nick menard. Our recommendations for the upcoming fiscal year for the Police Department total 2. 6 million, which is a. 45 of the departments 577. 2 million general Fund Budget for fiscal year 21 22. We also recommend 390,000 in reductions for fiscal year 22 23, which is. 06 of the general Fund Budget that year. The details of the recommendations can be found on page 23 of our report. Now the department doesnt agree with any of these recommendations, but we believe that they are reasonable, that they will not impact services, and they will not impact the departments plan to hire 100 new Police Officers in each of the two years. Im available to answer any questions about our recommendations. Thank you. Chairman thank you, mr. Menard, and Chief Scott. Colleagues . President walton . Thank you so much, Chair Haney, and thank you, Chief Scott. Always good to see you. Just a couple of questions. So the 15. 7 million for two acadamies, that is is that the correct number . President walton, 60. 7 million for the total budget . Correct. Patrick, can you please verify that . Yes, chief. In total, the proposed amount for the Academy Classes for both fiscal year 22 and fiscal 23 combined is 19 about 19. 1 million. [please stand by] the reality isbased on our Applicant Pool right now , were looking at more along the lines of 35 or soofficers. So that my neighbor acquired three academies because if we can only get35 , it may require that third academy. Thats why we are framing this in the number of hires not the number of academies because the number of academies is a function of how many applicants we have had the time youre ready to start an academy and the Applicant Pool has gone downacross the country and in San Francisco the last couple oF Years. I hope that clarifies it because its not the number of academies, its the number of officers to at least matchthe commission of what we expect this year. For Budgeting Purposesthis is how we have to do it. If i can add some clarity to that as well, just for the year 2022 that the budget already includes additionalattrition and cuts. So the hundred positions are really just to keep us at present Staffing Levels. Perhaps slightly above that. You got it, thank you. Are you all set . Thank you chair. Just a clarifying question, you said the academies wereslightly above the current Staffing Levels . Withouthaving in fiscal year 21 or 22 . If i may sharemy screen. Sorry, cant see whether or not itsdisplayed correctly. What it should show is our projections for staffing with the proposed 100 recruits. So with the restoration of the Academy Classes, what we are projecting is we would have a full Duty Staffing of 1783 for fiscal year 22. Okay Supervisor Mar. Iq chair. I just want to follow up on President Walton and Chair Haneys questions are around theacademies and how that , how they relate to theStaffing Level. Im just trying tounderstand thisbetter. In the proposed budget right now , youre requesting 100 new recruits inthe budget just to maintain , to account for written attrition, retirements and attrition to maintain the Staffing Level and i think thats a reasonable requestand yes. For me its very important that the updated analysis about the needed Staffing Levels is required by Proposition E happens this year. So we can all have a better understanding of more of a database or data informed understanding of the Staffing Levels and i think maintaining the current Staffing Levels and accounting for attrition is very reasonable. Andthen im trying to understand how the economy , the proposed two new Academy Classes this year, thiscoming year and in the following year relate to that. So on the amount, thebudgetary amounts for those classes , its 6 million for the two classes in the 2122 yearand 16. 7 million in the 2223 year. Those cost projections, i want to make sure im understanding arebased on the number of recruits in those classes. If i may correct. I think the 6million Figure that stated , if thats from the blareport. In comparison to our numbers thats a little bit high. The numbers we have are the Academy Classes for the hundred recruits for fiscal year 22 is 5. 8 million. And for fiscal Year 23it would be 13. 3. Thats annualized over the course of a full fiscal year. If i may justshare , go back once. In this slide what were trying to represent is really a comparison of our Budget Sworn Positions forfiscal year 20 in comparison with fiscal year 21 and fiscal year 22. What we have presently is a total budget sworn Fte Count of 2109. This is in comparison to 2253 in fiscal year 20. Without the additional support we would have 3054 positions in fiscal year 22. What that translates to is that we would have less capacity to hire because our starting number for fiscal year 22 is already 55 positions lower than fiscal year 21. So what the 100 new recruits try to provide us is to try to bring us back more to parity so that we can help try to maintain the existing numbers that we have presently. Great. Thank you. I guess just going back to on how this relates to the 4 Academy Classes. Chief scott, you said that the classes can have anywhere from maybe 35 to 50 recruits per class and so if the two Academy Classes that are proposed for the 2122 Year Arecloser to the 50 recruits per class , then would that mean that theres not any for the two additional Academy Classes in the 2223 year because then 100 new recruits would have been met through the twoAcademy Classes in the first year . If we can get the 100 hired in the first fiscal year there would still be the need for fy 22 or the following fiscal year withouthundred as well. I mean, our reality is we know that this upcoming class that we are in the low 30s as far as what we have right now as we speak. We know whats in the pipeline in terms of applicants so we just dont see that being a realistic Number Toget to the number 50. Right now. Theyre seeing change where we are for whatever reason able to turn the corner on gettingmore applicants in the Applicant Pool and that number will likely go up. But then if its more, if the new Academy Classes are more in the 35 groups number, that sounds like thats whats beenthe case recently. It seems like you can accomplish the 100 new recruits through three classes rather than for. In any given fiscal year this Budget Cycle it may take a third class to get up to the hundred number. Chief, may i . Sure. This is executive director maguire. To answer your question, the budget coming into this year without the Mayors Support pulls down our Staffing Levels. So without running Academy Classes, we cant maintain the current Staffing Level. 100, 100 positions or 100 recruits gets us, keeps us safe. And so we have to run to Academy Classes at minimum each year in order to maintain Staffing Levels, just to maintain. Were not talking growth, were not talking shrinking, we just want to maintain where we are right now and that requires at minimum for four Academy Classes again depending onhow the recruits shake out each year is the hundred positions each year. 100 new recruits each year . Got it. So okay. And then i did want to follow up on the question i raised last week about how the Academy Classes, the new Academy Classes can be used to address the current deficiency and certified bilingual officers. We certainly see that in my district with respect to chinese language, certified chineselanguage officers. So i guess what my question is is whats the plan to increase the number of certified bilingual officers on staff to the level that really matches the need in our large, in the neighborhoods and districts that have larger populations . One of the things that are part of the planright now supervisor mar and i dont know if i mentioned this the last hearing. We are working with hr and one of the things we are doing is the actual Certification Process is making it inhouse so to speak where we dont have to use hr to start to hire officers and what we believe that will do is make us more double in terms of being able to get moreofficers through the Certification Process. Its just a Cleaner Process for us. Thats well along the way. And we do think thats going to help. Ideally, as we show the charts in our last presentation, the diversity of our department over the last four or five years has really increased significantly and that includes a api officers who speak cantonese, mandarin and hopefully we can get taiwanese asone of our certified languages. Where working onthat as well and i think thats going to be a reality for us. Those thingswill also turn the corner and i spoke at the last hearing. We do have officers that speak the language but they are not at the level where they are certifiable. Encouraging those officers to continue to get thetraining to be certified as part of our plan as well. Not just the recruits but we have many members of the department that fall in that category so we are definitely encouraging the officers to get the training and once we are able to do it inhouse wewill have a go of that. It will be a lot more attainable for us to increase those language services. Thank you chief. That sounds really important for me to look at as these officers that do have Language Ability and being able to provide some Training And Support to certifythem as bilingual officers. But the Police Academy and the recruitment, the Departments Recruitment efforts which have been successful in increasing diversity in their department, i feel like also need to be looked at as an important way to increase and create adequate certified bilingual Officer Capacity in the department. I guess my question is is it possible to designate lets say one of the two academies each year in the coming 2 years pacifically torecruit bilingual certified officers . Well, we arent able to do thatexclusively. What we are doing is really emphasizing recruiting the demographics where we can better serve our city. It cant be an exclusive recruitment but we are definitely reaching out to recruits or candidates rather in our diverse populations of our city, across all those areas we have done outreach. So i think that will continue topay dividends. We will just keep focusing there but we cant do it exclusively is what weve been advised. I certainly appreciate the targeted outreach to bilingual, potential bilingual officers for the Academy Classes. That is very important. But youre saying that its your understanding that you cant designate a certain percentage of students in the academy or even an entire academy of classes itself as for bilingual, certified bilingual officers . That is my understanding. There are ways to get at the hiring goals in terms of as i mentioned really enhancing the outreach to communities of color. To a api communities, female, lgbtq and a lot of it is concentrated on area specific focused recruiting in those demographics which does pay dividends if we can get to the right areas where we have a Candidate Pool who are interested in being Law Enforcement officers. That really i think is one of the tricks here is to find a pool of people who are interested. Theres ways where we are getting at that recruiting at colleges, people majoring in criminal justice. Even some of our theater programs and connect programs we get quite a fewcandidates through that program and its a pretty diverse group. Sothats helpful. We hope to continuethose things and we will continue to work at it. Thank you. One final question on this. So ive seen the data showing the new recruits at the diversity of the new through the academy based on Race And Gender and sexual Identity And Gender orientation. Thats been really positive i havent seen any data showing new recruits based on island language capability. Thats something i would be interested in seeing in the most recent recruitmentclasses. How weve been doing on that and that important area. We can get that because we do track that information and we can get that to you and any Ofthe Board members who would like to see that. I will follow upwith you to get that information right away. Thank you chief. Supervisor safai. Iq chair. Thank you chief. I want to go back to the Blas Recommendations because it seems you had someconsternation and when i look into it , youre still getting increases in some of the areas and what their accounting for his attritionin other areas. And still accounting for the right number of Academy Classe that you are requesting. So these seem like pretty reasonablerecommendations. One is for supplies at your academies actually you asked for almost a doubling of the Budget Supply at the academy and theyre still giving you a 300 dollar increase. One is the number of attrition for civilian positions to account for that. That still gets to 350,000 savings and the other one is increasing uniform attrition from 80 to 100. I thinkthe thing that wasa little bit , that gets us to the number the bla had. I just want to say i think what was confusing was you all have somewhere between 80 to 100 officers that retire a year and i think what i hear you saying is that to have those 100 over each year, iF You average between 80 and 100 actual recruits keeps you even. So we dont even find the second year, thats where the dropoff is really only funded year one at 100, they will still have that same attrition going forward in thoseacademies not being able to account for that. And i seeing that correctly . You have about 80 to 100 each year and youre asking to just at least target based on the number of recruits that show up that same number so youre staying even. And i reading that correctly . You are supervisor and like i said, are for it now is more towards the hundrednumber rather than 80. I know. The attrition, if not all retirement. The other separations are included in the number. But its closer to 100 the last few years,the last three years actually than 80. I think thats a national trend. Had a story in the new york times they talked about major cities through the country where there seeing that and i had not seen that. I did not realize that was a national trend until this morning. Thats something thats just interesting to note. I am in favor of keeping your numbers, the rightnumbers. And funding these classes but im also in agreementwith the blarecommendation. I think they are fair recommendations. I have seen a significant and we talked about this, these slideshows, the commercial Retail Staff and increasing crime. Weve heard significantly from a number of people in our district that this issomething that was extremely important to them. We also got a letter from the Hotel Council and the Hotel And Restaurant Workers Union along with a couple of other facility workers and teamsters requesting this asit relates to their workforce , as it relates to Downtown Recovery and all my years of working in organized labor, i dont remember seeing a joint letter signed by the Hotel Council and Hotel And Restaurant workersunion along with other representatives employees. That to me was a pretty significant. Weve also heard the same thing fromthe Janitor Union and some of the security guards that work downtown. I want to make a note this is something i think theres a littlebit oF You out there and its become clear. They are green and this board through the leadership of President Walton along with the Mayor Breed and her leadership, we baselined that 40 billion cut that happened last year into the dream Keepers Initiative from your department 40 million was reduced from your budget that has now been shifted over to the dream Keepers Initiative which is reinvesting back into the black community in many different ways that had been underserved for years with regard to health, with regard to job opportunities, with regard to homeownership and so many different initiatives but that is a baseline cut your department. Money has been permanently shiftedaway from both yours and the Sheriffs Department. I am only in support of that. So i think that theres a way we can have aconversation about form. I think theres a way we can have a conversation about reinvesting back into the black community and the story really underrepresented and underfunded and ignored and also humanities that have experienced significant amounts of institutional racism. I think thats an important pointto note. I think theres a good balance year. In verily i would say and we have this in the conversation earlier with the Fire Department. With parent medicine. We had this conversation with you when you were here last time. There is going to be an analysis done on the number of calls for service as itrelates to your department and how much that shift is happening. I know Emergency Management will be involved in that with the firedepartment. Were doing wellness, overdose along with Crisis Response the transition of Police Departments involved and your officers will still be involved but the ultimate goal is to have a full shift away from that. At that time we can have a further conversation about how that impacts your department going forward as now, i think that the weight of the day has proposed in support of those cuts. But im also in support of keeping your academy funded so that we have the right number of officers so that theres not an increase theres actually keeping those numbers save all based on where we are today and based on those numbers and also based on increased call for service as it relates to the crime that you referenced earlier today. That would be my priority because the only other area we have to have a Conversation Aboutand i know you feel strongly that we will have to dive in a little deeper is the overtime. We can have some further conversations about that. I know youre saying court appearances are going up. I know youre saying amendment demonstrations will increase again this year and that if staffing is not correct obviously you have to also then respond with that through overtime requests to balance that out. Did iarticulate that last part correctly . You did Supervisor Safai and the other thing is i know youre very in tune with our response. We have a much better and tighter response but its cost us quite a bit of overtime. Those are unplanned, spontaneous and the cost is given up quickly. Thats one of the things that we have to factor in moving forward and id like us to continue to make progress on how we are responding and trying to protect these events from happening. But it does take overtime to do it and weve been tracking tha. It had a pretty significant cost. The last thing i wanted to say and i know weve collectively been involved in this is ensuring that we are achieving the 272 Justice Department recommendations on reform and i know that we plan to achieveabout 95 percent of those by the end of the year. But the last five percent which are about 15 recommendations have to do with investments in technology. We certainly dont want to be just checking the boxes. We want to be able to track how well we are doing in reform in terms of use of worse and disparity in policing as it relates to the black and brown community members that are disproportionately impacted by. So i think thats also an important point to note when we talk about investments in technology and achieving the ultimate goal of true perform. I just want to give you an opportunity to respond to that. Thank you for raising the issue and that is veryimportant. Your numbers are pretty on point. We are at 93 percent and i think weve submitted at least one more sense that 90 Percent Number as you stated we have 16 of the 19 we can do with in two years and some of those will be completed within a year. Will be complete within six months but they are heavily dependent on technology. A lot of the tracking and the efficiency gained by having proper technology will pay dividends to the city. Plus we will be able to have a better handle on the data and be able to more efficiently respond to the requests as we get more data. And as i said earlier, where in part of the attrition and recommendations, thats really impacted by not being able to hire more analysts and administrative support personnel and those type of folks have the skill sets because if were not able to have the people to do the work, the work doesnt stop so we end up taking sworn officers to do these jobs and i can cite many examples where we had to do that just to fill data requests. To fill data requests because we dont have the adequate Analyst Staffing to fill these requests. So its important andtechnology is part of that. The better the technology the better our efficiencies are but its also a people issue. Because the work isincreasing, not decreasing. Its increasing in volume and the last thing ill say on my point and thank you for raising it is our biggest list right now in terms of the Reform And Sustainability is the work in the area of having a Police Department and addressing the disparate issues spit particularly in the africanamerican demographic. Thats all about data and understanding the data and doing something with the data once you acknowledge which we already have that you have a problem. But all the experts that weve worked with have emphasized how important data and having technology to that data is for again, thank you for raising that and i know we have some gaps in thisbudget for the next. And we definitely hope that the boardsupports our request. Thank you mister chair. Supervisor ronen. Looking back at the presentation overtime i just want to make sure i understand itbecause im getting different numbers. In 2021, 22, overtime budgeted at 15. 8 . Supervisor ronen, that is correct. And its 6. 6. That is correct. The number youre looking at for fiscal year 21 was the year to Date Number at that point in time. We had at that point in time we had spent 15. 8 million year to date so fiscal year 22, our overtime budget and proposed budget is 15. 6 million. For the budget were looking at right now, the budget overtime is 16. 8 million. I believe it was 12. 4. You budgeted12. 4 million in 2122. Know, for current year. IF Youre asking. Not for this budget but for the upcoming budget, for the upcoming fiscal year, fiscal year 2122. Once the budget in overtime . That number would be 15. 6. And then for fiscal year 13 its up 15. 6 . Ibelieve so. I have to double check that. I know we keep having this conversation over and over and i feel like weve had it several times but as we are working up a budget, since the budget and Legislators Analyst Report that we commissioned to figure out how much time Police Officers are responding to priority calls involving people behavior, people living on the street and people experiencing mental Illness And Substance abuse, the budget and legislative Analyst Kind of calculated that the equivalence of approximately 51 officers in europe your Respond Topriority because its equivalent to approximately 44 officers a year. Respond to priority calls. Does that seem accurate to you chief . You remember the budget there . Yes supervisor, i do. For that equation, it simply as workhours divided by the amount of hours it took to get a fte, that Math Math would be correct. This has to do with the economy and also with overtime. I understand that 2122 are going to be in a year of transition but bythe time we get to 2223 , were going to have significant alternatives but by the time we get to 2223 we will have even data. That should be taking up a lot of this time. It just does not feel as if that is taken into considerationin these budget requests. Either in academies or overtime or both. And i understand for their purposes, great if these officers arent responding to homeless or mental Illness Or Substance abuseissues on street. Then they can be responding to crime and the communities or walking the beat, etc. But it just feels like we are again taking away a significant amount of work from the Police Department but that its not accounted for in this upcoming budget in either academies or overtime. I know we had this conversation several ways several times but i still am not convinced that were properly accounting for that transfer of work in this budget so just wanted to have that one more time as were figuring out this budget for the upcoming fiscal year. I think i justcommuted myself. I think whats difficult about this conversation is its not as clean as just a Math Equation and i wish it were because if we were in a vacuum that would be a simple thing for us to do but were not. The reality is were not just working in a vacuum and yes, we were able to save that personnel from that amount of snow, thats a great thing for us. On the other side of that we still also have other demands and those demands are very real and its in a time where we are unfortunately facing increases in crime across the board. Shootings and burglaries and car breakins and now for the first time since 2017 we have an Increase Incar breakins. So those things are very real to us and should be considered. Thats the ask, supervisor. I hear you loud and clear. If this was just simple math and a vacuum it would work but its not that simple math. We dont even have a Backup Plan about how were going to address what happens on those nights when serv, even if we g , whos going to be the Backup Forthose policies . Is it going to be other firefighter, paramedics . This is one of the things as we work through this those type of nuances we have Tothink Carefullyabout and thats been our ask all along. As you know , i and this department and totally supportive of that work. Ive always been thoughtful about how we approach that but there are a lot of nuances that we need to kind of see how things are going before we make the assumption that we can transfer the work and take those away from the Police Department because im sorry but the third part of this equation is we are short. We know that we are short staffed. So we have those savings and its an experience form, why not try that. We addressed some of the challenges that the city faces thats really i think afair ask. At least i believeits fair. And i totally understand people wanting to cut the Police Budget andcut the size of the police force. But those things need to be considered as well before we are so quick to do that because its really hard to turn around when we shrink in size, its hard to turn that around and we saw that in 2008. We have not recovered from that shrinkage yet but here we are 13 years past what happened in 2008 and after that great recession, we still havent recovered from that. So those are the types of things that i really would urge that we consider as we have this conversation. I know it feels like its not moving but itactually is because this program is on the ground. There are at least 2000 calls and its my understanding we have not had to respond to and i think we will getthere supervisor, i really do. Im so appreciative of how your enthusiastic about this. And how not just you and not just the leadership but i hear it from the officers on the street as well. This really is something that were all in agreement on and thats a fabulous thing. And its something to be celebrated. I just want to say for the record i know were not making any Decisions Today but its, i agree with you. Theres casesthat are going to happen in fiscal year 21 , 22 and as these things get up and running and we really understand their impacts and etc. And as im sure youve heard me talk about how we need to do sort of this overall analysis and this Year Figure out how theyre all together so were going to do that work for us every year and i appreciate that. Especially in fiscal year 2223, i still feel like we are not expecting to have the success that we all kind of half and how we budgeted the department but i just want to put that out there and i know we will be making decisions about that in the coming days. Thats all. Thank you. Supervisorpreston. Thanks chair and thanks to our whole committee for all your ongoing work and many of the questions that i had joined to ask have been answered but i wont go over terrain that youve already covered and very much appreciate some of the comments in particular from Supervisor Ronen for the overtime issues andgetting clarity on those amounts. I do want to say that right now advocates across the country are calling for substantial cuts to Law Enforcement fundin. And i know its not easy as we tried to grapple with this but i think we need to deliver on that. We spoke last time about ongoing racial disparities in policing thank you chief for referencing those. I think thats the context for current investments in increasing policing. Increased investment in the Police Budget is unfortunately unless things change drastically at some point, that is an investment in more discriminatory impact on people who are most oppressed and in our society. As were calling for 50 percent of the prefunding year after the murder of george floyd, i remain concerned that were looking at budget that increases funding dramatically in year two and i appreciate the focus of President Walton and Supervisor Ronen and others to budget and to suggest the cuts are less than halfa percent. And opposed by the department. I do want to comment on the assumption seems to be guiding our position here and some of the discussion as if theres a policy at the city that we will not reduce police Staffing Levels. We need new officerstrained them for everyone thats lost through attrition. We had this conversation last year in this committee and were told we cannot reduce staffinglevels. That led to a Ballot Measure by then President Normandie supported by every member of this committee and 10 of the 11 supervisors and promptly freed us from such restrictions so Staffing Levels are a matter of discretion for us and for this committee and the rest of the board in this Budget Process and really pose the question of how we see the future of policing in San Francisco. I did on the Staffing Issue i did want to ask the chief for clarity on vacancies. How many sworn and unsworn vacancies we have. Executivedirector wire has. And i dont know iF You could share that on the screen but. If i may respond to supervisor preston. Presently as of for the current fiscal year we have 2000 44 expected by the end of this year for sworn positions. The total count for fiscal year 21 for sworn budgeted positions is 2109 area that drops to 2054 for the year 22. For civilian vacancies, presently we have to 49 vacancies. However, those positions are vacant not because they are needed but they remain vacant because we are trying to meet our budget target. And for the vacancies they do have a lot of impact to the services that we provide. If were not able to put back some of these vacancies some of the job functions will have to be performed and really what this can lead to his reverse civilianization because theres no other staffing sources that we have if we have to still perform the work. Weve already faced a lot of challenges this year. Theres been many with that i had to suspend because we are trying to meet our budget. We had a projected 1. 9 million deficit at the sixmonth report as though weve had challenges this year where weve had to suspend vacancies. We had to suspend and differ just as your supplies. Weve had to defer services to allthese impacts , all of these resources if we dont have enough budget to perform the services that we should be performing, these do have impacts of what we are allowed, what we are able to perform and it does have impacts on some of the things that we are able to do. And i may have missed that. Can we get the whole numbers around the number of sworn officers as denmark again i may have just missed it but theres the vacancies, you gave the vacancies on the unsworn. Let me do the math. Presently there is 3011, 2011 still. 30 physicians in the Academy Class and then we have three lateral positions that are three lateral officers that are coming back to the department that still we expect to hit the mark within the next week or two. Fumbled to jump in here to supervisor so as patrick mentioned , july 1 getting of the fiscal year we lost 2044 sworn personnel and then authority comes down to 254. What was the last figure . Authority july 1 is 2054 and we will have to thousand 44 sworn members. So as of july 1, 10 vacant sworn positions. Yes. Thank you for clarifying that. I think one thing i would respectfully suggest to the committee. I think thats an area for potential cuts both on the civilian vacancy and even the 50 Percent Cut for example of sworn relief by physicians would be a significant savings. The same on overtime and thank you Supervisor Safai and Supervisor Ronen for asking about this Supervisor Walton, we wouldrespectfully suggest we be looking at significant cuts to overtime. In theorder of 50 percent or more. I think on Academy Weve identified significant Cost Reduction from 2 to1 academy. Eachyear. I wont go back over the numbers. I think weve been over that. I understand the department has a different view around the impact of some of these thoughts but i think if were putting it on the table the questionof overall reducing Traffic Levelswhich i hope we are , those are all areas where significant cuts. And then we thought a lot a lot last week about this and Supervisor Ronen, the suggestions around what would it look like to cut some of the mental Healthand Homelessness Response in year one in year two as we grow ouralternatives to policing. Think i might have , theres probably at least 7 million in year one and 10. 4 million in year 2 as well as the potential for funds on reserve as we build up alternatives to lowlevel police stops. So i wont track after all this. I think Supervisor Ronen framed that discussion and i think theres a significant basically redundantresponse being proposed. Your planning for our own failure, not our own success with these alternative programs and i think Supervisor Ronen is correct that it seems to be broad Agreement Area i think we correspond even to a generous implementation on current expansion and the establishment of the Wellness Team. I think its conferred by dph and the Fire Department. I think we also need to be aggressive on moving to remove officers in both years as discussed and i know ive said it at every hearing. I wont belabor the point and thank you chief in responding but it is well past time to stand as a mounted unit. Over 1000 years, it is a relic of the past. It cost over 1 million a year and it seems like more of an investment in the sort of pr for the department that it is in any true Law Enforcement function so i think thats another area for us. I would just say in conclusion and thank you chair and the committeefor your time and attention. I just want to focus on year 2. Increasing the Police Department budget by 26 million in year two. With all due respect to everyone involved, i dont know how real that figure is. Ive always been on the force a little over a year and it often seemsto me gate year 2 projection , i never got how real they are and whether they are made a cynical viewer might say theyre made so that they can later cut from and announce youve done big cuts. And i think thats what weve seen unfortunately on some of the announcements around Police Budgets. I dont know how real the 26 million is fouryear 2 but i think the budget is still a statement of our values and we need to reverse the historical path of just increasing Police Budgets over and over again and that they will grow and i think the year 2 budget is significant in that way. It needs to reflect the vision of moving some of these core functions of thePolice Department and to other departments. So respectfully i know you have a lot of hard decisions ahead oF You on the budget committee. And i really appreciate all your work Chair Haney and the committee but i would respectfully suggest that we should be looking for a cut, a 10 Percent Cut in year one and year two. As at least a minimal second step towards responding to the call and maybe to justify the call from advocates around getting serious about reenvisioning policing in San Francisco. Thank you again somuch for your time and i appreciate. Thank you supervisor presto. Thank you all for your great questions i had a few questions that were not addressed thank you again Chief Scott. One is on this year 2 and i agree that with others we hope to see some of these investments and alternatives and helping to free up some resources as well as allowing officers to focus on more serious crimes or crimes at all and making sure that we have public health personnel responding to behavioral health issues. But i did want to understand and year to what is driving some of the increase. I know that in year 2 thats what some of the contractual obligations are coming to your budget. In terms of some of the agreements around salary. And do you have numbers on what exactly the cost of that is for the department . How much is the cost of increasing in year 2 or drivenby some of the contractual salary obligations . I dont know if we have all thenumbers on that. IF You would take the question please. Is the increase is due to the annual position of the hundred new recruits that are headed for fiscal year 22. Its only funded partially and so the Foley Annualized Physicians of fiscal 23 is driving the majority of that increase. The other part of it is really associated with cost of living adjustments that are part of the ou between the city and all of the collective bargaining that they have with the union. Those are alsobuilt into it. We do have to answer Supervisor Ronens question earlier, fiscal year 23 does overtime amount is 15. 6, the same amount as fiscal year 22. So collectively those represent the majority of the difference. Can you restate that again. So whats the difference in overtime between 22and 23 . Its im sorry. If were comparing fiscal year 23 with 22, there will be no difference on that. If were comparing fiscal year 23 with her ear which is fiscal year 21. That increase would be i believe 2. 3 million. If im doing my math correctly. Overtime between this current year. And i guess it sounds like also staying with 22 because youre saying 22 and 23 have the same level of overtime. The increase in overtime from current year to fiscal year 22 would be 2. 3, 3. 2 million. And then fiscal year 22 and 23 is the same amount. So that difference would be zero. If werecomparing just fiscal year 22 to 23 , those differences are the result of Colead Staff increases. The and the annual as agent of the 100 recruit divisions on that are added in fiscal year 23. Can you clarify how that works because obviously were talking about the recruit and filling positions that are being vacated through attrition. Why is it more significant and year two. If i can share a slide. In my slide maybe theres clarity. Part of the reason we have to add positions is because the attrition numbers are baked into the fiscal years moving forward. So without the 100 new recruits we would have a reduction of 55 ftes. As compared to the current fiscal year. So part of part of that is to add back some of those positions so that we can keep and maintain the current Staffing Levels that we have. Okay. I may have a followup question. This chart is not entirely clear. I dont know if my colleagues but what exactly is saying. Can interject and battery, iF You could explain the utilization process. That is what carries a lot of cost this fiscal year two. Thank you chief in fiscal year 22, the hundred recruits have added to our budget at 27. 5 fte. Once we get to fy 23 we have to annualize it for the entire year. So that differencerepresents that cost increase. So for the 27 and a half thats funded in 22 its only funding those positions for a portion of that year. When we have to annualize that position, those positions for the entire year , that is where the cost differencecomes from. Got it. Okay. Thank you for that. I did have a question for bla around the exact number of the Increase And Decrease and were seeing a lot of different numbers here in terms of what the percentages are so this says in the Mayors Budget decreases the Police Department by. 9 percent relative to the current year and as a reduction would reduce it by 1. 3 percent. If that overall total or is it a general fund and how does your recommendation reflect as it relates tothe general fund overall . Thank you Chair Haney. So the 1. 3 Percent Number thats in our report, that refers to the total. IF You took our recommendations for year one which totaled 2. 6 million, that would reduce Police Budget relative to the prior year by 1. 3 percent. Now, the mayors proposed budget reduces the budget per proposed budget to you right now reduces the Police Budget overall, allfunds including the Airport Fund reduces it by. 9 percent. Our reductions at. 45 percent to the mayorsreduction of the Police Budget. Thats overall. Thats overall. Relativeto the general fund , and as i said, yes. The proposed budget includes 577. 2 million in the first yearof the proposed budget. So our reduction to 2. 6 million or like i said. 45 percent of that proposal. Does that Answeryour Question . I understand the overall one but what the increase is and how thataffected from the general fund. IF You give me one moment. Okay. So the Police Budget on the Journal Fund Expenditure side in the current year. So fiscal year 21 is 573 . 8 million. The mayors proposed budget would bring that up to 577. So our recommended reduction is 2. 55 million in the proposed budget so there would still be an increase in the general fund from 573 two 574. 5. And then theres a 50,000 recommendation of an encumbrance from 2019 oh its not even money in the proposed budget, its prior unexpended money. So iF You accept our recommendations in your one the Job Fund expenditures would go from 573 two approximately 574. 5 general fund. Does that make sense . That makes sense. Thank you. Just a lot of differentnumbers on percentages and how many things are going up and down. Not seeing any more questions or comments from colleagues i just want to thank the bla and you Chief Scott for your work and this is of course one of the most important decisions we will make in keeping our residents safe its one of the most important responsibilities we have. And we have to come to some decisions on this over the next few days. So my guess is that we will likely seeyou again on monday. And we appreciate your partnership and your work on this as we make these decisions and move forward with these important reforms as well as the critical public safety that we have asked the city. With that i am going to express our Committees Intention to accept the Blas Recommendation and we will as i said chief look forward tohaving further conversations on monday. Thank you Chair Haney. Thank you miss mcguire as well. Thank you. And again colleagues, we will not be taking public comment on items one and two today. Comments can be made during our designated public Comment Day tomorrow and were also taking lastweek on these department budgets. And with that i want to make a motion to recessed this meeting to friday, june 25 at 10 am. Is therea second . Second, safai. Second Supervisor Safai. Madam, call the role. Clerk [roll call vote] tenderloin is unique neighborhood where geographically place in downtown San Francisco and on every Street Corner have Liquor Store in the corner it stores pretty much every single block has a Liquor Store but there are impoverishes Grocery Stores im the cocoordinated of the healthy Corner Store Collaboration close to 35 hundred residents 4 thousand are children the medium is about 23,000 a year so a low Income Neighborhood many new immigrants and many people on fixed incomes residents have it travel outside of their neighborhood to assess fruits and vegetables it can be come senator for seniors and hard to travel get on a bus to get an apple or a pear or like tomatoes to fit into their meals my my name is ryan the cocoordinate for the tenderloin healthy store he coalition we work in the neighborhood trying to support small businesses and improving access to healthy produce in the tenderloin that is one of the most neighborhoods that didnt have access to a full Service Grocery Store and we california together out of the meeting held in 2012 through the major Development Center the survey with the corners stores many stores do have access and some are bad quality and an overwhelming support from community members wanting to utilities the service spas we decided to work with the small businesses as their role within the community and bringing more fresh Produce Produce Cerebrothe neighborhood their compassionate about creating a healthy environment when we get into the work they rise up to leadership. The different stores and assessment and trying to get them to understand the value of having healthy foods at a reasonable price you can offer people fruits and vegetables and healthy produce they cant afford it not going to be able to allow it so thats why i want to get involved and we just make sure that there are alternatives to people can come into a store and not just see cookies and candies and potting chips and that kind of thing hi, im cindy the director of the a preiF You believe program it is so important about healthy retail in the low Income Community is how it brings that Health And Hope to the communities i worked in the tenderloin for 20 years the difference you walk out the door and there is a bright new list of fresh fruits and vegetables some place you know is safe and welcoming it makes. Huge difference to the whole environment of the community what so important about retail environments in those neighborhoods it that sense of Dignity And Community safe way. This is why it is important for the neighborhood we have families that needs healthy have a lot of families that live up here most of them fruits and vegetables so thats good as far been doing good. Now that i had this this is really great for me, i, go and get fresh fruits and vegetables it is healthy being a diabetic youre not supposed to get carbons but getting extra food a all carbons not eating a lot of vegetables was bringing up my whether or not pressure once i got on the Program Everybody o everything i lost weight and my Blood Pressure came down helped in so many different ways the most important piece to me when we start seeing the business Owners Engagement and their participation in the program but how proud to speak that is the most moving piece of this program yes economic and social benefits and so forth but the personal Pride Business owners talk about in the program is interesting and regarding starting to understand how theyre part of the larger fabric of the community and this is just not the Corner Store they have influence over their community. It is an owner of this in the department of interior i see the great impact usually that is like people having especially with a small family think Liquor Store sells alcohol traditional alcohol but when they see this their vision is changed it is a small Grocery Store for them so they more options not just Beer And Wine but healthy options good for the business and good for the community i wish to have more [roll call] all right. Having a quorum, the next item on the agenda is the approval of the minutes of the Health Commission Meeting on june