Enforcement in creating systemic change toward that goal. However, to have full conversation about policing it is imperative to deeply understand the system of policing and its budget, and that brings us to our hearing today. My office worked to include questions in the report that would give this committee as much insent insight as possible into the Police Department inned a vance of the process in august. I anticipate there may be questions asked today that there arent immediate answers to. My staff will be tracking the inquiries and work on the followup report and that the board has the information it needs. I would like to remind the committee that the Police Department budget would come before this committee again and come before us two more times and in august and engaged in the full budget process. I want to turn over to the presentation today nick menard from the budget analyst and chief William Scott from the Police Department. The San FranciscoAirport Authority is also here to answer questions specific to the Airport Bureau. You have the floor. Thank you, chair fewer. I am going to start my presentation. Make sure everyone can see. Can you see my presentation, chair fewer . Superviser fewer yes, i can. Thank you. Great. I am nick menard and i am here to provide a brief summary of the budget analysis report on the Police Department. As you may remember from the prior presentations for each of the reports we were asked to provide the breakdown of divisions within the department and changes to the organizational structure and to look back at changes to the budget and number of positions in the total amount contracted out. And in addition we were asked to include the fiscal impact to report on specific policy questions. As you can see here t Police Department is made up of six bureaus. These include the Airport Bureau, which is responsible for security and Law Enforcement at the airport. The Administration Bureau which includes the property and the training decisions. Field operations that includes the district station including car and foot patrol. Community engagement and the Investigations Bureau which consists of the investigative unit, crime analysis and forensics. The special Operations Bureau which includes Traffic Company and the muni unit and the swat team. And the Strategic Management bureau which consists of fiscal Staff Services and informational technology. This is responsible for overseeing the department of Justice Reform efforts and department policy. Over the last 10 years there has been organizational structure with the charter approved by the voters in 2016 and is responsible for auditing and Police Misconduct and making policy recommendations to the Police Commission. And it was budgeted in the Police Department until fiscal year 1718. And in 1819, the board approved four new positions including an executive director to staff the Strategic Management bureau. And through 1617 and the command staff captain or above. And they did not have any assistant chiefs of police. And the Police Department used savings from vacant positions to create five additional executive management positions which augmented the command structure with three additional commanders and two assistant chief of police. The board then approves the promotions in the 1718 budget and were created to oversee three new divisions which was the Administration Division with the admin bureau and the office of the chief of staff and the Community Engagement division. The two assistant chiefs of police were created to provide greater oversight over the bureaus. This charter requires 1,9711 full Duty Officers in the city which excludes those at the airport, on leave, or on modified duty or in the academy. And the basis of the staffing minimum is a 1979 Consent Decree with the department of justice which required, among other things, the city to fully fund all the positions of the Police Department at that time in order to create more promotional and and the minimum Staffing Levels and with the number of positions civilianized and to reduce the minimum staffing and required by the charter and with the chief of police. And there have been three Police Staffing reports conducted and by the Controllers Office and all three studies recommended additional. And the historical budget and funded positions by the budgetary division. And combined police and Police Accountability have increased by 58 with the largest increases over that time. The total number of funded positions has increased by 20 . And Contract Services for fiscal year 1920 and about 1 of the combined police and Police Accountability budget. Contract spending was 1 of the combined budgets over the past 10 years and can find a further breakdown of contracted services over the last 10 years on exhibit eight on page 16 of the report. June 30, 2020, the Police Department spent 4. 8 million on covid19 activities and of that 4. 3 million was used for personnel costs including paid time off or time spent on covid19 projects such as staffing the e. O. C. Or exfrom patrol. So the first policy question will address and pertain to the departments ongoing civilization process. The city charter requires an annual review of sworn assignments to, quote, civilianize as many positions as possible to maximize the Police Presence in the communities and when charter goes on to state positions may only be converted to civilian as they become vacant and no officer be laid off to convert a position to civilian personnel. And in response to staffing studies conducted by the office and the Controllers Office, the board authorized the creation of 75 civilian positions or 25 positions over three years beginning in 1819 and through fiscal year 2021. The recruitment status of the positions is shown on exhibit 10 and as of april 2020 of the 50 positions authorized in the past two years the department has hired 23 with conducting background checks on 2020 in the early stages of recruitment for the remaining seven. And although the board has authorized 25 positions to be civilianized in fiscal year 2021 the Department Reports that the civilian efforts may be challenged by the Police Officers association and so the department does not continue the civilization process in 2021. One option for the board to consider is to request that the Police Department and the Human Resources department provide a report by the end of the calendar year with an update on the negotiations with the p. O. A. Regarding civilianization. If an agreement is reached, the board could potentially authorize new civilian positions later in 2021. Going forward, the board can request that the Police Department submit the charter required annual civilian assessment and recommendations to the mayor and board t departments annual budget submission to the mayor. Next we were asked to look at transferring Law Enforcement functions at the airport from the police to the San Francisco sheriffs. Other airports in california do rely on sheriffs for Law Enforcement including oakland, Orange County and sacramento and as shown on exhibit 111 of page 20 of the report, in fiscal year 1920, budget for the Airport Bureau was 91. 3 million which is entirely funded by airport revenues. And as of may 2020, the airport reported 77 staff positions were killed and the airport expects 49 new sworn staff to transfer to the airport from the city during the year, which would bring the airport total head count to 226 during the fiscal year. And one option the board could consider to adopt the budget with 49 sworn staff pending therefore to the effort. The staffing level and additional 49 sworn staff scheduled to report previously projected growth in the activities there and the academy costs with the airport funds and the cost reimbursed to the airport to avoid loss of federal funting. We estimate the academy and Field Training costs would be a onetime general fund cost and that could be offset by hiring 49 Police Officers. The 49 sworn staff would become a new ongoing cost for the general fund of 8. 8 million or higher depending on the job classes that return to the city. We found that relying on the sheriff would save the airport about 5 million annually and this savings is driven by the fact that they are paid less than police staff and find the details of the cost analysis on exhibit 12 of page 222 on our report. It would take procter gamblesly two years and require hiring 138 deputy sheriffs and Police Officers transferred from the airport to the city with general fund costs. So one option the board can consider is make it city policy for the sheriff to assume Law Enforcement responsibilities at the airport and request that the Airport Commission enter into a memorandum of understanding with the sheriff and save the airport and save approximately 5 million a year and require onetime hiring costs and to hire 138 deputy sheriffs. And the city would have to fund 226 officers currently assigned to the airport and the accounting for the closure of county jail four. And could consider postponing hiring 226 Police Officers to save 31. 2 million in onetime costs. And with the increase to allow the Police Department to reduce the overtime budget and by how much is difficult to estimate. In addition the city would have to reimburse the airport for certain investments to comply with f. A. A. Revenue policy. And we were also asked to look at the staffing intensity of the Police Departments response to calls for Service Related to homelessness and Mental Health crises. And this requires a careful look at dispatch data held by the department of Emergency Management and at the time the report was being prepared and engaged in responding to coronavirus, and therefore, could not provide us the information necessary to complete this analysis. And as shown on exhibit 15 of page 26 of the report and 1314 to 1920 the Police Department of 28. 9 million and 592 other litigation claims. And civil rights include employment discrimination and excess uf use of force. Finally we were asked to report on Staffing Levels for certain divisions. You can see the review summarized on page 27 through 29 of the report in exhibit 16. The positions here do not include any Core Functions of the department or car or foot patrol, Traffic Enforcement and any of the investigative units and any units responding to counterterrorism and d. O. J. Reform effortser to management analysis units. They summarize that the current staffing level and the staffing costs which add up to 326 positions costing 16. 2. Of the 326 positions, 210 are Police Officers, 56 are other Foreign Staff and most positions are funded by the general fund, but some are not such as the muni unit. Certain levels would have higher staffing changes if not for the changes related to covid19. So one option the board can consider is working with the mayor, the Police Department, and the Labor Organization with the priority for allegation of Police Resources and the board could request that the chief of police decrease Staffing Levels in areas that are not board priorities to increase Staffing Levels in units that are board priorities. This concludes my presentation. The office will continue to work with chair fewer and staff to analyze changes and insure that the boards Budget Priorities are included in the final adapted budget. With that, i am happy to answer any questions. Thank you very much, mr. Menard. And lets go first to chief scott and have him give us the presentation and then i will open it up for questions from colleagues. Would that be okay, colleagues . Chief scott. And thank you, supervisor fewer. If i could ask ms. Wong to put up our presentation. I will let you know when we want to change slides. Can you see the presentation . Yes, thank you. Okay. So as was stated, we were asked to look at a 10year budget rett prospective and Department Structure overview to explain to the committee where we are and what we have done in the past 10 years and how that has impacted the budget. And before i start, let me first say hello and thank you to chair fewer, president yee, supervisor ronen, supervisor walton and supervisor mandelman. Next slide. And our agenda is to go through the structure with the crux of the changes and which is meant to support reform. The first part of the presentation will be a layout of how we crafted the departmental Strategic Initiative to reform and how that impacts our budgetary process, and then well give an overview of the past 10 years and what the budget has looked like and where the increases have come from and that analysis. And then we will talk about how the additions to the structure including demand staff position and how they play into what we are trying to do and overall, overarching is support the 21st century Police Department that embraces reforms and has the tooblt sustain the reforms. Next slide please. Our strategy statement begins with safety to respect and rather than read you this, i will comment that in late 2017 the department began developing a plan to ensure that the department is ready and equipped to meet modern urban policing and Eastern Trust of the communities. With this guiding principle we will suck pro seed successfully with the implementation of the Justice Reform and sustain the sustainability. And the strategy statement was born from our Collaborative Initiative and the strategy statement as you can see has couple of components that you want to highlight. First, just transparent and bias and surrounding the introduction of other devices and the training and procedural and the use of force changes that we believe has significantly led to reduction of use of force and pointing of guns at people in the community. And speaking with the Agency Partners outside and Community Policing and data transparency efforts. And finally we want to maintain and build trust as the guardian of our community and theres been a lot said in policing about guardian versus warrior mentality in terms of the mindset and really to be the guardian of the community rather than the warrior mentality that is to us versus them and we are at war with the communities that we serve. And we have seenester year in policing. And the mindset shift is to be the guardian and that has allowed us to change our policies on use of force and bias and policing. Also, our continuous responsiveness to communities and to the communitys needs. Part of the Reform Efforts is to have Continuous Improvement process and to assess where we are and that needs to be institutionalized in our organization and Police Department. What i am highlights is the structural changes that have occurred in the last three and a half years. The boxes in blue are what is the collaborative and are positions that were added to increase the efficiency of the department, increase the oversight of the department, and really to structurally support our Reform Efforts so we can be successful in both implementing the reform and sustaining the reform. Going to draw and go by these and take a second to go box by box. And you see the addition of the two assistan