for which it is a name, one nation, under God, indivisible, with liberty and justice for all.

President Clay, would you like to take a roll?

Yes, please.

Commissioner Tecky?

Here.

Commissioner Scott?

Yes.

Commissioner Leung?

Here.

Commissioner Yee?

Here.

Commissioner Elias is en route.

Vice President Benedicto?

Here.

President Clay, you have a quorum.

Also with us tonight, our Deputy Chief Nicole Jones from the San Francisco Police Department

and Executive Director Paul Henderson from the Department of Police Accountability.

All right. Welcome, Deputy Chief.

Welcome, everyone, to our November 19th meeting.

Can we begin, Sergeant?

Line item one, weekly officer recognition certificate,

presentation of an officer who has gone above and beyond in the performance of their duties.

We have two tonight, so we will start with Officer Paul, I'm sorry,

Officer Bernarda Chacon, star number 1428 from Mission Station.

My name is Captain Sean Perdomo, the commanding officer of the Mission Police Station.

I would like to draw the commission's attention to the outstanding work of Officer Bernarda Chacon Gonzalez.

I had the privilege of meeting Officer Chacon in the academy while I was the commanding officer overseeing the training of the 279th academy class.

During training, I saw that she was a leader in her class, along with her classmate and beat partner,

sitting here in the gallery, Officer Gabriel Hassan.

After being assigned to Mission Station, I have seen firsthand that she turned out to be the officer I thought she would be,

an assertive, hard worker who has a tenacious presence.

Officer Chacon leads the charge on our 16th and Mission Street nightly enforcement operations.

She has made a whopping 123 arrests, and most notably, on October 24, 2025, she arrested a felon in possession of a firearm along with her partner.

It is my honor to present Officer Chacon with this award.

now if you have any questions for me I'll be happy to answer them officer

Chacon is also here and all the sister with answering officer to gun thank you

for your service and your hard work and I know the city appreciates it the

Commission appreciate it and continue to do what you're doing congratulations

Yes, sir. Thank you.

Did you have anything else to say?

Mr. Scott?

Yes. I want to say your name right. Officer Chacon.

Yes, ma'am.

Well, thank you for your service. To have that many arrests in such a short period of time, my goodness.

And then a firearm arrest, our house is off to you for a job well done.

Thank you, ma'am.

And please just continue to do the best that you can.

Stay safe.

We appreciate all that you do and what you're doing for our city.

It is an honor to have you be presented this award with your colleagues as well

and all the support that we're getting in our city to help us stay safe.

Thank you.

Thank you, ma'am.

And congratulations.

Thank you.

Commissioner Yee.

Thank you very much, President Clay.

Officer Chacon, thank you very much for your outstanding service to San Francisco

and keeping us safe, especially along the Mission Corridor.

I know it's new and it's a challenging issue,

but you have shown that you're an outstanding officer, making San Francisco proud.

So continue your great work and stay safe and make sure you come home every night.

Thank you.

All do. Thank you.

Thank you President Clay, congratulations Officer Chaconan, thank you for your

example of service. I wonder if you might introduce us to some of the people in the

gallery here that are here for you? Are there folks here?

They can all stand up.

Yeah, they can go ahead and stand up.

My son's here, my dad, my mom, and my niece, and of course my partners.

Oh please. Give me a round of applause for the family.

The other thing that I got to learn about Officer Chacon that makes her very special is that she grew up right here in the Mission District.

She immigrated here from El Salvador when she was about 14 years old.

She's a native Spanish speaker.

She actually did a really good job with this case that I read where they apprehended a robbery suspect.

It was thanks to her Spanish-speaking skills with that victim that they were able to get the elements of the crime against a Norteño gang member.

So she did exemplary in that.

She really exemplifies what we should be hiring in the San Francisco Police Department.

She's homegrown.

She does a great job, really cares about the community.

Absolutely.

Thank you so much for bringing your colleagues and your family here.

I mean, to get to see you receive this honor.

But as a reminder, it's something that I know that what I often said at the Academy,

but the friends and family that support us in is so critical.

And, you know, all the members of the family, you serve the city, too,

by allowing us to share Officer Chacon and her amazing talent.

So thank you to your team and thank you to your family, and congratulations again.

Thank you.

Thank you very much.

That concludes our presentation.

Hold on, hold on, hold on.

Oh, I'm sorry.

President Clay, I cut you off there.

Commissioner Leon?

Yeah.

Wait a minute.

Don't be modest.

I know.

Don't let us stop.

I'm so sorry about that.

Go ahead.

Thank you, President Clay.

Just wanted to offer my own personal thank you and to see that you're doing great work

in protecting the community in which you grew up, and also the work that you do with

all the arrests that you've made, plus the seizure of a gun, frankly, is quintessential

police work that protects the community. So thank you. Thank you.

Commissioner Tecky? I just wanted to say congratulations and thank

you for all your work. Thank you. All right. Deputy Chief Jones?

And I just want to say how proud

I am of you, and I'm so glad that we're able to share this award with you today.

Thank you, ma'am.

Thank you.

Thank you very much.

We are all proud of you and keep up the great work.

Yes, sir. Thank you.

All right, this concludes the presentation.

There we go. I got my cue.

All right, have a good night.

You want to get a picture here?

You want to get a picture right here?

Why don't you wait for the second honoree?

Have them together.

Yeah.

All right.

All right, our next officer of the week is going to be Officer Paul Carr, star number 1530 from Bayview Station.

Good evening. My name is Bernadette Robinson. I am the captain of Bayview Station.

I've been the captain at Bayview for now three months, going on four.

And during my travels throughout the day to do observations on the community, I often run across Officer Carr and his patrol car.

He has been with the department for 10 years. He's been at Bayview Station for approximately eight years.

And when we had more staffing, he was our homeless car for five years.

So with that, I've actually seen Officer Carr numerous times when he's not responding to calls in our communities where we have a lot of RVs, homeless individuals.

And he's actually giving them services, making sure they're okay.

And I actually had to take the time and ask him, you know, what motivates you to do that?

And his response is what brought us here today.

He said there are some people out there who are not really homeless, and they just, you know, they kind of work the system.

But we have some families out there who really need our help, our support, and, you know, our guidance in making sure that they get the services that they need and that they understand what their rights are and make sure that they're safe.

So with that, it just kind of blew me away, and it kind of took me to a place where we recognize individuals as people, and he does that with respect.

He does that with honor, and I just wanted to take the opportunity to acknowledge that he does a great job.

We no longer have a homeless car.

He is an actual patrol car.

He works day watch at Bayview.

But in the meantime, he takes the time to check on our homeless population.

He works with our NRT team.

When the fire department comes out, he works as a team with them every week to make sure that they're getting the service that they need and that they're protected.

So this is Officer Carr from Bayview Station, and I would like to present him with this award for Officer of the Week.

Thank you.

All right.

Mr. Benedicto.

Thank you so much, President Clay.

Congratulations, Officer Carr, and thank you, Captain Robinson, for bringing Officer Carr before us today.

I think if there's a common theme that we heard from both Captain Robinson and Captain Podromo when hearing about officers,

Chacon and Carr, it's that you really interact with the community and you really work closely and care deeply about the community.

And I know when I did my ride along at Mission Station, that's what I got from my officers that I was with.

And I think that's what really separates what makes SFPD a really special police department is the genuine care and empathy for the community.

We hear so much feedback from the community, and ultimately a lot of it boils down to what they want is to be for community policing, to be policed by members of their community.

And that's what we're seeing here tonight.

So congratulations on this honor.

Thank you, sir.

Mr. Scott.

Officer Kerr.

Wow.

Congratulations, first of all, for all your services.

And I want you to know the Bayview community knows who you are.

They know who you are.

And the Fay community and the Bayview as well know who you are because of the services and the dedication and the time and your commitment and your heartfelt approach to people that are already suffering and disparities.

It is just an honor for you to receive this award, but it's an honor to have someone like you on the force representing our SFPD and our community.

We need more people like you filled with compassion, understanding the need, and meeting the need of those that are down and out.

Words can I express my gratitude and congratulations to you for all that you do.

and please continue to do so because it's a reflection on you, of who you are as a person, as a human being,

and a reflection on the department and a reflection on our city as a whole.

So thank you and congratulations.

Thank you, ma'am.

Commissioner Leone.

Thank you, President Clay.

Officer Carr, I wanted to thank you and echo the sentiments just expressed by Commissioner Scott.

I think between you and Officer Chacon, you both embody what's great about the SFPD,

which is that you protect the community but also you help the community so thank you thank you sir

commissioner thank you very much president uh clay also want to thank you to officer car for all your

outstanding uh work and effort on duty and off duty you know the community views it and

there i guess we can say we can see see it in our crime stat too as well uh you see um you know

homicides going down there in that community and continue your outreach and making sure that people are safer there.

And thank you very much, Captain, as well. Thank you.

Thank you, sir.

Thank you very much.

At this time, the public is now welcome to make public comment regarding line item one, the weekly officer recognition.

If you would like to make public comment, please approach the podium.

And there is no public comment.

Line item two, general public comment.

At this time, the public is now welcome to address the commission for up to two minutes

on items that do not appear on tonight's agenda but are within the subject matter jurisdiction

of the police commission.

Under police commission rules of order during public comment, neither police nor DPA personnel

nor commissioners are required to respond to questions by the public but may provide

a brief response.

Alternatively, you may submit public comment in either of the following ways.

email the secretary of the police commission at sfpd.commission at sfgov.org or written comments

may be sent via u.s postal service to the public safety building located at 1245 third street

san francisco california at 94158 if you'd like to make public comment please approach the podium

Hi, my name is Daniel Reed.

This is a public comment with double witness.

On the 5th of November, I came here and talked about a list of 100 high profile individuals

that were murdered under the former police chief.

I was contacted the very next day by an individual involved in those 100 murders who gave me

a death threat.

I received two of those death threats.

Additional reminders yesterday.

Deputy Police Chief Jones, I was told by your office that this is a very serious matter

and it needs to be reported.

The problem is, over the last four years since I first reported death threats and racketeering

operations involving the trafficking of 12 to 14-year-old girls when I worked at a cargo

ship company, nothing has happened.

I was abducted.

I was shot.

Back of my head, the police department opened a case and closed it.

I need this matter to be taken very seriously.

I'm asking for your department to please provide a ranking captain or lieutenant to accompany me when I make this report.

This is a death threat by an individual.

EPA, you know about this.

You know about Caitlin Renee Hensley.

Katerina, who was with the former public defender, Jeff Adashe, when he died.

These are 100 individuals that were murdered.

Luang, the woman who threatened me, is associated with the consulate.

Connected to your activities.

You know exactly what I'm talking about.

Jones, do you support a ranking individual

ensuring that my report is routed properly?

Thank you so much.

And that is the end of public comment.

Line item three, consent calendar, receive and file, action,

Police Commission's Statement of Purpose per City Charter 4.102.

Is there a motion?

Motion to adopt the consent items.

Second.

Receive and file.

If any member of the public would like to make public comment regarding line item three,

consent calendar. Please approach the podium.

There is no public comment. On the motion,

Commissioner Teke, how do you vote? Oh, sorry. I would

like to acknowledge Mr. Paul Allen, who's in the room,

who helped very much with this statement

of purpose in its initial drafting. So thank you, Mr. Allen,

for that work.

Right on the motion,

Commissioner Teke, how do you vote? Yes.

Commissioner Teke is yes. Commissioner Scott? Yes.

Commissioner Scott is yes. Commissioner Leung? Yes.

Commissioner Leung is yes. Commissioner Yee? Yes.

Commissioner Yee is yes. Vice President Benedicto?

Yes.

Vice President Benedicto is yes, and President Clay.

Yes.

President Clay is yes.

You have six yeses.

Line item four, chief's report, discussion, weekly crime trends, and public safety concerns.

Provide an overview of offenses, incidents, or events occurring in San Francisco having an impact on public safety.

Deputy Chief Jones.

Thank you.

Good evening, commissioners.

I wanted to start first with a follow-up from the previous commission meeting.

so I just wanted to confirm that in relation to the officer-involved shooting that we had

not last week but a little bit before that that the town hall was conducted this Tuesday

November 18th and any materials including body-worn Cameron footage is available on

the department's website at sanfranciscopolice.org should anybody wish to review that.

In terms of crime trends so overall we are pleased to report again that part one crimes

are down 26% year-to-date compared to 2024. Total violent crime is down 17% for the year.

Specifically in relation to homicides, there were a total of 24 homicides in 2025, but that compares

to 31 in 2024, so that's representing a 23% decrease. In terms of gun violence, which is

defined as the number of people injured in a shooting incident added to the number of persons

killed by a firearm, we are down 12% as compared to 2024. Incidents of reported rapes, which

included attempted enforceable rapes, are down 15%. Assaults for the year are down 13%, with a

decrease of 20% in assaults by firearm. Robberies are down 22%, with robberies using a firearm

declining by 44%, which is pretty notable. And human trafficking incidents, we're breaking the

trend here, are up with, they're up 100% with 22 reported incidents this year compared to 11

last year. So in terms of property crime, it's down 27%. And we continue to have fewer reported

incidents in all categories compared to 2024. And in particular, burglaries are down 28 percent,

and larceny theft is down 22 percent overall. There are a couple of incidents that I think

that we should call attention to from the past week. One is a homicide that occurred on November

16th, just after midnight, at 16th in Valencia. So this was actually a double shooting, and one

ended up being a fatality. So this involved a verbal altercation inside a nightclub, which

turned physical when the parties went outside. And during the altercation, two victims sustained

gunshot wounds and were transported in life-threatening condition to the hospital. And

unfortunately, one of those victims succumbed to his injuries. But the subject did ultimately

contact police and was taken into custody. So the investigation on that is still ongoing.

in terms of shootings we had no reported shootings this week and then a couple of

notable incidents that we should also talk about is we had a water rescue on November 15th

our marine units in conjunction with the fire department responded to a report of a person in

the water in the vicinity of pier 43 and unfortunately this person ended up being an

elderly woman, approximately 80 years old, and she was located partially submerged near a yellow

buoy, roughly about 50 yards offshore, struggling to keep her head above water, but they were able

to successfully pull her to safety. So that's a win for the police department and everyone involved,

the fire department as well. Another incident that I would like to note is we made an arrest

of a suspect who was involved in the sexual assault of a minor.

So an individual reported an incident that occurred multiple years ago,

but involving one of her teachers.

And ultimately, the investigation was conducted and led to that person's arrest.

So the San Francisco Unified School District is working closely with the police department on this matter.

but also a good arrest.

And then we also had a fatal hit and run on November 16th

on the 2700 block of Alamany in the Ingleside district.

And a 911 call was received many hours later

that there was a person in the street

and the victim was declared deceased

when officers arrived on scene.

And the footage that was obtained

showed that a vehicle had collided with a bicycle

and ultimately the person riding the bicycle

was tragically killed in this incident.

So sad to report that,

but those are some of the highlights.

Highlight might not be the best word to use

as it relates to these things,

but some of the notable incidents that occurred

in the city over the past week

as well as the crime trends.

Happy to answer any questions.

Mr. Tecky?

Yeah.

So I have a question.

And I've been, for the past couple of commission meetings, I've been noticing the chief report,

and I was hoping Chief Yepp would be here to answer, but you could definitely take the message to him.

Yes.

As to when you do crime reporting, like homicide, burglary,

and I don't see anything separately mentioned as narcotic arrest, you know, drug arrest,

because we are talking so much about drug usage and all that.

So I would be interested in seeing that as a separate bullet point, because I know Tenderloin Station does do say every month how much errors they've done for narcotics.

So it would be helpful to see that one.

Yeah, I will definitely take that message back.

I know that we have been doing specific reporting as it relates to Tenderloin Station.

But just so I can clarify, Commissioner, you'd like to know citywide.

Great.

Thank you.

Commissioner Yee?

Thank you very much, President Clay.

Regarding the officer-involved shooting,

I'm very sad to hear about the dog being shot,

but it's probably a safety issue that's out there along the public.

One of the callers mentioned that there was over 900 dog bites in the city.

Is that right?

Aggressive dogs are...

So I don't know if that's the fact, or is that this...

I was just wondering if the police have any data on that, or do they have that many dog bites out there?

So I'm concerned, but I love dogs.

That's all.

That's what I'm saying.

See if you have any more.

Hopefully you can share more light on that next time we meet.

Thank you.

Thank you, too.

Yes, we can definitely pull the stats.

The one thing I would want to clarify on that, though, is that whatever dog bites the police department takes reports on doesn't necessarily represent all of the dog bite incidents.

that occurred in the city, but we would be happy to share our stats.

Yeah. Thank you very much.

So Deputy Chief Jones, as it relates to the human trafficking cases,

is it that we don't have more human trafficking cases,

but rather we're getting more people now cooperating coming forward

so we get the information to lodge the cases?

I think that that's likely true, but again, we won't know

because we don't know what the baseline was before truly

because these incidents unfortunately aren't reported as frequently.

But I think that that is one of the conclusions we might be able to come to, but can't verify 100%.

So the cases we get, those are just the ones that we get reported.

And so the reporting is up from last year?

Potentially, yes.

I got you.

Okay.

Great.

All right.

Thank you.

You're welcome.

If any member of the public would like to make public comment regarding line item four, the chief's report, please approach the podium.

There is no public comment.

Line item five, DPA director's report, report on recent DPA activities and announcements.

Executive Director Henderson.

Thank you.

Good evening.

Let me start off with President Clay, you had asked about the annual report.

It will be out in the next 24 hours.

It was part of the re-reporting issues that we are launching.

So this report that you're getting, there are some shifts that have some of those changes,

but next year's report is going to be inclusive of the new internal review of what our reporting

is going to look like, and it's also going to be reflective of I will take this opportunity

just to remind folks about the survey that we've presented for the commissioners.

They're directed questions so you can see where we're going with the new reports.

And as always, we want the reports to be as helpful as possible.

And you'll see in this, again, it'll be available to the public in the next 24 hours,

a broader focus so people have a better understanding of what's happening by precinct and each neighborhood.

So there will be clarifications that I think you hadn't seen in the past with more information about what's happening precinct to precinct and neighborhood to neighborhood to know and understand how DPA is doing the work we're doing.

Also, one of the things just to speak to this lateness of the report is there will be a schedule of how the annual reports will come.

We've never had that at DPA.

It's always just been when we finish it, but we're initiating now because of this a new schedule that you'll be able to track and follow, too.

So I just wanted to articulate that as I give you the report.

And, again, you'll have it.

You'll get it in your e-mails, but the public will also have it in the next 24 hours.

So it's coming out now.

Our cases still have remained steady.

but we got 11 new cases since the last commission meetings,

which is still 22% above where we were last year.

And again, the context of that and like with the reports,

we're doing all of this with less staff right now.

So things are still on track, but they're having an impact on the work.

Our case closures are up 8% from last year,

So we continue to close cases faster than the new cases are coming in.

But that's, again, a sign of how much work is being done at the agency.

We are still 100% in compliance with our 3304 deadlines.

As of Friday, November 7th, there were 12 cases over to 270-day investigations.

Only one of those cases is not a told case.

And again, when I say there's one or there are two, there are different cases each time.

These are cases that are in the process of being closed.

This one as well is expected to close within the next week.

I'm just explaining what these numbers are.

And again, the full volume of these, I'm only giving you the highlights, are in the reports that you've already all received.

In terms of what the agency has been doing this week,

we've delivered our draft for the use of force audit to the department for its formal review,

and we've asked for our response from the department by December 4th.

Again, this is not the first time they've seen what we're working on.

All of the people that were involved in the audit have been involved the entire time,

but the formal draft is now with the department, and so we're just waiting for that feedback.

Once SFPD responds, DPA will finalize the report for the commission and for its public release.

So we're getting close to it now.

We've also been analyzing crowd control related to complaints to identify whether existing policies or practices may be creating unnecessary tension.

The point from this policy is to minimize or reduce that.

That's consistent with our charter obligation 4.136H.

mandate is the focus. We've been in communication. I think we just sent something to the chief's

office just this week again on that, and I'll keep you updated on the direction that that's

going in. We're looking forward to discussing the cases with the department's subject matter

expert to shape our recommendations, and this is DGO 8.10. And then as a final update,

I just won this month the Bruin Excellence and Civic Engagement for public service.

To be clear, that's UCLA and not Cal.

I just wanted to recognize all of the glory happening down in Southern California for the work that's being done here in the Bay Area.

Tonight we have a couple of folks from the office, senior investigator Candace Carpenter, as well as Natalie, I see back there.

Helen, I see is back here as well, who is one of our newest senior investigators in training that is here tonight.

The contact information in case people have questions for DPA is sfgov.org forward slash DPA.

And the phone number is 415-241-7711.

And again, my reminder is to please get us those surveys back so we can continue with our ongoing reportings and have them be more focused.

But you'll see much of that in the future.

That concludes my report.

Thank you.

COMMISSIONER YOUNG.

THANK YOU, PRESIDENT CLAY.

JUST WANTED TO CONGRATULATE YOU ON YOUR AWARD EVEN THOUGH IT'S FROM UCLA AND NOT FROM CAL.

WELL, IT KIND OF SUPERSEEDS THE CAL.

MESSAGE HE CAN MENTION THE WORD CAL.

ANY MEMBER OF THE PUBLIC WOULD LIKE TO MAKE PUBLIC COMMENT REGARDING LINE ITEM 5, PLEASE

APPROACH THE PODIUM.

THERE'S NO PUBLIC COMMENT.

Item six commission reports discussion impossible action commission president's report commissioners reports and commission announcements and scheduling of items identified for consideration in a future commission meeting.

Well, there are no president's reports. We are we have cleared our calendar in terms of DGOs for the for the end of this year and we're setting up a new schedule.

But that is the report.

If any member of the public would like to make public comment regarding line item six, please approach the podium.

There is no public comment.

Line item 7, presentation and discussion on SFPD's recruitment process at the request

of the commission.

Discussion.

Thank you.

CLAY, VICE PRESIDENT BENEDICTO, MEMBERS OF THE COMMISSION, DEPUTY CHIEF JONES,

DIRECTOR HENDERSON, MEMBERS OF THE PUBLIC. I'M SHAWN FROST. I'M THE CAPTAIN OF THE STAFF

SERVICES DIVISION. I'LL BE PRESENTING THE UPDATE ON RECRUITMENT AND HIRING FOR SWORN STAFF FOR

THE POLICE DEPARTMENT. WE'LL BE PROVIDING YOU AN UPDATE TONIGHT. OUR TWO FOCUS AREAS ARE

RECRUITMENT APPLICANT PROCESS AND OUR KEY PERFORMANCE METRICS. ON THE SUBJECT OF RECRUITMENT,

We've recently doubled the number of full-time recruiters that we have in the unit.

We also now have a dedicated member to run our social media outreach.

And our recruitment efforts span from in-person events.

We have an online presence via social media.

We participate in podcasts to raise awareness about our hiring efforts.

And we also have digital marketing campaigns through platforms like Meta, Google, and Indeed.

Okay, this next slide is a logic model of a recruitment and applicant process.

Once a candidate applies through our smart recruiter platform that's run by the Department

of Human Resources, they'll receive confirmation that the application was submitted.

If they have met all the minimum qualifications, they are then advised to take the written

exam or submit proof of eligibility to waive the written exam, which is possession of a bachelor's

degree. The next step in the process after successful completion of the written examination

is the physical ability test and the oral interview, which we now conduct on the same day

for expediency. The application and testing itself is managed by the Department of Human Resources

IN PARTNERSHIP WITH THE DEPARTMENT.

WHEN APPLICANTS ENTER THE BACKGROUND PHASE, THAT IS MANAGED INTERNALLY BY OUR BACKGROUNDS UNIT.

PRIOR TO THE APPLICANT UNDERGOING THE POLYGRAPH MEDICAL AND PSYCHOLOGICAL SCREENINGS,

THEY RECEIVE A CONDITIONAL OFFER OF EMPLOYMENT OR WHAT WE REFER TO AS A COE.

OKAY, HERE ARE SOME PROCESS IMPROVEMENTS THAT HAVE BEEN IMPLEMENTED.

One of the primary process improvements is the combined testing that I alluded to earlier, where we do the physical ability test and the oral interview on the same day.

We are doing that internally, and there are other testing events throughout the Bay Area that we are attending where they do combined testing.

usually what we see is they do the written test and the physical ability.

And to speed up the process and be a more attractive employer to potential applicants,

we are sending staff down to conduct the oral interview at those other events,

which separates us from our peers in the region because not everyone else is doing that.

They're letting those applicants go to the dual testing

and then conducting the oral interviews at a later date.

So we hope that we're a more attractive option for these applicants because we are speeding up the process in a way that other agencies are not.

The other thing we've done, it says there, we've increased the academy frequency to five per year.

So on the next slide, you'll see the dates of our next class and the amount of people we've had in the classes so far this calendar year.

So we'll be running five classes.

Our fifth class will be this calendar year, but we'll also be running five classes in a fiscal year timeline as well.

That's really helpful in the process because we've had completed applicants who, if they miss the window for a very close academy class,

if we're only running three, then the time that they're waiting can end up being longer.

And to make sure that we're meeting the moment with the staffing challenges that we have,

WE'LL BE RUNNING CLASSES ESSENTIALLY EVERY ABOUT TWO MONTHS.

SO THE LIKELIHOOD THAT THEY WOULD GET SNAGED BY ANOTHER AGENCY,

SINCE A LOT OF THE APPLICANTS PUT OUT MULTIPLE APPLICATIONS

TO LAW ENFORCEMENT AGENCIES, IS DIMINISHED BECAUSE IF THEY MISS

ACADEMY CLASS THAT'S STARTING IN A WEEK OR TWO, WE CAN TELL

THEM IN APPROXIMATELY 8 TO 10 WEEKS THERE WILL BE ANOTHER CLASS,

WHICH IS A SIGNIFICANT IMPROVEMENT OVER RUNNING THREE CLASSES A YEAR.

So these are the application trends from 2024 to 2025.

So you can see that we are trending upward and have about 40% more applications than we did last year.

These numbers are approximately three weeks old.

We are very confident that we're going to surpass 4,000 applications for entry-level officers this year.

And this will represent an increase, a consecutive increase for three straight years.

Okay, so in 2025, we've had four full academy classes.

The fifth class will begin in December of this year.

Our graduation rates for the academy are also trending upward,

but we're continuing to work to improve those numbers because our attrition rates

are a little bit more extreme than we've seen in previous previous years so

while they're trending up we're still endeavoring to do better and we have a

collaborative approach in the administration bureau with Captain

Wilhelm who runs the Academy and our staff services division

So our background and processing time in that phase of the application process,

there's been a significant amount of progress made on this part of the process.

That's thanks to my predecessor, Captain Tom Harvey, as well as Captain Chris Wilhelm,

because prior to his assignment at the academy, he was the chairperson of the rebuilding the ranks program that was initiated by Mayor Lurie.

PROBABLY ONE OF THE MOST IMPACTFUL IMPROVEMENTS THAT WAS MADE IS THE TRIAGING OF CANDIDATES

WHO ENTER THE BACKGROUND PHASE. BEFORE THIS WAS IMPLEMENTED, WE WERE CONDUCTING BACKGROUNDS

ON EVERYONE WHO MADE IT TO THAT PHASE. SO THEY ADDED A PRESCREENER, WHICH ALLOWS US

TO KIND OF GET A SNAPSHOT OF AN APPLICANT. SO WE DON'T END UP DOING A LOT OF WORK ON

THE BACKGROUND STAGE FOR AN APPLICANT THAT WITH JUST A FEW QUESTIONS WOULD HAVE ENDED

up having to be removed from the process for post standards.

Okay.

This slide is a case study of where we're at right now of an ideal candidate timeline.

This candidate was able to complete backgrounds in eight weeks.

One of the things that will be even more beneficial is the cadence of our academy classes, because

while this applicant attended the July 9th hiring meeting and was hired, the next academy class at

that moment in time was not until September. So a fairly long wait. That won't be happening anymore

with the cadence that we'll be running the academy classes with. But this shows the dedication of our

folks in the background investigations unit. But also a lot of this is candidate driven.

Obviously, if you're young, you've lived very few places, had very few jobs. Your background is

going to be a lot faster to conduct than somebody with a lot of life experience who's lived in

multiple states, may have had multiple relationships or marriages, and multiple jobs.

So this slide talks about the candidate quality, diversity. While we are working diligently to

increase our staffing, we are not lowering our standards for hire. You know, quite frankly,

there are probably people that could get in and increase our numbers, but at a risk level that we

are unwilling to accept because we're maintaining the high standards of the department to ensure

that the service that we give the community is consistent and that we are, if we'll err on the

side of having fewer people that we are confident in providing service and the standards and morals

and character that they demonstrate, rather than just filling the ranks with people who have

submitted just their applications. Okay, next steps. Obviously, we want to build on the progress

that we've made thus far. This includes academic research partnerships that we anticipate occurring

early in the new year to ensure that we are implementing evidence-based strategies that are

proven to work. We're going to improve our integration with Department of Human Resources,

which is already drastically improved and was before I got involved at the unit in July.

This includes weekly meetings.

And beyond the weekly meetings that we have in person with the DHR staff,

so we are working hand in glove,

we're also in regular contact throughout the week beyond just that meeting that we have in person.

And obviously we're going to continue to update the public on our progress

and our efforts to rebuild the ranks and get to full staffing.

Okay, that concludes the presentation.

We're happy to take any questions that you may have.

So, first of all, let me thank you for giving us an update on the process here.

And so when we look at the process, the new process, as you're going along,

it seems to be looking what you just told us.

The numbers is the highest capacity of intake for a year,

if we got everyone through it, would be 250 officers.

Is that five classes, 50 people?

Assuming no attrition, which, I mean.

That's what I'm saying.

Yes, sir.

No attrition.

That's the best we could do.

Yes.

So in between that, those exclude laterals coming in?

That's correct.

So we could have 250 new recruits, and we could get another 200 through laterals to help us boost our numbers.

We are actively recruiting laterals as much as we can.

We had a class of five get sworn in last Friday, and we are tracking to start another class very close in line with the start of the next recruit class.

Depending on the background process, we've got two people slated for that, but it might raise up to five.

Oh, the other thing I forgot to mention, the process improvements about our applications and bundled testing.

last week after we submitted the documents for this meeting we experienced our highest single

day applications of 2025 on the 13th of november and it was in part credited because we sent the

oral interview panel down to a place that was giving the written and the physical ability

which kind of made us a hot ticket item relative to the other police departments

Great to hear. Thank you very much. Commissioner Tecky?

Thank you, Prishtin Klee. So thank you very much for doing this, because I have been asking to see the process of recruitment, and since it's on everybody's mind, I have several questions.

number one

with the first

the slide number three

so one thing I want to know is this

once a person applies

is it an automated

system

that basically qualifies

them says they reach minimum qualification

how do or is it a human being

that's going through I mean you had like

3,000 applicants you know

so I'm just curious about that

okay yes Commissioner

So it's automated at the start, but if somebody is rejected, either the DHR staff or one of our recruitment unit folks is double-checking.

Some people aren't as diligent as they probably should be looking at the questions and end up kind of selecting an answer that disqualifies them.

And so a lot of times we're checking to make sure that that was accurate.

Some folks call and say they don't know why they've been rejected, and they think that the answers to all the questions in the application should be yeses,

and then they don't read the question that says, are you a convicted felon, which then would preclude you from service as a police officer.

Okay.

And the other thing what I wanted to know is, like, one thing that in your presentation you didn't say,

So if somebody applies, how long does it take for them to get a response from SFPD saying, hey, you're in, you've qualified basic qualification, you're done, now it's time for you to take testing and other things?

How long does it take that time frame?

If we're assuming that the person met the minimum qualifications where they submitted the application, they will get an automated email telling them that they've met minimum qualifications, which is, I mean, I don't want to call it instantaneous, but it's very quick.

And then it's up to them to schedule the written exam.

We offer two written exams.

One is through NTN, which DHR has a contract with that they manage, and the other is this Pellet B exam.

You can take the NTN online.

You can take it in person.

We host both exams periodically throughout the year.

But like I stated, you can take the NTN exam at your leisure on the Internet,

or you can show up to any place that offers the exam.

And the NTN results will go directly to DHR if you've had an application with the department.

The Pellet B results you'd have to upload,

and they'd be validated by the Department of Human Resources staff.

So are these tests very updated tests or is it like old, 10, 15 years old, or how is that?

I mean, they're updated by the company, and then there's obviously a post-minimum standard for

these type of exams. The Pellet B is a lot of like reading, writing, grammar, things like that.

The NTN has a component for that exam, but they also have a video-based portion. We are scoping

in partnership with DHR the threshold for that video

to make sure that we're in line with the national standards

and trends of other large agencies

to maximize our applicant pool.

One thing I would be interested is 3,645 people applied

in entry level.

How many total folks you finally got it?

I mean, I'm assuming we have to wait

until the end of the year to see.

Yes, ma'am.

Our conversion rate for our applicants is approximately 1% to 2%.

It's not high.

There are qualified people or seemingly qualified who are educated, who are intelligent, but they don't meet the physical standards.

There are people who can probably run a marathon, but they've got some character, I won't call it a flaw, but some character history where they're involved.

substance abuse, impulse control, what have you, that lead to attrition.

But that conversion rate is not outside of what a lot of other agencies are seeing,

and quite frankly, why it's so difficult to fill up 250 spots in the academy,

because if you extrapolate the 1% to 2% conversion rate,

you need a significant number of applicants to meet that.

And as I stated before, lowering our standards is not an option.

Yeah, I agree with that.

The other question I had was how closely are you working with HR department?

Because I'm assuming that's a totally different ballgame here.

We're working hand in glove with them.

The process itself is it requires that because our staff recruit the applicants to apply and do the outreach and answer the questions and say why we're an agency that people should be wanting to join.

And then the process itself, with a lot of involvement and partnership with us or from us, but it is managed by the Department of Human Resources.

They have the contract with Smart Recruiter, which is the hiring for all city jobs, which includes our sworn positions.

And they manage the application, the testing.

WE'RE INVOLVED IN THE ORAL INTERVIEWS AND OUR STAFF ARE THE PEOPLE THEY INTERACT WITH

DURING THOSE INTERVIEWS AND WE PROCTOR THE PHYSICAL ABILITY BUT ALL THE ADMINISTRATIVE

WORK AND THE KIND OF APPLICANT MANAGEMENT AFTER THEY'VE SUBMITTED AN APPLICATION,

THAT'S DONE BY DHR.

THE CANDIDATE MANAGEMENT FROM A RECRUITMENT STANDPOINT IS MANAGED BY OUR UNIT.

And then once they've made it to an eligibility list and are on the Q2 civil service list,

then the background process starts and that is managed exclusively by the department.

The other thing about the 216 lateral, I'm a little surprised by the rate of people that

we get finally from 216, right?

I mean, is it low compared to, I mean, you would think these are already sworn officers

somewhere else, you know?

So what's the challenge there?

We're endeavoring to reach out to laterals to inform them that we have significant benefits

that probably don't exist in the vast majority of agencies in California.

And yes, you would think because they've met standards at a lot of other places

that they would be an easy hire for us.

There is an aspect of laterals that we get a lot more insight than we would with a normal candidate

because we actually have a track record for how they are as police officers somewhere else.

And quite frankly, our standards are probably higher for laterals than they are for entry level

because we've got the glimpse into how they will be.

Prior incidents of discourtesy or misconduct are treated appropriately by us.

And the hiring decisions for laterals are made at the executive command staff level.

So the hiring decisions are made by myself and the rest of the staff services division for entry levels.

But when it comes to laterals, that is vetted at the command staff level to make sure that we are keeping high standards for all the people who are already in law enforcement, probably higher for the reasons I stated.

And the lateral officers, if they are hired, they have to go through a different kind of classes, probably.

Oh, yeah.

When we do get these folks, they are extremely valuable to us, provided that they meet our standards, because their orientation is two weeks.

And then upon the completion of the two-week orientation, they go through a modified field training program of 10 weeks.

So they can be out working in a radio car with somebody who is off probation in 12 weeks from the day to hire, which is a fraction of the time it takes for us to onboard an entry-level person.

So they are beneficial, and we are actively seeking them out.

But it's not always the best and brightest who are trying to leave other agencies.

Oftentimes it's people who are, you know, they could be running from something.

We have a lot of awesome laterals who are looking for greater opportunities that we provide,

but that isn't always the case with the people who apply.

Okay.

The other thing is I wanted to know what lessons are we learning,

because such high volume of applicants.

You just said to us that we need to have more volume

because the percentage of people really getting down to academy class

is almost 1% of applicants.

So what can we do to, I mean, I know you already said

we're doing advertisement, we're going everywhere possible.

Is there any lesson learned from the current way we are advertising

that we should do better?

I'm just trying to learn.

Obviously, we've been doing it for almost one and a half years,

two years, or three years.

we've been trying to get people to apply.

So apart from the trend that people don't want to be a police officer,

what can we do better?

Right.

So some things we're implementing,

and we've been working with a number of people in the city in private industry

who are very invested in getting our staffing increased to make the city safer.

So we've got some civic bridge agreements through the Mayor's Office of Innovation

who are experts in recruitment,

and they've been talking to us about, you know, we can no longer just rely on the people who are

interested in law enforcement. We have to go show that this and demonstrate that this is a viable

career option for those who haven't considered it. So we've been doing some things called

Transformation Tuesdays on social media, where we take officers who had jobs in private industry

or were college athletes, and maybe there's people who are playing college sports who

haven't really seen themselves in a law enforcement role after college, and we're

highlighting officers who have done those things, people who've worked in private industry, people

who have played college athletics. I mean,

if you can think of it, we're attempting to scope and implement

it. I remember I was reading an article on Yahoo News about somebody who's moving

back to Florida because they got laid off at Microsoft, and there's this big tech layoff

with the advancement of artificial intelligence. So I reached out to that person

who wrote that article and said, has anyone considered

in that industry, reaching out to law enforcement,

hoping that they would kind of start a dialogue

and write an article.

That hasn't happened yet.

But a lot of our social media outreach

is directed at people to let them know

that this is a viable career option for them.

It serves a critical societal need.

The other thing that we've done is Chief Eddie Garcia,

who was the chief of the San Jose Police Department

a number of years back,

he ended up becoming the chief of Dallas.

He's in Fort Worth now.

They got a robust number of applications very quickly when he took over in Fort Worth, and that was because of a commercial that was filmed with their mayor, with their city manager, with him, all speaking about the support that that community and city has for their officers and for the mission of public safety.

so Mayor Lurie, D.A. Jenkins and Chief Yep all filmed Instagram spots and pictures in Union Square

with a number of our officers showing the support that the city has and the commitment that it has to increase in the ranks

and making sure that we can provide excellent public safety and service to the city as it experiences a resurgence.

Okay, a few more and then I'm done.

But so, yeah, so slide seven, which is the background, you have a background investigators, 40% reduction.

I'm just curious how that happened, 40% reduction.

I'm happy about it, but just curious about it.

And is it a staff, increase in staff?

What is the reason behind it?

I think it's, we are increasing staff.

We just had interviews for our full-time background investigator, the 1251 position.

And we just onboarded another person last week.

But I would say the 40% that you're seeing to date, that improvement is probably more process optimization.

I shouldn't call it optimization improvement.

We're still working towards optimization.

But the triage system has a big hand in that.

What we're doing is there are people who are never getting to a background because the pre-screener is already screening them out.

There are some instances where in the pre-screen, we have a triage system of red, yellow, and green.

So if somebody's a yellow, we're not really certain.

We'll send them the entire packet that they have to fill out, the personal history questionnaire that POST requires.

And then when we get a response from them, sometimes that's enough information where we know that they're not going to be able to go further in our process.

But that reduces the amount of work for investigators because those people actually won't be assigned.

Our team leaders in the background investigations unit will not assign them for investigation.

So it allows our investigators to focus more on the candidates that we have a high expectation are going to be successful.

The other thing that we're thinking about doing that involves our academic partnerships is there's a company that wants to build a system that will automate the synopsis that's required by our background investigators that they believe is going to allow our background investigators to take twice as many cases as they have now.

we want to make sure that those representations and claims are accurate.

So we'll be partnering with a research partner,

probably a couple of, through an academic institution,

to evaluate that process.

And if it does what they say,

we'll be able to do that and expand our capacity even more.

How many full-time staff do you have as a background investigator?

We have 11 full-time people right now,

and then approximately 30 retired officers

who work part-time.

39?

30 of the, what we call them,

I'm sure the commission's familiar with the 960 term.

Yeah.

So we have about 30 of those.

And we're hiring more full-time background investigators

as well.

You might have covered this.

How long does it take from doing everything

and getting to the background?

I'm assuming it's almost towards the end of the process.

The background?

Yeah.

Or is it early in the...

The background is the largest part of the application process, and it's the middle and all the way to the start.

Because there's certain exams that we don't give until you get that conditional offer of employment, and that's considered part of the background investigation.

So the background starts.

We're fairly confident that things are looking good.

You get offered the conditional offer of employment.

while we could still be waiting on some feedback from neighbors or romantic partners or employers,

but we like what we see so far.

They get the conditional offer of employment, and then they have to schedule the polygraph,

the medical, and the psychological is actually two parts.

You take a written exam.

Those results are interpreted by a mental health professional,

and then you undergo an interview regarding your suitability for the position.

I just, you probably answered this, but I just wanted to understand that the relationship with DHR, Department of Human Resource, how can we, is there a lot of improvement to be done there?

because what I'm hearing and my questions are because I've heard from several community partners

and other folks that there had been folks who have done pretty good but then did not get a call back

or did not get an offer or did not got an offer but there was no response and things like that.

It's not too many but one itself you could have gotten a good officer out of it but we didn't.

So that's why my question is, is there any room for improvement working with the Department of Human Resources?

There's room for improvement throughout this process, and we're working with DHR, not just in the relationship with DHR, but in our own processes.

We are working with them, I won't say daily, but I would say 80% of a five-day week, I'm in contact with the DHR folks.

One thing I neglected to mention was Anna B. Auspice from DHR.

She accompanied me to the Civil Service Commission.

Lieutenant Clark also appeared in front of them.

We were having issues with the laterals like you spoke about earlier.

We were actually becoming too successful with some specific agencies who started accessing our publicized civil service lists

because the laterals go on a much shorter list, and it was being posted on the Internet,

and it wasn't hard for an agency who was hemorrhaging officers to us to check that.

And we were seeing kind of both responses.

We were seeing agencies that were initiating administrative investigations into those people for infractions,

which was impeding our ability to hire them in some instances.

And then we also saw people enticing those officers to stay through specialized assignments

or maybe advancement in steps or opportunities in those agencies.

And DHR was a great partner with us, and we're able to get approval from the Civil Service Commission to initiate a pilot to where we do not mask those names from the public, but it's no longer just able to – nobody's just able to go on the Internet and access that list.

You can still get it as a Public Records Act request, but we are no longer openly publishing that so it can be weaponized from our potential candidates from other agencies.

Thank you.

Commissioner Benedicto?

Thank you so much for that presentation.

Thank you, Commissioner Techie, for your questions, and that was very helpful.

You've mentioned the academy class and sort of yield rate from applicant all the way to the end.

I know the one issue that's been difficult has been the attrition rate and the graduation rate for the academy.

So first, I guess, is there an update as to what our current attrition rate is or graduation rate for the academy?

you? The current attrition rate is approximately 50%, but what we've seen, I believe it's on the

slide. Oh, okay. No, we'll take that up. But the slide that's in front of you shows the class

graduation numbers over the past year. They're slightly higher than 50%, so we are trending in

the right direction. But as I alluded to earlier, we have weekly meetings with Deputy Chief Jones,

myself, Captain Wilhelm. And we're, I think traditionally, or, you know, up until recently,

you know, these divisions have kind of been siloed, like the training division does their

work after the staff services division does theirs and delivers the recruits.

We're seeing a lot more collaboration on that. As it relates to our attrition rate,

something that was initiated when Captain Harvey was the staff services captain is a pre-academy

week because we were losing people our number one reason i believe for separation from the academy's

personal reasons that's a lot harder to diagnose than some kind of failure rate for an academic

evolution or learning domain so what we started doing because we have very strict parameters on

how we can fill a class after the post instruction has begun we are onboarding and paying these

candidates uh recruits a week earlier to kind of socialize them to what to expect in the academy

So if somebody kind of gets a culture shock in the first 24, 48, 72 hours, what have you,

and they depart of their own volition, we are able to fill that and not be violating any post standards.

And we think we're seeing some success with that.

We are because we're going to a larger academy or a quicker academy cadence.

We do think that the numbers of the overall recruits in the academy will go down

because we'll have to be having these classes more often.

But given the research on school instruction, smaller class sizes does promote better success academically.

So that's another reason why the cadence is increasing, not only to meet the moment and respond to applicants so they don't have to wait three to four months for the next class, but also to improve attrition.

And where are our attrition numbers in sort of comparison to other departments?

You know, I talked about the one to two percent overall rate being sort of consistent with what you're seeing.

How are we doing in comparison to other departments on attrition?

Other larger departments. I haven't conducted the research myself.

I know it's been done by Captain Harvey before before he took a new assignment.

It sounds like our attrition rate is somewhat higher.

But in talks with with him and the folks who did do the reach outs and we're one of the places I'm reaching out to is the California Highway Patrol for that reason.

on specific parts of their testing.

We see, I want to say approximately 15%

in the driving exams in the EVOC course.

So I'm reaching out to them because they have a pretty robust EVOC program.

But I haven't heard back from them yet.

We haven't been able to connect.

But on the agencies where we have, there are some things that they do.

I can't say for certain why their attrition is not where ours are.

But we do ask if they film their retests.

They do not.

And, you know, anecdotally, if you don't film a retest, it's kind of like if a tree falls in the woods.

You know, we film our retests for a lot of reasons, to demonstrate that the person was not up to standard, probably for litigation purposes in case there is some kind of cause of action brought by the recruit.

But also, that's filmed.

There's not going to be any manipulation of that retest because it's there for everyone to see.

So I kind of wonder if the attrition is because of our standards and the way we keep them.

But we're doing everything possible to make sure that we are setting these candidates up for success.

One of the things that we've done, we don't do the range in EVOC periodically or incrementally through the academy.

That is done all at one time.

And then the class, about half the class does each, and then they switch.

We used to have the trigger pull where you had to pull the trigger in a way that you don't have to if you were actually firing live rounds.

And that was a cause to not have you move on in the physical ability.

And for a lot of folks, they don't know that their fingers, and you had to do it with your non-dominant and your dominant hand.

A lot of folks don't know that they don't have the dexterity in their index fingers to pass that, so they end up having to retest.

We removed that from the class, but then we were losing 15% of our people approximately in the range.

So what we brought back in the pre-week academy, the week before they start the official post-academy, is the trigger pull test.

so you can see if you lack the dexterity

and you can be working on it during the course of the academy

to set you up for success when you go to the range.

That's very helpful.

I'm particularly glad to hear that it sounds like a lot of the old silos

and their sort of consistent meeting and collaboration.

I think it might be helpful to,

because I do think that taking that trigger pull test, for example,

I think that was a significant innovation.

I know there have been a lot of other ones.

And so I think that now that there's this new collaboration

that's been had maybe sometime in the first quarter of 2026,

it makes sense to focus on attrition as a topic

and see what measures are being taken to address that,

that have come out of that process.

Because I think where those areas can be identified,

I think that pre-week program sounds like a really strong,

and we'll have more data on that as well.

So I think, because I think that that 50% number keeps me up at night

because it really feels like there are tremendous and qualified people

that we want to, you know, these are the most qualified.

They've gone through all the other processes in the academy.

So everything we can do to support them to meet the standard

is something that we should be doing.

I'd like to look, shift gears a little bit and talk a little about laterals.

I know the Commissioner Tecci asked a little about laterals.

Do we have any data about retention rates among laterals?

I know I've heard from speaking to some subject matter experts anecdotally

that it can be a very expensive way to fill ranks

and sometimes not necessarily counterproductive,

but limited in its payoff because someone who laterals might then lateral again.

Then we've invested bonuses and things like that.

And so have we seen anything on that, or is that a concern?

Not to toot our own horn.

We have a pretty high rate of return for our laterals.

We don't see a lot of our laterals depart.

I'm speaking anecdotally.

I don't have the hard numbers on that.

The other thing I can say about our hiring bonuses is it's fairly modest.

You're not coming here for the hiring bonus as it relates to laterals because if you're looking for that, there are agencies that pay in much higher dollars.

What you do see is with our retention pay that the current MOU allows for laterals to be able to take advantage of.

You see a lot of agencies that kind of bake in retention and longevity pay based on service to that agency.

We recognize the experience that laterals bring to us, and they are eligible if they have the requisite post-certifications, and most people with a college degree would have after four years of service.

They are able to enjoy the retention pay benefits upon arrival.

And that, along with the opportunities that we see, and quite frankly, there's very few agencies in the state or the country that ride two to a car.

So from a work, you might be working a lot more.

The pace of work in San Francisco is going to be a lot greater than in the rest of the region.

But you're doing it with somebody who's sharing the workload with you.

And a lot of agencies, unless you're in a specialized unit, don't enjoy that.

Thank you very much.

And the last question I have for you, I know this has been something that the community has asked me about a lot.

And I don't think we've ever heard, I think some captains have talked about it, their CPAPs.

I'm not sure if it's sort of been mentioned or commissioned, which is where are we?

I know we've had a couple of pretty large academy classes lately.

Sort of on calendar year, are we like net positive versus retirements?

Or are we still, I know for a while, even with academy classes,

we were net negative of new officers versus retirements.

Where are we at at this stage in the year?

We are net positive for the first time in, I believe, six years.

That's so good to hear.

Again, I think this is the first time anyone said that at commission.

But I know it's been floating around, so thank you for confirming that.

And there is no danger that we will be not net positive

based on the current numbers and the way everything stands.

We're really now at just a question of how net positive we're going to be.

I can sit here confidently and say we are going to be at least 20,

and I'm saying that in a way where we will be under-promising

and likely over-delivering by the end of the year.

That's plus 20 for calendar year 2025?

There's no way we're going to go below that,

and we're probably going to be higher.

That's good to hear.

Thank you.

I have just a couple of questions for Acting Chief Jones.

I know that one of the initiatives in the department that you've been leading the charge on has been the 30 by 30 initiative to have 30 percent of academy recruits be women by 2030.

I know most of the presentation was and I know we've had presentations on that multiple times in the past.

I wonder if there's an update on any specific 30 by 30 initiatives and how they interact with some of these general recruitment initiatives that Captain Frost talked about.

So I think we honestly continue to struggle in this arena.

We are absolutely trying to capture as many women candidates as possible, but we are continuing to have the same percentage rates that we have had historically, which is right around 15%.

So some of the initiatives that I think that we're looking towards in terms of the future are like CHP is recruiting at the Valkyries game now.

Like we need to be, well, number one, we need to be competing with CHP just by principle.

And number two.

It's like Cal and UCLA over here on this side of the table.

Yeah.

UCLA and Cal.

Yeah.

So really being out at those woman-focused events.

I think where it gets tricky is that we don't always see great return on the investment.

So we have to couple that with looking at the statistics of what we are actually netting from these things.

I think that some of our social media campaigns, again, will be heavily targeted towards 30 by 30, as they have been in the past.

but I think everybody in law enforcement is trying to crack the same code of why and there's a lot of

reasons but why 50 percent of the population only ultimately results in 15 percent as represented

in our departments a lot of the things that I hear is that shift work is daunting and the danger of

the job I think it's more the latter than the former because plenty of nurses yeah we have

I find about nurses as shift work.

Correct.

And so we will continue to battle this with everything we've got right now, Commissioner.

But again, a lot of the targeting of the social media and the ads are going towards sites where women potentially are interested.

And we're hoping to change the trend.

It's not even a reverse trend because the trend has never really gotten any better beyond 15%.

I think that that's really where we've crested.

But we cannot give up this fight.

Thank you very much, Chief.

And thank you for your tremendous leadership in the 3x30 initiative.

Commissioner, real quick, we'll add to that.

We had a women-focused physical ability practice session last week.

We don't exclude anybody.

Anybody's welcome to come.

but it's, you know, there's a women-focused, and that had 30 people at it,

which was one of the highest turnouts that we've ever seen.

That's wonderful. Thank you.

Commissioner Yee?

Thank you very much, Mr. President Clay.

I just want to have a, I guess there are plenty of questions in regards to, I guess, the applicants and stuff like that,

so I won't go over it again, but looking at, you said about 4,000,

possibly 4,000 applicants will be for the year of 2025.

Once that applicant list is, I guess, run due,

is it exhausted or is there a running list of candidates

that are revisited or do they reapply?

We see some people reapply,

depending on what point of the process

and for what reasons you didn't go further.

There are varying, essentially, timeout periods for when you can reapply.

We have some people kind of understand how the application process goes, and they realize that they checked a box.

Probably, in some instances, like I alluded to earlier, they actually don't read the question, and they meet the minimum qualifications.

We also have people who realize why they didn't meet the minimum qualifications and then attempt to reapply by checking the right answer.

And unfortunately, poor DHR has to go vet that and figure out who has gamed the automated applicant process.

But to answer your question, Commissioner, we take applications on a rolling basis.

The list doesn't get established by DHR until they have successfully completed the application, the written, the physical ability, and the oral interview.

And then that list is good for two years.

If you fail in the background portion, you were waiting at least two years to reapply.

Quite frankly, in some instances, that person could apply 10 years from now

and they're not going to get in, dependent upon their background.

And then there are people who lack maturity, have a lack of employment experience,

and we're not sure how they'd perform.

And then they do come back and reapply in two years, and they get hired.

So looking at the classes that you have for this 2025, it looks like five classes.

So it's safe to say about 800 applicants are applying for each of these classes.

and out of the 800, you're only selecting 4%.

Is that sort of like the factual?

No.

We are scoping going to a cycle model that one of our new recruiter folks has suggested

because the first question we get from any applicant, because everyone plans for success, which is good.

We have all the optimists in our applicant pool of when can I start the academy?

And the short answer is it's dependent upon you, the testing process.

Some people have medical issues that they have to get cleared for.

So the idea that we're scoping about 800 people per class, I wouldn't describe it that way because everybody is brought into the same funnel, and the funnel narrows as they go through the testing process.

So there's somebody who applied this year who's not going to be considered for an academy class because they're not there in the process yet.

I'm trying to figure out, did you get $4,000 by the end of the year?

Did you get $3,000 in the middle, I guess, the first class, and did you go through the attrition?

No, no, no.

So these numbers, if somebody applied on Halloween, they'd be included in these numbers.

And that person has probably not attended the oral interview or physical ability yet because that's just not how the process progresses.

So looking at next year, we probably should see pretty close to 4,000 plus.

Not if I'm doing my job, Commissioner.

We should be seeing a lot more.

I'm saying that because I guess the San Francisco Police Department image has changed.

It's just more conducive.

Seeing the lateral, you got 216 lateral transferring.

Everybody's coming to San Francisco PD.

They're not leaving as much as I think they are because our image has changed.

So I thank the command staff, the chief, and everybody else doing a great job here.

And recruit more people, and hopefully we'll see more coming in in the next year.

Last final questions.

When do you see us filling, I guess, the 500-plus officers' target?

to be fully staffed? Is there like a one-year, two-year time frame?

Well, like President Clay said, if we can get, if we can have zero attrition in the five

academy classes and fill them and get 250 laterals, that 500 deficit will be gone immediately.

Realistically, I think there's a lot of things that go, that go in. Anecdotally, I've heard

about efforts to try to match us with the fire department for retirement, for the retirement age

formula. I know that there was a drop measure on last year that was unsuccessful. People are

talking about resurrecting that. These are efforts that will make filling and eliminating our deficit

a lot simpler. So I hesitate to give you an expectation or a projection because those will

have dramatic effect on our efforts if those are both successful. But definitely, like you alluded

to earlier. Everyone wants to come in for the touchdown with the city experiencing a resurgence,

and we're definitely benefiting from that sentiment in recruitment.

Hey, thank you very much there, Captain Frost and your team for doing an outstanding job,

and hopefully we can fill all those vacancies in the San Francisco Police Department and make

us safer. Thank you very much. Commissioner Scott?

thank you thank you uh commissioner techie and benedicto and lee um and all your questions

will you answered a lot of my questions so thank you um um i wanted to ask um what we we have 3 000

you said street 3 645 entry level applications in 2025 and um which is an increase it's an increase

of 40 percent correct uh yes commissioner that's correct okay so that means we're doing something

right that's an increase that's good that's very good so are we keeping track of what we're doing

um and my other question is um um what are we doing um are we surveying the the uh communities

and um getting feedback from the community of the importance of becoming a police officer here in

San Francisco. Are we doing that? Yes. So I guess that's two questions. So we are definitely

tracking. We're tracking both things, right? We need to track what's successful and we need to

track what is not meeting the expectations that we have when we implement things. And that's

partly what I talked about, about partnering with research entities, because everybody wants to say

that their ideas are working, it's probably best for public trust and for just good practices

and evidence-based practices that we are evaluated on those ideas externally.

So we are endeavoring to do that.

As it relates to community, yes, we have presence in recruitment at several community events,

and we try to engage on social media with our social media officer, hashtags, different posts

TO MAKE SURE THAT THEY GET VISIBILITY ACROSS VARIOUS COMMUNITIES.

AND I MEAN, HONESTLY, LIKE, IF WE'RE DOING OUR JOBS APPROPRIATELY,

THIS SHOULD BE SOMETHING THAT THE COMMUNITY IS ABLE TO STAND UP AND TAKE NOTICE OF,

BECAUSE THEY SHOULD BE SEEING MORE OFFICERS OUT.

THEY SHOULD BE EXPERIENCING HOPEFULLY REDUCED RESPONSE TIMES,

BECAUSE WE'VE GOT MORE OFFICERS TO HANDLE THE WORKLOAD.

THE OTHER QUESTION IS, I KNOW THE MAJORITY OF FOLKS RIGHT NOW,

EVERYBODY CONCERNED IS PUBLIC SAFETY.

Public safety is number one on everybody's mind across the board, youth, elders, everybody in every community.

So, and because of that reason, are we reaching outreaching to communities, to the schools, to our young people in junior high school to talk to them?

Many of them talk about public safety all the time and talk about the dangers, but are we talking back to them on how to become, how you can do something about public safety by becoming a police officer?

If we do it early on, junior high school, I would even say sixth grade.

I remember growing up, three things you wanted to be.

You wanted to be a police officer, a nurse, or a teacher, and a doctor.

Those are the things you want to be because they were serving the community and were making people feel better.

And it's about safety for everybody.

So I just believe that if we start something on those levels of recruitment, getting our children and our youth involved, because it's on their minds.

My grandchildren talk about it all the time.

They come home every day, oh, Grandma, someone brought a gun to school.

Oh, Grandma, something happened.

So as I would turn out to go to those places and talk to young people and say, well, you can do something about that.

How about, what do you ever think about becoming a police officer?

Have you ever think about becoming a teacher?

The teachers do it all the time.

We need to do the same thing for police officers.

So that's one area that I believe that we're missing the boat in that area as far as recruitment

and developing our young people's minds before they get 14 or 15 and having an economy.

with the police and that's negative, you know, and they don't want to be a police officer,

you know. So I just think that that's one area that we're missing the boat on and we could do

better on is educating our young people in our communities about the importance of becoming a

police officer and using it as a public safety too, because you're going to help to make your

community safe. So that's one area that I was really, you know, thinking of, of hearing the

feedback from parents and from children all the time about public safety.

And the other question is, what's the diversity background in the applications, in the entry?

We have that data as well?

Yes.

We do have access to Smart Recruiter, and even though it's managed by DHR, which is a testament

to the partnership that we have with them.

The only thing I would caution on the demographic data of the applicants is there is a decline to state option if memory serves.

You're not required to enter that.

As it relates to the youth, yes.

We are reaching out to the youth.

We have the Police Activities League has an Explorer program, which we call cadets, but it's like the Explorer program that you'd be familiar with in other jurisdictions.

Captain Matt Sullivan at Tenderland Station is the president of the PAL currently.

That program is run.

There's a summer internship.

They meet during the week.

But to your point, Commissioner, yes, it starts, I believe, at 13 years old.

So probably a little bit later than the age range that you were thinking of.

Definitely having some kind of career pipeline would be ideal.

I believe, I want to say Chicago, but it might not be that city.

Somewhere back east that has like a charter school where you apply to go into a charter school in high school to go into public service.

I don't know if it's necessarily law enforcement.

It might be also the fire service as well.

The only thing that we definitely look into and have to scope out is whether or not the SF Unified School District would be amenable to our presence on campus.

Because not everybody, just what you kind of hear anecdotally is like that that could be a trigger point for some folks.

But definitely the PAL, we don't have to just have the cadets because we've got soccer leagues and things that we can probably socialize these kids into law enforcement and service through those sports programs.

So we can definitely talk to Captain Sullivan about doing that.

The other academic things that we're doing from a school perspective is Coach George Rush, the well-storied City College varsity football coach, is a part-time recruiter with us.

He's developing an internship program that's going to start in the summer of next year with college-level athletes.

It's going to start small for a proof of concept.

AND THERE'S PRIVATE SUPPORT BEHIND THAT EFFORT TO KIND OF INTRODUCE THEM TO LAW ENFORCEMENT.

I BELIEVE IT'S THEIR JUNIOR GOING INTO THEIR SENIOR YEAR, SO THEY'LL FINISH THEIR YEAR OF STUDIES.

BUT SINCE OUR APPLICATION IS NOT SOMETHING THAT YOU CAN COMPLETE IN A FEW WEEKS OR A MONTH,

THEY WOULD HOPEFULLY BE READY TO GO BY THE TIME OF GRADUATION.

AND CRANKSTART HAS JUST DONATED FUNDING FOR CITY COLLEGE TO INITIATE A PIPELINE AT THEIR SCHOOL.

So that reaches folks who might not be able to afford or aren't ready for a four-year college experience, which we don't require anyway.

And that cohort is being scoped to start with about 20.

Same thing.

If that's successful and that can give us another avenue for more candidates who are set up to pass and be successful, that'll be another benefit to us,

especially if we start running smaller academy classes, because if that's 20, that'll be the lion's share of a class going forward.

And ideally, if there's success, the private funding will continue, and we can have that as a waterfall of sorts that doesn't turn off.

But same thing, that's going to kind of get evaluated to make sure that it's doing what we want it to,

and we're working with DHR closely on that, as well as City College of San Francisco.

Very good.

But, yeah, my whole thing was about recruitment and just getting feedback from the community is really important about recruiting

and to build a better image of why it's so important to become a police officer here in San Francisco.

And anyway, the police-owned community.

I spoke to two young men who were security guards, and I recruited them.

I said you need to have you considered SFPD the salary is great you can live in

the city send your kids to school here you don't have to move out of the city

and commute and they they apply. Commissioner we're gonna get you a QR code

so they can scan it so you'll get credit for the recruitment. Yeah so I mean yeah

I'm talking to a lot of young men regarding recruitment because we need we

need them. They talk about public safety all the time. And I said, well, you're a product of public

safety. You can, you're a security guard. You can be a police officer and make our city better and

be an example to help other people to become police officers as well to protect and serve.

That's what the police officer does. So that's why it was so important for me to start recruitment,

even if there's an educational class that's set up where we, the police department's going into

schools, particularly public schools. I know they go to a lot of private schools, but I'm talking

about public schools where a lot of disparities are and where a lot of children do not, they fear

the police and to build up that trust and that community part where they want to become a police

officer. So I think that's very important, very, very crucial to do and to, it's something that I

think the department should look into. I remember the police coming to my school when I was little.

and the nurse talking about that.

And so I think those tactics work

because we had a lot of officers in our community

that got that same lecture that I got.

And they're retired a lot of them now.

But yeah, those tactics work.

So, but thank you.

Mr. Benedicto.

Thank you, President Clay.

I think the last thing I wanted to say

is I really wanted to take a moment

to commend the staff services and to commend the command staff for doing this work.

I know we have a number of folks here from Southern Station.

I see Alice back there, and I see Reese.

I know we've talked extensively about staffing, and I think something—and I think I've been

talking about staffing since the day I joined commission and before then, and I think that

what was always frustrating was that people are always looking for, like, a silver bullet.

Like, we're down 500 officers.

What can we do to, like, manifest 500 officers tomorrow?

And it was always, well, there's nothing.

There's nothing we can do to make conjure officers out of thin air, and that the only

answer is slow and steady and incremental work that's not exciting in the moment, but when you

look back cumulatively will have great effects. And I really want to note that this is the outcome

of that, that the department didn't panic and didn't try to fix everything in a single bite

and did incremental work, the pre-week, the finger grip test, doing more academies, that slow and

Steady, incremental work has borne out with a lot of success, as we're seeing, and a lot of great, you know, to Captain Frost and to Captain Harvey, who led staff services before, and to Captain Podromo and Captain Harden and all the commanding officers of the academy who've been getting these classes through.

But I think that, you know, we don't feel that progress happening in the moment, but there are moments like this where you can look back and see the progress that's been made, and it's hard to see it when you're doing it.

So I do want to commend the department for that slow and steady and invisible work that has yielded great dividends.

Thank you.

Thank you, Captain.

Thanks, Mr. Scherz.

If any member of the public would like to make public comment regarding line item 7, please approach the podium.

Hi, my name is David Singh.

I'm a resident of SOMA, where I have the perhaps unfortunate pleasure of periodically interacting

with members of the San Francisco Police Department.

I think they are understandably reluctant to sing their own praises, but this city and

this commission could do a lot to help the recruiting by making it clear that San Francisco

and San Franciscans are proud of their police department.

And if someone wants to become a policeman, they can learn from some of the top professionals

in one of the best departments in the country by applying to San Francisco.

Thank you.

That is the end of public comment.

Line item 8, presentation and discussion on SFPD's staffing analysis report.

Discussion.

Good evening, commissioners.

Deputy Chief Jones.

Director Henderson, my name is TJ Chow. I'm the Staffing Analytics Supervisor in the Staff Services Division of SFPD.

And today I'll be presenting our 2025 updated Staffing Analysis Report for the San Francisco Police Department.

To begin, I'd like to go over the background of the analysis and the report just as a reminder and for those who aren't already familiar with the context.

Several years ago, the Board of Supervisors adopted a resolution to establish a task force to determine the best methodologies to use to determine the staffing recommendations for the police department.

A couple years after that, the police department hired an external company called the Matrix Consulting Group to assist with identifying those methodologies, as well as to conduct an initial analysis of the police department and the staffing recommendations.

And in early 2020, they released that report with those methodologies.

And in that same year, 2020, the San Francisco voters voted for Proposition E at the time

to require the department to do this analysis in every odd calendar year.

From there, the police commission adopted a resolution stating the methodologies we are to use for the analysis.

and in 2021 the department did its first report out of that staffing recommendation.

In 2023 we updated that report and recently this year in 2025 we redid that analysis using the

same methodologies and here we are today. So I do want to go over some of those methodologies with

you again just in case you're not familiar with them. Primarily most of the staffing recommendations

we have in the analysis and in the report are based on what we call the workload-based methodology.

So, for example, for Sector Patrol, the main workload metric that we analyze, that we collect

data, is regarding calls for service. So 911 calls that dispatch our police officers out on the street

are used to calculate the staffing recommendations. So how many calls of service and how much time

they spend on calls are used in a calculation and used as the primary data metric to determine

the staffing recommendations for those positions.

This workload-based methodology is the industry's best standard, industry's best practice for

identifying staffing recommendations, and so this is what we've used in all of the prior

staffing analysis.

And as you can see in this slide, it is just a percentage of the workload that we identify

for the police officers.

There is a certain percentage that is also attributed to non-work related calls for service,

so administrative time where they have to go to training, they have to gas up the vehicles,

they have to sign off on department notices or policies, as well as a carve out of a certain

percentage of time that they're required to do community engagement, proactive

policing, so engaging with merchants, the youth as you mentioned before, or

anything else not directly related to answering for calls of service. So that

is also taken into consideration when we did our analysis for police officers and

the recommendations when it comes to the workload-based methodology. Here are a

few of the other methodologies that are used in the analysis for other positions.

So the ratio-based methodology, the fixed post methodology, and the non-scaling methodology.

So for the ratio-based methodology, this is something where the recommendation is basically based on another metric.

So a great example here are our supervisory positions, such as our sergeants, where it's based on a span of control.

One sergeant to every six officers that they would have to oversee or supervise.

And that is the staffing methodology that was used to determine those positions.

Another one would be the fixed post methodology, where some positions are based on operational coverage and specific needs that are fixed, that do not change.

So specific number of officers that are needed, for example, the tactical team or the SWAT team.

There is a specific number needed for officer safety reasons and operational coverage

so we can ensure that there's enough coverage throughout the day and throughout the days of the week.

And finally, the non-scaling methodology.

This one's primarily used for any other position that is not based on any specific workload

or metric that we can scale and do a calculation for staffing recommendations.

and is primarily used for a lot of the senior leadership positions such as you know the command staff or like the chief of police as an example.

And to dive right into our results of the analysis as you can see on this slide here,

we have our recommendation for both sworn and non-sworn professional staff for just the city.

So again keep in mind that the recommendations here in this analysis and in this report excludes those that are needed at the airport.

This is just for the city, but it does include both sworn and civilian.

So for the sworn members, the new recommendation is now 2,257 sworn members of all ranks.

And then for civilian, the recommendation is now 671.

And the figures you see in this table here is directly from the report, which we had done the analysis earlier this year, and we're drafting the report.

and those current figures you see are from June of 2025.

So keep in mind that current number does also fluctuate over time

as we hire new officers, more people retire, and what have you.

So that number on this slide here and that deficit is from June.

And that deficit, as you can see for SWORN, shows 692.

For civilians, it's about 192.

And again, that's as of June.

I want to focus on how that's changed over the past several years from our prior analyses

and specifically focusing on the recommendation number.

So again, the recommendation for sworn is 2,257 of all ranks for the city.

This was an increase of 138 positions that we've identified compared to our previous report.

This is primarily due to new demands for law enforcement services that did not exist two years ago in 2023 or prior years.

For example, all the efforts the department wants to do and is doing regarding the Drug

Market Coordination Center, DMACC, our real-time center, our Arctic Center, our drone unit,

a lot of these new law enforcement services did not exist two years ago.

And so those are additional needs that we've identified in our updated report this year.

And I want to be very clear.

The deficit has gone up, but not because of staffing levels, but because the recommendation has changed, because we've redone our analysis.

And the analysis from that 500 deficit was from two years ago.

So as you can see in the prior report, our staffing levels remain pretty level over the past two years.

The deficit change that we're now going to be mentioning is primarily because of the higher recommendation, which is attributed to the additional needs that we did not have two years ago.

For civilians, it's more or less about the same in terms of our recommendation.

We have hired a number of additional civilians, but there is still a significant staffing deficit for both sworn and non-sworn positions for the San Francisco Police Department.

In regards to civilianization efforts that were also identified in our report, there were a couple key areas that I will just mention here quickly.

One area is for the Crime Scene Investigations Unit, where the department does utilize civilian positions to assist with CSI,

but we do still have a number of sworn members in this unit that more or less have a lot of the same duties.

and one of the things that the department could do is if they were to

receive additional funding and budget positions of civilians we could

reallocate some of these positions sworn positions to other areas of the

department if we were to try to civilian eyes CSI as an example another

area would be for property or records as you can see on the slide as well and

again the department has already made a lot of work has done a lot of work to

obtain new classifications or convert civilians into these classifications that do allow them

the responsibilities that historically have only been able to be done by sworn members.

Obviously we can't fully transition those sworn members out of the department out of those units

because the work still needs to be done and the department needs to get funded positions

to be able to do that work. So there will be some transitioning periods as you know the department

may want to bring in more civilians into some of these units that we've identified in our

report.

Um, but again, that, that is also dependent on whether or not the department will receive

the funded position to do so.

In this slide, I wanted to give a very clear snapshot of where the majority of the staffing

deficit is located in our report.

Um, I don't think it's to anybody's surprise that the field operations bureau is pretty

much the backbone of the department.

sworn members who are out on the street at the district stations who are answering those calls

to service doing police reports dealing with those incidences are where we need the officers

so at the 10 district stations it does primarily make up the the greatest deficit or the greatest

need for the department as you can see here on the far left of the table you'll see what those

numbers were in june and the updated numbers as of november the beginning of november those numbers

haven't changed very much again our staffing levels have remained pretty pretty steady over

the past two years but the need is still very great it's very significant in terms of how many

officers we need not only to answer calls of service go on patrol but also the other specialized

units we should have at the station level such as our foot beats our plainclothes units our housing

officers things like that are also identified in these numbers because they are typically at the

station level i also wanted to go over our attrition levels i know it came up a little bit

earlier but on this slide you can actually see what the separations trends look like over the

past several years this slide represents our sworn separations post academy so not considering the

attrition while they're still academy recruits but those who are fully sworn officers who

are counted in our analysis and you can see that our attrition is about 100 to 120 on an average

year with the abnormal abnormal year in fiscal year 2022 as you can see a huge spike due to the

COVID-19 vaccine mandate but this number of sworn separations does hover about 100 to 120 to include

all the retirements resignations and terminations for the police department

and on this last slide i wanted to show kind of the retirements as it's all related we do have

the department does have a large number of service eligible service retirement eligible sworn

members based on their age and tenure currently and as you can see it's in the hundreds but the

But the slide also shows that we do have a lot of SWOR members who are younger, who are

not eligible for retirement.

And even though we have a large number of service eligible retirement SWOR members, from

the prior slide, we know that they actually don't retire.

Like, we have over 300 that are eligible, but we do not expect them all to retire this

year or today, even though they are eligible.

Ultimately, the department has about 100 to 120 sworn members that separate from the department in a given year.

And to reiterate, what we need to do as a department is ensure that we can hire and pass those recruits in the department at least 100 to 120 to break even,

and then more if we want to reduce that staffing deficit.

it so that concludes my presentation regarding the updated 2025 staffing analysis I'm happy to answer

any questions regarding our new recommendation how we got to that or anything else regarding

our staffing. Commissioner Scott? Thank you so much for the support. I'm looking at the part of community engagement time, 30%, is that the target?

Yes, that was the target that was set in the methodology from the prior analysis, is the 30% that we would count for those police officers that they should be doing community engagement or proactive policing, right?

So that is the target set.

So that goes all into our calculations of how we determine how many officers we need based on the target that 30% of their time in a full calendar year or, you know, how many hours they would normally work, they should do this.

And then only X percentage to do administrative work that everyone needs to do, you know, check their emails, sign off on policies, go to training, go to court, things like that.

And then the rest of it is how much time they can actually attribute to answering calls for service.

So that target in terms of community engagement can change,

but it is the industry's kind of best practice that officers should spend time engaging with the community.

When you say 30%, I thought the target should be more than 30%,

Yes, and this is not to say that we shouldn't have other officers who are dedicated and focused on community engagement alone,

but these are officers who are out on patrol, and their primary function is to answer calls to service.

But we are saying that a percentage of their time should also still be engaging with the community.

So by no means does it mean the department should not have officers who are engaged with the community 100% of their work if that's their primary assignment.

But for those officers that are primarily assigned to patrol and to answer calls of service, we believe that their target should be 30% engaging with the community still or not answering calls of service but maybe doing on views or other police activities while on patrol.

And then on the one slide, it says there are 692 deficits right now, and the staffing level is 479, so it's recommended that you have 671 for the deficits for 192.

So what is being done in that area?

Well, as Captain Frost talked about earlier, you know, the department is doing a lot of process improvement regarding recruitment and hiring.

That should help.

And as it was mentioned earlier, this year we should have a net gain of sworn officers for the department that we haven't seen in several years.

So anything regarding our recruitment, hiring, and retention efforts will all attribute to decreasing that staffing deficit that we've identified in this year's report.

Yeah, and I was seeing it in the crime scene investigation, which is crucial to me.

And it was mentioned in that slide, the crime scene investigation, you need more officers in that area?

No, that slide was actually not to recommend more sworn, but actually to recommend additional civilian positions in those areas to alleviate or to reallocate the sworn that are functioning in those areas so that we might be better able to utilize them on patrol or other areas that 100% require sworn presence.

whereas some areas in the department that typically can be seen as more administrative by function

might be able to be performed by non-sworn professional staff.

And then it says, in one of the slides it says,

it shows the 20 to 25 years of service non-eligible section, or 99.

What are we doing in that to improve that?

I mean, what are we doing to the 99, you know, that are, they have 20, let me understand, they have 20 to 25 years of service.

Correct.

So if they have 20 to 25 years of service and they're non-eligible, what are we doing with them to make them eligible?

There's not necessarily anything that the department can do alone to make those sworn members eligible for service retirement.

It's driven by the city charter on when service eligibility is applicable for members.

And so this is simply just who is eligible for service retirement as of today based on their age and tenure with the city.

And so it's not something that we can actually affect per se directly at the department level.

but there possibly could be legislation that the Board of Supervisors or the San Francisco community and the voters might be able to do that could affect when sworn members are eligible for retirement.

But ultimately, my point in this slide was to show that even though people are eligible for retirement, we only see about 100 to 120 sworn members separate from the department in a typical year.

and that's our target is to surpass that number but we do have to keep in mind the number of

people who could leave retired I see thank you thank you so much and Commissioner really quickly

if I could just interject like it behooves us for them not to be eligible at this point because we

want to keep them as long as possible but many of them don't reach it because of age age

requirements so they might have the requisite number of years of service but perhaps not the

age in some cases but we're trying to hold on to these people as long as we possibly can

thank you thank you thank you president clay so a couple of questions when you said community

engagement do you define it as food patrol or do you define it as is there a definition because

community engagement could mean any number of things?

It can mean a large number of things, but I think your thought about anything regarding

foot patrol, anything regarding proactive policing, in that particular part of the analysis,

when we're talking about the workload for patrol officers, we are talking about anything

that's outside of specifically responding to a 911 call for service and their administrative

work.

Right. So all that other time, whether they're on foot engaging with merchants or just people out on the street.

Got it. The other question I have is in slide number five, where you have staffing analysis results.

I'm just curious. Investigative Bureau, basically, you said we could have 38 civilians probably if we could.

So that is one.

The other one, so basically, we've heard everything that a sworn officer needs, we are working on from Captain Frost.

We heard everything.

So what we didn't hear, and maybe it is part of it, is civilian.

What are we doing for civilian recruitment?

Yeah, so civilian, that's a great question.

One of the, if it's okay to respond,

I think one of the challenges is actually getting the budgeted positions and the funding to actually hire the civilian positions for the police department.

Part of our analysis is not to actually identify how the department can achieve that, but really what is the need based on the work that is being done in these areas of the department.

So in these areas of the department, we've absolutely identified areas that are being performed currently by some civilian staff, some professional staff, but there is a need for more as things have evolved in terms of law enforcement services.

I don't know if Deputy Chief Jones has anything to add about how we can, but our primary focus was just identifying what the need is.

He pretty much answered that exactly as it stands.

So our biggest issue with civilian hiring is not having the budgeted positions to hire into.

We don't tend to have a recruitment problem with any of our professional staff members.

We have a whole process that's conducted internally by SFPD, HR, where jobs are posted, people can apply.

and a selection process is done.

But really the struggle on our end

is getting those positions in the first place to fill.

Got it.

The other question, just a curiosity,

Strategic Management Bureau, what does they do?

Yeah, that's a great question.

What do they do?

And I will, I did not mention this,

but the department, I'm sure you're all aware

that has gone under some restructuring recently

And so some of these bureaus aren't necessarily still identified in those names or terms.

But the Strategic Management Bureau consisted primarily of our policy development, our IT team.

They also included...

Fiscal, professional standards.

Fiscal, sorry, yeah, professional standards, sorry.

So that's just been reorganized into other bureaus.

Commissioner Yee?

Thank you very much there, Clay.

Just have probably a few questions.

One stand out to me is administrative time, 25 to 35%.

I think your data is from the 2020, right?

Is that correct?

That's on page three.

um the methodology used to determine staffing so i'm looking at it as a matrix consultant 2020

and then controllers uh 2018 perc um 2008 so you have to administrative with 25 35 percent

yes so that though that percentage and i will be clear the it does range because certain positions

in the department may have more administrative work than others um when we're talking about

sworn members. And so depending on which position specifically, it could be more or less. But that

is the set target in terms of what we believe is the amount of time that sworn officers do

administrative work as part of their day-to-day function. And that was the number that was used

in prior reports and was what was adopted in the resolution from 2021 in terms of the methodologies.

So I'll just go back to 2024 Prop B.

It's a mandate by the voters, 20% for administrative.

So I think maybe that can be, you maybe add training additionals in here

that's not maybe on here and other stuff.

But you may want to take a look at the Prop B and what it says.

if it's 35%

I think we have to

take a look at that

and take a look at the battle proposition

yes I think

I think there might

be some

variances in what we're talking about for the

recent Prop E in regards to the

administrative time

we also are talking about when people take

time off in general

from their

work or

they have to eat lunch and their meals.

But I absolutely hear you. We can take a look

again in our next report on the methodologies and how we can

adjust them. So when people take off, it's called indirect time.

It's vacation time. It's not administrative time.

Not counted on as administrative time. That's on the books of people taking

vacation. When it's talking about administrative time on

THIS IS ALL WORK TIME, DIRECT TIME AND INDIRECT WHICH IS YOUR ADMINISTRATIVE TIME AND SOME OF THE OTHER STUFF.

SO I THINK YOUR DATA MAY BE I GUESS IN 2020 IS LOOKING AT IT BECAUSE THE PROP B HAS NOT KICKED IN.

I DON'T THINK. I DON'T SEE IT. AND IF IT IS THEN LATER YOU HAVE TO EXPLAIN WHY IT'S GONE THAT MUCH.

but 15% of your time, you know, 10 hours time, that's some substantial time that they can do other policing in a community that I see in Southern stations that need more policing.

So that's one of my questions.

The second one is looking at page 8 and district staffing and the shortfall,

how do you fill those voids where you say, for example,

The highest one that you need is 82 in the mission and then 62 in Southern, additional officers.

Yeah, so the need that we identified, again, is primarily based on the number of calls to service in these different districts.

In order to fill them, the department simply needs to recruit, hire more officers, have them pass the academy.

hopefully we can increase our retention rates of our small numbers.

I'll stop you there. That's the future. What about now?

What about you're talking about the shortage you have?

How do you man, you know, take care of those?

Commissioner, I right now the shortage is primarily being filled by

overtime and backfill.

And so that's why the department is so desperate to get our staffing

numbers up is to not only eliminate the need for that over time, but really provide a better

well-being for our members so they're not having to work quite so much. Really, the reality of the

situation now is that 30% in many places is essentially non-existent. So a vast majority

of time is being spent handling calls for service with very little leftover for people to engage in

the proactivity that we would like them to be able to.

So you're seeing a combo effect of number one,

the department spending tremendous amount of money

on overtime to meet the needs and not being able

to engage with the community in the way that we want to.

So again, to go back to Captain Frost's presentation,

this is why this is so critical to get under control

as quickly as possible.

Thank you very much, Deputy Chief Nicole Jones.

It actually answered my question because it's, if you say,

you're going to get future officers to take care of it,

it's not take care of it in the future, it's right now.

We need it addressed to these calls that officers have to come.

Thank you, Deputy Chief, for sharing those, I guess,

those overtime issues that we have. Thank you.

So just to clear the record, what you provided us with is the

statistical analysis in a perfect world this is what we need to have correct as

how we do it we got to go back to captain Frost in his presentation to do

those things to do what we feel we need to do the job with the programs and all

the other things correct thank you if any member of the public would like to

make public comment regarding line item 8 please approach the podium

thank you very much my name is Reese I'm with the Summer West neighborhood

Association. I do want to note from the presentation that the analysis by district was done before

the change in jurisdictions, and so it is greatly a much larger number for Southern,

as last week, two weeks ago, you expanded the jurisdiction. So these numbers are off.

I brought an updated petition from our neighborhood, which now has 300 signatures.

I'll bring a copy for everyone.

I want to emphasize this time the ongoing message that the city has been saying to us and to the Tenderloin is that, well, you have DMACC.

DMACC takes care of all this stuff.

DMACC is not a substitute for staffing at the station.

DMACC is not responding to calls for service.

DMACC is not there to help us when we call 911.

DMACC is a special program that is assisting the fact that we have an open-air drug market problem in this city

and that it needs special attention.

It is not staffing for the station.

And so while we continually hear from the city that, well, you have DMACC, so you're okay.

No, we're not okay.

The fact that we have DMACC is the point of not being okay.

Thank you.

Staff, Southern Station.

Hello, my name is Jane Day.

I want to reiterate what Reese has just said.

I'm here to express my strong support for increasing staffing and resources at Southern Station.

I've lived in Soma for a dozen years.

I know my area is not getting safer.

On my block, which is far from being the worst block,

crimes are committed pretty much on an hourly basis.

We need more police, not fewer.

So to expand the jurisdiction of Southern Station

without at least commensurately increasing resources is unfathomable to me,

and I think it jeopardizes the person and property of all those who live, work, and visit SOMA.

Thank you.

Good evening, commissioners. I'm Alice Rogers.

I'm president of the South Beach Rincon Mission Bay Neighborhood Association.

Thank you for inviting us, the public, in to help you go through this very complex staffing report.

It actually is very interesting and informs a lot of the data that informed your boundary analysis, so it's very useful.

I would like to ask you or the staff to unpack the staffing count in the report for Southern Station was shown in November of 2025,

that Southern Station had 118 sworn staff.

yesterday our captain herwitz happened to mention as she has before but at the park commission

that we have between 60 and 70 officers that's huge discrepancy we need to understand that

discrepancy and we need to understand how it impacts how you look at staffing if it's a

correct number. If not, it needs to be changed in the report. The report also doesn't mention,

it is very new news, what was brought up at the boundary hearings that apparently the Mission Bay

TIF fund has been discontinued, and that TIF fund funds 20 officers servicing the area around

Chase Center. So if that happens to be gone, we need to look at that. Thank you.

Hello, everyone. Adam Hong, Soma West Neighbored Association. I just want to say thank you,

Commission, for being so accessible, particularly Commissioner Benedicto. He was very helpful in

answering a lot of questions as it relates to looking at the data.

I just want to reiterate what Reese was saying.

This report doesn't account for the boundary changes.

So let's factor in the new data.

Let's also take into account some of the things that our CBD is doing,

which is hiring private security to answer incidents and things like that in the neighborhood.

So there are a large number of incidents that are being handled by our private security

that we would love to have handled by the police.

That's it. Thank you.

Evening, commissioners.

I haven't really prepared any words here today,

but I know you're going to hear a lot of statistics

from the good people of South of Market

and how concerned they are and what they're doing.

They're fighting a good fight,

so I want to give a special shout-out

to the Summer West Neighbors Association,

as well as the association or the organization

that I'm on currently, which is Summer West CBD.

Thank you for working with us.

And we know you guys are going to do the right thing

and show us the staffing plan because the power is with you

guys and the powers that be.

So thank you so much.

Appreciate it.

My name is Nikhil.

I live on 8th Street between Howard and Folsom.

We obviously have a lot of challenges in the area.

SOMA has a high concentration of housing services, recovery centers, and so on and so forth.

That creates quite a bit of a mess.

We live and breathe that every day, so we definitely need more police staffing.

That's for sure.

Also, we could start leveraging AI, which was mentioned earlier, for cops to do some of the paperwork perhaps faster.

These tools are replacing a lot of tech workers.

So if it can replace tech workers who are doing a lot of computer work, I'm sure it can help with police with their filing and paperwork, so to speak.

That being said, on a similar way in more creative solutions, because we've always seen cops like drive by these zones within where I live that are problem zones.

We just need some more creative solutions than just driving by or responding to calls.

Taking care of a mess before it becomes a larger mess is an easier solution than to respond afterwards.

We just need to think of something more creative than just what we're doing today.

Thank you.

Hello everyone, my name is Dana Dekovna, SOMO West member, SWINNO group member as well.

I've lived in the neighborhood for about 25 years.

The Southern Station is facing a critical gap between the public's needs and our current

capacity to meet them.

This district isn't just another neighborhood, it's the backbone of San Francisco's economic

and cultural life. We oversee Oracle Park, the Moscone Center, major transit hubs, and some of

the most rapidly growing residential areas in the city. When staffing is stretched and then response

times increase, proactive policing decreases, and both residents and visitors feel the effects.

Businesses rely on a visible, responsive police presence to operate safely. Families rely on it

to feel secure walking their own streets. Officers rely on it for backup, safety, and the ability to

do their jobs effectively. Restoring additional officers to the southern

station isn't just about numbers it's about protecting one of the most vital

and densely used parts of our city. By reinforcing this station you help ensure

we can prevent crime respond quickly and strengthen the trust of our community

places in us. I respectfully urge the Commission to allocate the additional

officers to the southern station. Thank you.

Good evening. I'm Jasmine Gardner, and I just want to be super clear. My comments tonight

are about capacity, not quality. You already know the data, so I just want to share what

doesn't show up in reports. So when my neighbor tells me about theft, property damage, or

worse, I always asked if they called the cops and filed a report, and most of the time the

answer is no. I felt that, in fact, myself, including kind of a significant harassment

an incident because the emotional effort of reporting feels heavier than the crime itself.

For those of you who do call, the waits can be hours. Shout out to our neighbor Randy who is

coming tonight but instead is on a three-hour wait waiting for the police to show up.

The impact is real. When people feel unsafe, they stay inside. They walk less and they avoid

local businesses. The disconnect from their neighbors and the community can't thrive in

these conditions. So when you think about staffing, please don't just assign officers on paper.

We need officers who are present in SOMA with visible engagement and known and trusted. There's

only one way we rebuild both safety and that is a true sense of community here. Thank you for your

time. Thank you. My name is David Singer. I'm a resident of SOMA. We must get the Southern Station

staffing basis right before we adjust for redistricting. The city's crime numbers have

improved except in the southern district and along the 6th Street corridor. 6th Street is rapidly

degenerating into conditions that resemble the Tenderloin without the levels of policing that

we have in the Tenderloin. The new project at 4446 will discharge previous drug users back onto 6th

Street for this project to succeed. It is imperative they not encounter the current environment of open

drug sales and use and open public alcohol abuse. Police street patrols are very effective at

deterring this kind of crime and catching criminals. Southern Station also has no housing

homeless experts, despite the district having a significant presence of unhoused people. We must

fix this. Taken together, these two problems indicate that Southern needs to be staffed to

address street conditions with foot patrols at unpredictable times and locations and with

homeless specialists. SOMA supports the city. SOMA has grown and supported the city's housing needs

by adding more housing than any other district. The neighbourhood equity data shows that SOMA

already hosts an overload of homeless services, particularly along 6th Street. Supervisor District

6th is the largest contributor to the city property tax revenue, yet conditions there are

causing property values to be revised downward, not upward. SOMA supports the city. Now is the

time for the city to support SOMA.

Now is the time to start foot patrols

and have housing experts before

4446 project starts.

Now is the time to show that San Francisco can

solve problems, notably the 6th Street

problem and reverse decline.

Do it properly. Do it now.

Complete the job. Now is the time

to staff the Southern Station.

Seize the moment. Staff Southern.

Thank you.

That is the end of public comment.

Line item 9, presentation on the Early Intervention System, EIS, First and Second Quarter 2025, discussion.

Good evening, Commissioners. Good evening, Chief Jones. Good evening, Director Henderson.

I am Sergeant Daron Aval. I am the sergeant in charge of our early intervention system.

This evening, I'll be presenting aggregate data from the first and second quarter of 2025 of our EIS.

I always like to start out by giving credit to my team. They do a wonderful job.

We are led by Lieutenant William Hepler and have wonderful support from our data analysts, Stephanie Swallow and Wendy Leung.

So I just want to start out by giving a quick overview of our early intervention system.

I just want to remind that our early intervention system is non-punitive and non-disciplinary.

So our goal is to make sure we reach out to our members before an adverse event occurs,

which can be an internal affairs investigation or a use of force incident that may result

in internal affairs investigation.

So that is our main goal.

Reach out before things happen.

So just to review the performance indicators,

these are the data points that we track for our early intervention system.

We track use of force, officer-involved shootings,

officer-involved discharges, vehicle pursuits,

on-duty collisions, tort claims, civil suits,

and DPA complaints, and EEO complaints.

so for q1 we had a total of 555 indicator points and for q2 we had a total of 562 indicator points

so you will see that there is a drop in use of force indicator points from q1 to q2

and you may notice that there were zero vehicle pursuits for q1 that was just due to a technical

issue we had, but in Q2 we were able to resolve that and get the data for vehicle pursuits.

So for first quarter, these are indicator points by station. So as you can see, Tenderloin Station

accumulated the most indicator points with 104, followed by Central Station with 83.

For Q2, again, Tenderloin Station accumulated the highest number of indicator points with 146, followed by Southern Station with 85.

So our alerts for Q1 and Q2.

For Q1, we had 149 members generate 198 alerts.

For Q2, we had 147 members generate 206 alerts.

So broken down by quarter, first quarter of 2025,

it was, again, Tenderloin Station that leads in alerts generated in that quarter,

followed by Central and Southern, and Mission.

For Q2, Tenderloin and Southern also lead the stations in total alerts generated.

for interventions there were no new interventions for q1 and q2 but i do want to note that

performance improvement plans which are similar to interventions may be active for members at

the stations however those are handled at the station level those are separate from early

intervention. So that is the Q1 and Q2 of 2025 EIS report, and I am happy to answer any questions.

Commissioner Tecky?

Defense Britain alert and indicators. So indicators are the data points that we track,

such as a number of times an officer uses force, vehicle pursuits.

An alert is what is generated when an officer surpasses a certain threshold

with those performance indicators.

So if an officer has three or more uses of force in three months,

they pass that threshold, they will generate an alert.

I mean, this is useful, but at the same time not very useful for me

because I mean, if you're not keeping track,

like you said Tenderloin Station,

I'm assuming Tenderloin is higher

because there is a lot of interaction with public,

a lot more than any other station

because it's highly densely populated

and we have offices always doing calls for service.

Same thing with Southern, same thing with Mission, I'm assuming.

Central, I was pretty surprised with Central,

but I guess they are out there.

working with in Chinatown, I'm assuming.

They're everywhere.

So I can see why the metrics are higher for these stations.

But what I don't understand is when we deal with

Department of Police Accountability,

with all these complaints and things like that,

the whole point is it should not reach them.

We're trying to, am I right?

this whole point of having this kind of

intervention

is so that we don't have to

get into police accountability

or disciplinary stuff

so I would like

to see how this has been

beneficial like yes

we saw a lot of alerts and

indicators and this is what we did with

each one of them or

because of our intervention

we were able to solve X number

I hope I'm

No, absolutely, Commissioner.

It's difficult because we're trying to measure something that we're trying to prevent, essentially.

We don't want officers to have or experience an adverse event.

That is our main goal.

So we don't want officers to generate complaints from the public or get internal affairs complaints.

So how can we measure if the earlier intervention system is working?

Ultimately, our measurement of its effectiveness is anecdotally.

We reach out to supervisors out at the stations and ask, have these alerts that you've now been made aware of had any effect on your officers?

And from what we receive from the supervisors out there is, yes, it's made the supervisors aware of certain activities that their officers were displaying that maybe the supervisor having to supervise multiple officers didn't see or catch during that period of time.

So the fact that we're able to gather this data, send that supervisor an alert, it enables that supervisor to be notified, and it then allows that supervisor to have a constructive conversation with that member to address the indicator points generated on that EIS alert.

And ultimately, hopefully, by addressing those indicator points on that alert, it prevents that officer from going down the wrong path, essentially.

I got that.

But for me, the thing is, if Tenderloin had, for example, I'm not looking at the data that you presented, but if there was 150, then next quarter, again, 150, there's something not right.

Yes.

The number of offices have not changed in Tenloin Station.

We all know that.

Yes.

So those numbers, our alerts are on a rolling clock or a rolling calendar.

So a lot of those members who are generating an alert for first quarter, for example, they will generate an alert for three uses of force in quarter one.

and then in quarter two, they'll have one more use of force,

just one use of force in that quarter,

or two uses of force in that quarter.

Well, then that will then trigger another threshold

of five or more indicator points within six months.

So hence the reason why there may be the perception of a lot of alerts,

but a lot of the alerts on second quarter are just kind of piggybacking off of the first quarter.

Thank you, President Clay.

I actually have some questions which are probably unanswerable

because it's in the lines of what Commissioner Tecky just asked.

What sort of metrics can you invent to determine whether or not the EIS system is working?

I mean, for instance, you mentioned that at the local level, PIPs are not reported.

Are they tracked, though, or can they be tracked?

They are all tracked at the station level.

At the station level?

Yes.

Are they aggregated and tracked at a larger level?

I'm sorry, at the?

At a larger level?

Not that I'm aware of.

Performance improvement plans are something separate from the early intervention system.

So that may be something another unit tracks.

And then also I suppose the indicators are captured at a slice at a moment in time at a particular, say, location,

but the personnel can shift over time.

Is that correct?

Yes.

So that presents another problem of tracking whether or not the indicators are accurately reflecting

a particular, say, station at a particular time

because the personnel may have moved on.

Yes.

And I suppose the fundamental problem is trying to demonstrate,

trying to prove a negative,

that EIS has, in fact, resulted in the non-occurrence of something.

Okay, got it.

All right, just wanted to...

Yes, and we are fully aware of that conundrum,

but we have wonderful data analysts

who are trying to work to figure out the best way to measure the early intervention system

metrics to better explain its effectiveness.

I mean, perhaps tracking at a bigger level, at a force-wide level,

may be more useful to reflect personnel shifts.

I don't know.

I barely pass stats, so I shouldn't be offering my opinion.

Anything is on the table, Commissioner.

Just curious, and I don't envy your charge, sir.

Thank you.

Thank you, Commissioner.

Commissioner Benedicto.

Thank you, President Clay.

I mean, I think I'm going to continue the conversation that Commissioner Tecky and Commissioner Leung started.

That, yeah, I mean, we've now had, you know, a little bit more than a decade from when EIS systems, I feel like, really became really widespread across all departments.

And I think the consensus remains from all the research I've read is that they remain a critical best practice.

But the departments all over have struggled with how to measure their success in a quantifiable way.

Is there something we're seeing from other departments, from conferences we're attending?

I know Lexapol has done some research on.

Is there an external resource or example we can be tapping for ways?

Because we have this conversation every time we have the IS report.

I'm wondering, I'd love to get Director Henderson on this as well.

What does the state-of-the-art look like in measuring the effect of EIS systems?

I can tell you I have reached out to multiple agencies to figure out how their systems work and how effective they are.

And I want to say that our system is actually one of the most robust systems out there compared to other agencies.

Other agencies are doing what they can't, but one agency I spoke to of a...

It's often much more manual.

It's a lot of manual Excel spreadsheets, and this is a major city agency.

So I think we can do a lot of work.

We can possibly, when we're redoing our DGO, we could possibly tweak our indicators.

We could possibly tweak our thresholds to give us less false positives with the alerts.

But I think that would be helpful and a discussion that we could have later on.

Active Jones, anything you want to?

Yeah, I would just add that I think the one thing that people can agree on is that even though we might not be able to prove what the success rate is for saving people,

people are too terrified to get rid of it and experience the effect that that could possibly

have. So while it may be imperfect as it relates to the stats and truly giving us an accurate

picture at all times of risk, I think we'd rather have something imperfect and work to

make it perfect over time as we would all hope this advances rather than discontinue it and

not use it at all so we don't have the we don't have the solution but we know that we do not want

to experience a department without it yeah and i've heard you know there's certainly really

tremendous anecdotal stories about the success of the iS it's just there are areas in our policy

in policymaking that we're willing to accept things work and we just can't measure it that

well, and maybe this ends up just being one of those things, but I think it's always a frustrating

thing. Director Henderson, maybe this can be something, a topic for a NACO conference or

something, or to see what other civilian oversight... I know it doesn't necessarily

map one-to-one since it's non-disciplinary, but I feel like it's something that

other NACO partners might have some experience in. I agree, and we would be happy

to come to the table and share insights. We have lots of thoughts.

I think one of the things that would probably be helpful, because it looks like we're moving in the direction of having substantive conversations about some of the EIS stuff,

and these are subjective and intransigent problems that are not unique to San Francisco.

And the robust nature of all of the records that you see in front of us is a symbol or a sign of how much SFPD is paying attention to these issues.

my suggestion would be to flesh out the interventions like these numbers are a

flag of something that's being done and something that's being reported it would

be great to have more of a discussion I understood what you were talking about

that a lot of it just gets handled at the department but that's not necessarily

translating to the public of like what does that mean and how does that work

once things are recognized and you are you're actually doing something being

able to flesh out and articulate what those interventions are, how they're implemented,

and how the saving process works, I think would be one of the ways that we could give

a more robust or clear report to the public so that people know and understand without

an esoteric understanding or perspective about what's happening and going on.

Absolutely.

Thank you both.

The last kind of area of question I had is I know that the rollout of benchmark as EIS was fair to describe as rocky.

There were a lot of technical issues.

I know it seemed like there were still some that persisted with the lack of any indicators or vehicle pursuits in the whole quarter.

Where are we in general in terms of the technical issues that have been encountered with the rollout of benchmark?

Well, it's been decided by the department that we are going to go with our separate ways from Benchmark.

We are looking at different vendors, and as we look for different vendors,

we're going to continue working with Benchmark until the transition can be completed.

We have an amicable relationship with Benchmark,

and we continue to work and develop and fix anything that is going on with our system.

For example, for an upcoming DPA audit, use of force audit,

the auditor discovered something that was lacking in one of our use of force evaluations.

So at the direction of Commander Jack Hart, rather than waiting months for the report to be completed and released,

Commander Hart directed us to work with Benchmark and have that solution fixed within the system

so our department members can utilize and ensure those metrics are documented properly

to ensure that everything is captured as it should be.

So we still have a great relationship with Benchmark.

We are still working with them daily.

I was just on a one-hour Microsoft Teams call with them earlier today.

But, yes, we are looking at a different vendor,

but we are going to continue working with Benchmark until the transition.

Please keep us posted on the transition process.

And I can assuage your fears a little bit.

You read my mind.

Yes, because so there's no intention of moving away from benchmark until we have another system, as Sergeant Naval said.

However, I'm sure you are all aware that we are in we are finalizing our new records management system.

We're in contract negotiations with Axon as it relates to that.

and we believe that there may be a solution within that system that would de-silo all of

this information and make it far easier to pull out and give us probably more accurate in the end

results because every all the information is going into the system at once but just you have the

department's assurance that no change will be made as it you know we are not going to walk away

from the reporting system until we have another one underway. But we do have a very viable

solution that wouldn't go down the road of this lengthy process that we all get stuck in often

as it relates to contracts and procurement and all of the things. So again, we have other things

on the table. We are exploring systems we already use. So the speed at which we will get that

accomplished will be much faster and improved than we would typically see in one of our regular

technology projects because of all of the things that come to the into play with that thank you

chief yeah all right commissioner techie i just wanted to say that i i think it it is helpful to

have an early intervention to prevent but um i'm just curious how long we had the system because

I'm new on the Commission I just curious definitely I want to say it we've been in

it for probably five years but not everything has been completed as it was

in over the course of that five years so there are many many factors I'm hoping

we can find a way to measure may not be exactly but because it's I totally agree

with director henderson like if a public would see it and say that we are not doing enough yes

it doesn't translate well we will continue working on on finding that solution

commissioners i apologize i um as many of you have been here when i was here i was in the

eis unit for a number of time and my psychology degree made me very passionate about this program

I just want to make sure that not to be able to understand that this is a very unusual job,

being a San Francisco police officer, being a police officer.

And what the EIS unit does is the part that is not measurable is that the EIS unit sends these alerts

to the station of that officer that has triggered an alert.

That sergeant who is the PIP sergeant over that particular officer sits down and talks with that officer

goes over each item that's on there, whether it's a use of force, whether it's an OIS,

and talks about each one of those.

You experience these.

Each one of those, maybe it's not a discipline,

but it is a traumatic event that that officer has experienced.

That sergeant's job is to refer them to BSU if they are interacting with them

and saying something is going on with them.

They're having higher complaints for some reason.

Why? Is there a divorce going through? Is there PTSD going on?

Those are the things that that sergeant is sitting down and talking to that officer about.

Is it measurable?

Probably not.

Did it prevent something?

We'll never know.

But there's the possibility, and that EIS system is that particular system for that particular officer,

and it's going to shine where you have sergeants that sit down with those officers

and actually have a conversation, refer them to BSU, understand what's going on with them.

You're not going to see it in the printouts of how many stations are getting alerts.

You're going to see it in that interaction with the supervisor and their subordinate

It's the only way to measure it and there's really not even a way to measure it unfortunately

I just had to say that just because EIS was passionate to me. I just want to make understood

Thank you for that information

I had big shoes to fill

All right if any member of the public would like to make public comment regarding line item 9, please approach the podium

And there's no public on thank you line item 10 discussion impossible

Possible action to adopt revised Department General Order 6.16, sexual assaults, discussion

and possible action.

We have no presenter.

For all commissioners, I'll make a motion for this.

This went through.

We approved it to go to meet and confer on October 8th, and meet and confer conclude

November 3rd.

I'd like to thank the POA for a speeding meet and confer on this.

I'll propose final adoption of DGO 6.16 with a 45 business day implementation time frame.

Is there a second?

Second.

Any member of the public would like to make public comment regarding line item 10.

Please approach the podium.

And there's no public comment.

On the motion, Commissioner Tecky, how do you vote?

Aye.

Commissioner Tecky is yes.

Commissioner Scott?

Yes.

Commissioner Scott is yes.

Commissioner Leung?

Yes.

Commissioner Leung is yes.

Commissioner Yee?

Yes.

Commissioner Yee is yes.

Vice President Benedicto?

Yes.

Vice President Benedicto is yes.

And President Clay?

Yes.

President Clay is yes.

You have six yeses.

Line item 11.

Public comment on all matters pertaining to item 13 below.

closed session including public comment on item 12 a vote whether to hold item

13 in closed session and public comment on item 14 the vote whether to disclose

any or all discussion on item 13 held in closed session if you would like to make

public comment please approach the podium there is no public comment line on

12 a vote on whether to hold item 13 in closed session pursuant to government

code section 54957 B in San Francisco administrative code section 67.10 B and

and D.

Action.

Is there a motion?

So moved.

Second.

All right, on the motion, Commissioner Tecky,

how do you vote?

Yes.

Commissioner Tecky is yes.

Commissioner Scott?

Yes.

Commissioner Scott is yes.

Commissioner Leung?

Yes.

Commissioner Leung is yes.

Commissioner Yi?

Yes.

Commissioner Yi is yes.

Vice President Benedicto?

Yes.

Vice President Benedicto is yes.

And President Clay?

Yes.

President Clay is yes.

You have six yeses.

We are going into closed session.

Thank you.

Thank you.

Thank you.

Thank you.

Thank you.

Thank you.

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Thank you.

Thank you.

Thank you.

multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply multiply

Thank you.

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We'll see you next time.

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Thank you.

television.

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TV, San Francisco Government Television.

Thank you.

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We'll be right back.

We'll be right back.

We'll be right back.

We'll see you next time.

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San Francisco Administrative Code Section 67.12 A and B.

Action.

Second.

I would say with the amendment for DGOs, we disclose nonprivileged factual information.

And so I'll second with that amendment if he'll accept that amendment.

All right.

On the motion, Commissioner Tecky, how do you vote?

Yes.

Commissioner Tecky is yes.

Commissioner Scott?

Yes.

Commissioner Scott is yes.

Commissioner Leung?

Yes.

Commissioner Leung is yes.

Commissioner Yee?

Yes.

Commissioner Yee is yes. Vice President Benedicto? Yes.

Vice President Benedicto is yes. And President Clay? Yes.

President Clay is yes. You have six yeses.

Line item 15, adjournment.

Region Holtz.

That's it. That's it.

Thank you, everyone.

Thank you.