Its officers to account. But we also know as we now have executive working Group Sponsors and we have executive sponsors. So collectively around the strategic areas, what we are looking at is that these practice areas translate to actual daytoday decisions by Police Officers. These groups working together command support, engaging safer, more progressive and constitutional policing practices within San Francisco. In terms of the overall structure, and i want to step back a little bit on that because what i know, since we were here initially with the u. S. D. O. J. , as we have seen new mayors, a new Police Commission basically, we have seen a change in the chief, weve also seen change in the board of supervisors. So in terms of what this project has been and what it has become, is that this is truly a homegrown approach and this is an organization in a city saying that we are committed to this and we are committed to constitutional policing practices in San Francisco. In terms of the structure, the professional standards and principled policing unit owns the process in terms of the administrative and reporting back to not only us, but the d. O. J. In terms of how the progress is going. You have assistant case managers are working with executive sponsors to document the operational focus. When we are talking about 272 recommendations, and as a chief identified, theres an average of four compliance measures for each of those recommendations, then it is a pretty massive approach that the Department Needs to take. But the paper documentation lags and was happening in the field. We look at in terms of synergy and what is happening in terms of what the department is doing in policing, that is really where some of the Good Practice that we see are coming. But the files remain proof of substantial compliance by the sfpd. Collaborative reform happens in the field. They are reporting those actions each sponsor is responsible facilitating the recommendations and that is key chief scott has also, within this last phase, is initiated command level meetings as a group to review and develop more cleanly, clearly, as well, the Strategic Initiative across all the practice areas and making sure there is a visibility across the command staff, as well as those officers tasked with implementing reform to ensure that we are looking at what was the original goal of the report that was to improve policing overall in San Francisco. In terms of context, were contracted on june 1st, 2018. The phase i report was delivered on april 1st, 2019. It is on the sfpd website and the use of force is a key focus under that review, and also about establishing the baseline standards. Being able to put in that framework of how the reform will be measured and progressed as we go through all 272 recommendations, but also showing the Real Progress in terms of what they can do on use of force. What we are seeing in phase two is this report will be expected mid december, 2019, but the progression of reform, and what we are seeing as an accelerated pace in terms of reporting on what the department is able to achieve, and we are starting to see some expedited growth as a result of those early wins. The department as a whole is starting to look at various areas and say, how do i capitalize upon these issues . The process overall is that the Department Completes the work required under the recommendation. The professional standards documents the work. We provide Technical Support not only during the actions of the department during the review of the file. Once it is approved by us to say that is is substantially standard, it will go to the cal d. O. J. They provide an independent review. If they agree the department has met all the compliance recommendations, it comes back and it is posted. There is two issues here to understand. Reform will never be done because once we approve or improve on one practice, it is continuously evolving. That is what we are seeing in this organization now that we are three or four years into it, is that things that were acceptable in 2016, the department is saying we might want to change this, we might want to improve that. That is important because it is not a stagnant process. There is not going to be specific and to this process in terms of improvement of the organization, with the framework and the compliance for reaching the 272 recommendations as they exist is what we have developed. Phase three is in progress and when we talk about phases, we are looking at what are those things that the department is focusing on, and what can the department delivered . Under this phase, were looking at providing the institutional capability of the organization to get the policies and practices forward. Improvement on training, the Partnership Since externally with d. B. A. , cal d. O. J. , other stakeholders, and the academics to help the department to harness and improve its data overall. Frankly, for my position, when you look at what the organization was three years ago and where you are today, as an outsider, i see real growth when i come back and im able to work through and talk to the people who were here from the beginning the departments website, the transparency, the reporting, the improvement in force operations, the way that the Department Internal reviews. We have seen improved success across all areas. And so what we will accomplish under this phase is a shift to institutional ownership. Developing the framework and the capacity to provide for that internal accountability, the ability for the organization to look at itself critically and say, this is what we have achieved, this is what we need to work upon. At this point, i believe the chief oh, come back and answer questions and i will remain here to answer any questions that you may have, but what we have seen since we have implemented this process, and our time now providing Technical Assistance is that there has been a continued progression of the actions of the department, and clearly there was work remaining to be done, but we have hope and we believe the department does remain committed to achieving all 272 of those recommendations thank you for your presentation. Chief scott, when you show the Progress Report and the example of something that is in progress , one of the things that would be helpful would be, if you check off something, the date you checked it off because if i am seeing something that was checked off two years ago, then you kind of wonder, is there any other progress being made along that particular line. Is that a possibility to change the format somewhat to indicate the dates that things are being done . Yes, sir. Let me understand you clearly. I believe we do that. It is just a matter of reporting it out if that is what you are asking. Our process is we go through a very exhaustive process. We meet the command staff and we actually discussed every recommendation prior to submitting it to them for review and as part of that, when she mentioned that we submit these case packages as documents and chronicle all the work that is being done. We have copies of it and the timelines and all that, but those timelines are documented in the case package. Be very easy to do that. One of the things that i want to point out and they may not have made this clear, but i want to make it clear now is that when we signed the m. O. U. With the california d. O. J. , we basically determine the process and the review and we have to start over be because all the work that was done and submitted to the d. O. J. Duty agreement of nondisclosure, that work could not be accessed. We do not have any of their information or their thoughts or what they believe in terms of where we are with the work. That is why it was so important to set new processes in place that we thought would help the work, that we thought would keep it in the right frame of mind in terms of being able to document what we are doing, have the compliance measures, and as part of that, easy to incorporate when these measures actually are approved, or sometimes portions of them are approved. That is easily done. I would really appreciate. We get the sense that the progress is still going on, supervisor ronen . Thank you. I just have two questions for you, chief. First i wanted to congratulate you on specifically the decline in the use of force it is stark and very encouraging and i know you have put a ton of work into it. Congratulations. I did want to ask you about one troubling trend that while use of force is going down, my understanding is a use of force against africanamerican males is going up, and i am wondering what. Just wave your hand if you are approving the statements. And if you are not approving, just go like this. We will see it. Thank you. I am just wondering what measures sfpd is taking to look into this troubling trend and how you are reviewing why this is happening and what you are doing to address it. Yes. Let me start with the data that we have. This is thanks to the 96 a report that the board directed the apartment to do by organizing this several years ago. We actually do collect that data in terms of each ethnicity, the gender and all that, but i want i believe the trend is reversed. Use of force across the board is going down, so 2016, among africanamericans, and this includes the biggest population of africanamericans, there were 1,667 use of forces in 2016. It was decreased to 1,362 in 2017, and 1,103 in 2018 and it is continually going down. The numbers are going down. One of the things, though, that is concerning to us, and we get this often in terms of comments and concerns from the community, when you look at the population of africanamericans in San Francisco and then you make those comparisons, the disparities are concerning. We know theres a lot of factors that go within that, including where people live, that you have to really understand the nuances of the work, but nonetheless, despite that, those numbers are cause for an indepth review of what we can do to get better in that area. Overall, for africanamerican people over the last three years , the use of force has gone down. So how are you looking into that . Is there inside, outside review . Yes. There is. In terms of the outside review, which i think is probably going to be the most insightful and helpful, we have agreements with two academic partners and we expect one of the reports to actually, hopefully we will have it before the end of the year, and we dont know what it will say, but what we are looking for out of this is to get really an understanding of the data, and in addition to that, to really account for other factors that play into what happens on the streets in terms of policing. We know that there were other factors, social factors that really play into some of the disparities we see in the criminal justice system. So the academic researchers are actually going to look at those factors and factor that in. So we really have a balanced view of how much of this do we need to address, and how much of this do we need to be reaching out to other partners, School Districts and the like, to address this in a holistic manner. I think that will be very helpful for us. Im really looking forward to seeing that report. And then my second question is sort of a big picture question. I know how incredibly dedicated you have been to this task and your leadership at sfpd to really address these 272 reform measures and i am just wondering how you deal with the cultural changes that need to shift in a department where perhaps the enthusiasm for making these changes isnt quite as strong as it is in the top graph. I think there are four factors. Leadership is always part of that equation. Leading and change. There is ways to do it. You really have to educate the workforce on what the changes are and why. Secondly, policy. Policy is really key. Our use of force policy. Emphasizing the sanctity of life and deescalation. That specific language was not in our policy. So for people that are not involved in this work, it is a big deal. You are what your policy says you are when you hold employees accountable to the policies. Accountability is another piece of that and i can honestly say that i believe we are Getting Better in all areas. Our working relationship with the department of Police Accountability, they have a different role and it is really important. This is one of the areas that the assessment pointed out that we have a productive working relationship with the department of Police Accountability. And then there is training. You train, often times you revert to your training. Two things that we have been under significant in terms of outcomes and part of this assessment was in the c. R. A. Assessment and was talking about our officer involved shootings. One of the issues is we need to do a better job to examine the tactical component of those incidents and do it in a systematic way where we are addressing those issues and Holding People accountable to the training and protocols. We have followed vastly in that area and the department of Police Accountability is working with us on those areas. You have the dual levels of oversight and accountability that drive the culture of accountability. It is not easy to change the culture. It might be harder in policing then most organizations, but it is doable. We see every department and half of my career was before we came here, we get to see this at various levels. It can be done successfully. The work never ends because another significant point i want to point out, and this is one of the recommendations, weve just accomplished this. It took us two years, but we change the policy on our written directives and we ended up with a policy that allows us to be more nimble and more flexible we change the policy and we have a revision schedule and where our policies will be revised per schedule. Before, and some of our policies havent been touched in 20 years , our world evolves and our policies didnt in some cases. And that is important to know what that means two reform. It is an evolution and you have to be able to change your policy and do that in a way that makes sense. And the last thing i will say on that is there were 17 recommendations that were tied to that one policy. It took us two years to get the policy between the work groups in the discussions with the commission and it took us two years to get that policy approved by the Police Commission. There are 17 recommendations. As many of the recommendations that are like that were many of them are tied to one area and i think the Community Input is a really good process. Because at the end of the end of it all, the community has input, the community sees a policy is something that is shared and legitimate. It is a great process, what it takes longer. I dont know if we would have the products that we wanted at the end of the day. I dont know that you would get part of it and buy into it like we want them to. Hopefully i give everyone a picture of how this works and why it happens to take longer than we would hope sometimes, would it the end of the day, i do think those things will drive the culture change that we are talking about. Thank you, chief chief. Supervisor walton . Thank you for the work and for the presentation. I have a few questions. Some from me and a couple on behalf of our esteemed Youth Commission. I remember you mentioning early in the reports about an incident that occurred and the Police Department doing a good job of awarding a possible involved shooting where what race was the individual . She was africanamerican. Then on slide 13, when we look at the accountability peace , there was, on the third bullet, referring to the District Attorneys Office serving as the lead investigator of officer involved shootings. I dont necessarily see that as a complete positive. The d. A. s office, as lead investigator, particularly because they havent stepped up to actually prosecute, but at the same time, my question is, are there any plans for another third party to possibly investigate officer involved shootings in the future . Nothing in the works right now, supervisor in terms of thirdparty. The Department Head previously reached out to the California Department of justice and this is prior to me arriving in town. So where we are now in this is that we are not even six months, five months into the m. O. U. With the District Attorneys Office. It can be concluded or ended at any time by other party if we come up with a better solution. The one thing to keep in mind, and for all of us is based on many recommendations, including from supervisor fewer, i think that was one of the recommendations from that review they needed to be independence. Where the Police Department wasnt investigating itself. It does accomplish that. As we evolve, you know, we will make adjustments as we need to. Fortunately, you know, it hasnt been tested because we havent had any in our county or city since the m. O. U. Was signed, but at which time, if we had one, we will get to test the system and see if it is better and more to what the public expects at that time. Thank you, chief. Are there any annual Community Report bags report back session schedules, basically a forum where populations form where populations you have been affected in a larger fashion receive these updates and information that we are receiving today . That is an area of work for us that we need to further develop. We do it through social media, we do it through News Releases when a case is adjudicated or decision is made, but that is one of the recommendations in the area of how to do that on specific officer involved shootings. One of the changes that has really changed the game on this is the new state law where these cases are more transparent, so that in and of itself i think will spurn further development in that issu