existence. one of the things i really love is the fact that you really understand that the most precious relationship in terms of education is that it is between the educator and the student and how hard and how efficient you work not only to protect educators and make sure the field is respected, that workers are compensated, and by the way, there's nothing we can do to compensate educators as much as they deserve, but also understanding that our students and that relationship is a major piece of their success and most important -- and the most important relationship. i want to congratulate you on 100 years. my office along with the rest of my colleagues signed a certificate of honor and of course, we were in attendance at the gala, at the banquet, but i really love working with all of you and looking forward to

continuing this relationship, working together for the next 100 plus years. congratulations. >> thank you. i also would like to join my colleagues in congratulating you on 100 years. four generations of my family have been educated including myself. i have a lot to be grateful for and a lot to be pretty appreciative of. i would thank you for your hard work but also your advocacy -- advocacy in making this the best public school system that we possibly can. i know it is a lot of hard work. i see you throughout my years on the school board, but also even as a p.t.a. president for 12 terms, the hard work that you do as an organization also for your membership. i just want to also add my congratulations on to uesf's 100 years. thank you very much. >> supervisor mar?

>> thank you, supervisor ronen for this commendation. i just wanted to add my thank you, as well as a long time ally and friend of uesf and as a public school parent. thank you very much for all that you do in advocating for not just teachers and paraprofessionals and the living wage and fair working conditions , but also for our school communities and students. and really for everyone in our city. uesf has been a tremendous voice , an important voice on so many important issues that our city is seeing. thank you so much. happy 100 year. >> supervisor haney? >> i want to congratulate you all to thank you all for your leadership and your many, many years of service.

i learned a lot about you as a school board member. i have not seen it happen here yet, and i don't want to give anybody ideas, the my first year when we are going through the contact negotiations and we come in and dennis and susan and karen, they are sitting in our chairs and they have all these folks who are banging the drums and just incredible, relentless, fierce leadership on behalf of your members and always keeping the students top of mind. it has been such a pleasure to work with each of you to continue to work with each of you and not just making our city one where teachers can live and thrive and do their essential work, but making our city better for everyone. i want to appreciate you for stepping up for san francisco. it is affordable and inclusive for everyone and holding us accountable for that. it will be a better san francisco if you keep doing what you are doing for the next 100 years. thank you. >> supervisor peskin?

>> thank you. to my friends at uesf, i'm sorry that i could not join you for your 100th, it happened to be my 30th the exact same evening i'm sorry about that. i really want to think -- i really want to thank you for all the policy guidance that you have given me over the years. many members of this body very recently, which resulted in a measure on the ballot, with tenacity and a lot of research, you have made us really smart on the issue and helped us get to the right policy answer. this was not the first time over the last many, many years in all sorts of ways that you have done precisely what you do, which is to educate elected officials. thank you. >> thank you. thank you to the educators. i want to underscore this.

when i say my school, i say my children's school. they have been a phenomenal resource for the children and the families. i know that you guys fight vigourously for your membership. you have done that in our budget process, we also fight for families and fight for children and you fight to stay in the city and be in the city and be present and having educator and a community makes a community special. so that's what we have all been fighting for as well. i just want to say the party was great, the sing-along was amazing, and it was a 100 -- a wonderful 100th celebration. >> i just want to thank you for everything you do. your advocacy is amazing. i know many of you, we stick together when we were saving john mayor from being close.

we are actually fighting for john's wet, but we kept john muir and i remember fighting that fight with many of you because that was a school that served children of color and low income kids, and they absolutely had to have that school to be successful in their neighborhood so i just want to thank you. that is when i really learned the power of advocacy. even if i didn't have a child in that school and i was fighting for that school, and meant everything to me because it was a community school. i remember contacting you and saying, could restart a p.t.a., even though we didn't have children there? absolutely we could. we started the p.t.a. and we hadn't had a p.t.a. in 50 years. i just want to thank you for all the work that you do. it is tireless. we appreciate it and it is absolutely noticed.

who benefits? educators, the students, thank you so much. >> is there somebody who wants to say anything? you are never short on words. come on. >> thank you so much. on behalf of the former president and dennis kelly, and the political director, members, vice presidents, the executive vice president, and the uesf treasurer, we thank you. we are humbled and grateful not only for this award, but for the company we are keeping with the amazing other honorees today. we are all part of the same community and it is good to see everybody here today. standing up here is probably close to 300 years worth of

union experience and that is just this group. we also recognize that among the honorees we are the oldest, i'm pretty sure. i believe only one question left commented that we didn't look a day over 99. and so our mission from the very beginning has been to do everything we can to make sure that students in public schools get all that they need to thrive as children and to thrive as adults. and the best way that we can make that happen is to support the educators who are supporting those students, and so that is what our work continues to be as we work with each other, with the school district, with city hall, most importantly, with parents, caregivers, and community and we also want to give a special thank you to you that when you reach out to us to

ask what it is we need to be successful in our work, that makes our hearts singh. thank you very much for this honor. >> thank you. [applause] >> i just got a text message from my daughter who says you better bring them in the chamber to honor them for their 100 years. come on in. [laughter] i would like to invite the rest of the supervisors to join.

[applause] >> i will have one brought to you right now.

>> okay. we will go ahead and wrap this up with the last commendation. supervisor brown? >> thank you. last but not least, today i'm commending shannon mcneil for her commitment to helping keep our streets clean. [cheers and applause] shannon is in alamo square park neighborhood spends her morning and evening commutes collecting trash on her way to and from her office in the mission district with her dog dudley. did you bring dudley? >> i did not. >> okay. shannon has been collecting trash for about five years. at about three days per week and four to five bags each way, we estimated she has collected something on the order of 7,800 bags of trash. after years of contributing and what seems like a small -- in a small way, her work has contributed to something much

greater for our city. originally from fort worth, texas, she moved to san francisco with her husband eight years ago. after visiting a number of times , they finally moved because they realized they had fallen in love with the city. for work, she leads a customer service team. outside of work, she practices yoga, i need to do more of that, mental note here. she runs marathons and spends time with her husband and friends. she also volunteers with her dog dudley as an animal assisted therapy team member through the spca. together she and dudley visit retirement homes and hospitals to offer patients an opportunity to get some puppy love. more than ever, shannon is proud to call san francisco home, but she, like many others wish her city, this beautiful city was cleaner. hence her long walks as a trash picker. as for dudley, he has learned to

be very patient with shannon's hobbies. he mostly just snips or -- sniffs around and shannon describes him as neutral on the matter of trash picking. she can be seen zipping around district five listening to podcasts or calling home to friends and family. the city spends approximately $6 million annually to keep our streets clean. and as supervisor, i have added hundreds of thousands of dollars to fund additional neighborhood cleaning in the district, but by collecting nearly 8,000 bags of trash throughout the five years you have dedicated to this task, you have showcased a tremendous amount of love for our city and our community. our sidewalks are cleaner because shannon and dudley walk them. thank you. [applause]

>> thank you. the quick thing i will say is what brought my has been denied to san francisco is the beauty of the place and the spirit of the people here. i think every person who has been committed before as an is an example of why we live here and why we choose to stay here. this little bit of picking up trash on the way to and from work is my little piece of keeping the city the incredible place that we chose to make our home, so thank you for having us and thanks to my people who are here representing me. [applause]

>> okay. thank you. that concludes the commendations for today. madame clerk, let's go to the 3:00 p.m. special order. >> item 21 is the board of supervisors sitting as a committee of a hole on october 22nd, today, at 3:00 p.m. for the members of the board to hear and receive updates on the progress and implementation status of the united states department of justice recommendations regarding reforms within the police department. this hearing is scheduled pursuant to a motion, approved on september 24th, 2019. >> okay. we're now sitting as a committee of the whole. colleagues, the purpose of the hearing is to hear updates on the progress and implementation of the u.s. department of justice recommendations within the police department. i will also take this opportunity to remind my colleagues that we won't be having hearings on related items

one of them would be the implementation of the police department. that will be coming up soon. also there has been a task force that has been tasked to look at the staffing and what it needs to fully protect our citizens. that report will be coming up later. before we begin, how are we going -- how we will do this is we will have supervisor fewer start off her opening remarks, then i will have police chief scott come up and presents what has been done, and after the full presentation, then i would like to invite my colleagues to ask questions. after that we will have public comments. supervisor fewer, would you like to make some opening comments?

>> thank you very much, president yee. colleagues, i call for a committee of the hearing to shine light on the implementation status of the recommended reform for the san francisco police department that were released in 2016 by the u.s. department of justice. the office of community oriented policing services. i'm sure you're all familiar with this book. if you are not, shame on you, you should be. i wanted to thank supervisor david compost and melia cone. the board did have several hearings on the recommended reforms, for the losses in september of 2017. i call for this hearing today because there has been more than two years since the last public presentation on reform implementation and because the police department touches every single district in san francisco , it felt important to have this update. also, there have been significant changes to the monitoring, and evaluation of these reforms and i read from

page three of phase one, the phase i initial progress report dated may 16th, 2019. in september of 2017, as part of a general moved by the trump administration to withdraw from the monitoring of local law enforcement, the cops' office terminated its partnership his partnership with sfpd and ended the 272 recommendations. notwithstanding, the u.s. d.o.j. departure and san francisco mayor requested the california department of justice -- many

issues have been highlighted, including use of force and racial disparity in terms of who was negatively impacted with the police, and these major issues are among those that are recognized with the d.o.j. as needed reform. we should all be onboard to these improvements. my intention is to ensure transparency and accountability on the progress of implementing these critical reforms and it has been too long since there was a public update. i also do want to give some appreciation first to chief

williams got to continues to prioritize the department's commitment to reform and collaboration with the california department of justice who is now monitoring the progress. i also want to appreciate community advocates, in particular the coalition, which has continually pushed for transparency and urgent implementation of the recommended reform. the president of the commission is unable to meet today, but he asked that i sure statement from him. quote, since my tenure began on the police commission about two and a half years ago, i have witnessed a steady progress made by the police department as it implements the justice reform. this is not just a check the box strategy. it is a general effort to improve safety in the city, reduce the use of force, and provide greater transparency to the public. evidence in this progress is a fact that the sfpd completed a 14 month period where there

wasn't a single officer involved shooting, not one. the commission staff has been unable to find any other major u.s. city with a comparable record. at the same time, violent and property crimes are down, and community trust has improved. the reform effort is long-term. in fact, it is a permanent process which will continue to challenge the department and be the best law enforcement. i think the department and the d.b.a., as well as the police commission and the california department of justice for the continual push make policing a reality in san francisco, unquote. while the board is also -- often stepped up to hold hearings on police reform, i am disappointed that the president has not called for the police reforms to be put on the agenda, considering that the police commission is the body responsible for overseeing the policy for the police department today i call on president hirsch

and the police commission to put on the agenda this item for their next meeting. i hope that after today we can collectively have a renewed focus on oversight reform limitation on the department. this is the report on the first phase of the implantation. i intend to co-opt hearings of the second and third fillets -- phase for a release. with that, i would like to introduce police chief william scott. >> thank you. good afternoon, board. we have a powerpoint presentation and i will go through the powerpoint presentation and after that, our contractor that is actually helping us with the technical assistance and the reporting of the collaborative reform issue will speak and then we will be a available for questions.

first of all, let me thank you for inviting us to speak on our collaborative reform initiative today and inviting us to be here i want to begin this presentation with our mission statement, which was developed through our work with the department of strategic framework, which is one of the recommendations in the collaborative reform initiative. our mission reflects the core values of the department that we strive to achieve throughout our work every day. the overall objective of the collaborative reform initiative is to work with the community to have an ongoing cultural and institutional change to improve and maintain public trust. we hope to do this by improving police practices, community engagement, professionalism, transparency, and accountability just to give you an overview of

the timeline, as supervisor fewer mentioned, in 2016, we asked the u.s. department of justice to evaluate our department and to make recommendations for improvements across all functions within the police department. the u.s. d.o.j. provided 272 recommendations and our department immediately began to work on this recommendations. in september 2017, the trump administration decided that the united states department of justice no longer engaged in this form of collaborative reform initiatives, and basically they concluded the work. at that point, the san francisco police department began searching for a new independent oversight bodies as we continue to do the work of reform. the sfpd requested an unprecedented collaboration with the california department of justice, and in that, we also

specifically requested more stringent, detailed, and transparent performance standards that we didn't have under u.s. d.o.j. this prompted a wholesale unwelcome re-examination of all the work that we had previously submitted to the u.s. d.o.j. i want to note a few things here about our continuing efforts on the reform work. at the fiscal and technical assistance that was drawn by the current federal administration, and during a transition between three san francisco mayors, and changes to our police commission , we continue to push forward on the collaborative reform initiative. the collaborative reform initiative is into five categories. i will go briefly on the five categories. their use of force, bias, community policing,

accountability, hiring, recruitment, and personal practices. i want to go into a little bit of detail about the external engagement in our community and our collaborative reform initiative process. i think this is really important to drive home to the board and the public about how detailed that work is and how time -- how the timing of how quickly we get our recommendations completed. engaging in the community and having the community's import is the cornerstone of our collaborative reform work. working groups provide input on implementing recommendations and development of policy. examples of external partners that have attended our working groups are san francisco bar association, the san francisco human rights commission, members of neighborhood associations, the league of women's voters, the collective impact, in this list is not all-inclusive.

those are just a few. here's where we are in terms of overall progress. i will frame this in terms of the work and then try explain it in more detail what this really means in terms of what we're doing, the actual work itself. as of mid-october, we have 343 recommendations in various levels of progress. as you see on the slide, it is broken down into where those various stages of in progress works it. there are five steps in our implementation and approval process, and they are as follows in progress means the san francisco police department is actively working on the recommendation. external review means the recommendation has been submitted who has been submitted -- has been submitted to review the work. external validation means the recommendation has been submitted to the california

department of justice for review the initials r.f.i. is an acronym for request for information and that means that the recommendation has been returned for more information or more work. and a substantial compliance means the recommendation has been reviewed by the california department of justice and deemed to be in substantial compliance. i want to pause a minute and explain a little bit about compliance. i said earlier that this is something that the department asked for. and basically the reason that we asked for substantial compliance is we wanted to have compliance measures that were transparent where everybody knows what the endgame is end game is, secondly , it gives us a way to all be on the same page in terms of our review of the work. that's the department, the california department of justice and hillary hines. we all work by the same standards. so that was an instrumental part in the rio can a station and the reformulation of the work after

the u.s. d.o.j. concluded. it is our belief that that switch brought work to the new -- to a new level. in all, we have 29 recommendations that have been implemented and have found to be substantially compliant. this was as of about three weeks ago. there have been additional recommendations since then that have been substantially compliant. the majority of the substantially compliant recommendations are in the area of use of force recommendations. in addition to the 29, 102 recommendations have been provided by the san francisco police department to them for external review. and you see all the categories on the right on the screen in terms of which recommendations and where they sit. 170 recommendations are in progress.

before we move on to the next slide, i want to -- i think this will be very helpful for you all to see what that work looks like because as prescient -- president hirsch mentioned in his letter, this is not a checkbox type of body of work where we just check the recommendations and we move on. this is an all-inclusive, evolving process that takes time what i want to do, if i can put on the overhead, a recommendation and a feedback form, and it will give the board and the audience about what in progress work looks like. if i could get the overhead? okay. i think this will give everybody a better idea of what in

progress means and what it looks like. because when we say we have 102 that have been cemented for review and 170 in progress, i don't know if that paints a picture of what the work actually is. here is a recommendation. 44.2 that we submitted it work packet to hines, and upon their review, if you read through this , it basically -- their assessment that this work was still in progress. the recommendation says the chief of police should empower the deputy chief of professional standards to create a strategy and a plan to implement with urgency the final report of the president's task force and recommendations contained in the pillar four in the rec -- recommendations in the collaborative reform initiative technical assessment. so when you go down to the summary, basically this is where hines reviewed and tells their assessment of where we are on this and the yellow, where my

finger is pointing, says this recommendation is still in progress. in other words, work is still being done. so the evaluation at this point, this was from several months ago , august, as a matter of fact , said that compliance measures one and two have been match. if you look down on the bottom of the screen, it shows with the compliance measures one or two are. number one is evidence of designation of a professional standards principal policing unit deputy chief, which we re-created that structure, and test was strategy and movement asian plan, which we have done that. it also says that compliance measures three, four, and five have not been met. number three is simple mentation of the pillar four recommendations and 21st century task force report. number four includes implementation of recommendations and the report, and number five is evidence of the review audit process to track progress and implementation efforts.

the reason i wanted to show you all this is that this is what work in progress looks like and every recommendation -- it took us almost a year after we searched for new partners to look at every recommendation and actually agree on the compliance measures. this is what a work in progress looks like. the key point here is that work in progress means work is being done that is not completed to the point where our evaluators believe that we are substantially compliant, with the work is being done. that is the part i want to emphasize. we have hundreds of these recommendations in this state. as of mid-october, like i said, we had 343 recommendations in various levels of progress. that gives you a better idea of what that means.

we have made the most progress in the use of force category. we focused our initial energy on new supports. it was viewed internally and externally as the highest priority. the san francisco police department newest use of force policy was instituted in december of 2016 with a tremendous amount of community input. the pallet -- the policy prioritizes the sanctity of human life and emphasizes training and oversight of the department members. to date, 23 of the 58 use of force recommendations have been completed and implemented. the use of force recommendations focuses on policy changes such as ending the use of the carotid hole and firing at moving vehicles. we also emphasize crisis intervention training. we have developed critical mindset and coordinated response

training which focuses on a more coordinated response during critical incidents. that training has been really, really valuable in our reduction of use of force and our outcomes of critical incidents. for example, there was a fairly high-profile incident high profile incident several months ago in which officers from the tenderloin were called to a scene of a woman who was actually ramming vehicles and she drove through the streets of san francisco putting many people's lives at risk. that situation, i truly believe under the prior policy may have resulted in an officer involved shooting. because of the coordination, the communication, the tactics, the crisis intervention training and all the things that we are doing , that situation actually was met with a successful resolution and outcome. the woman was taken into custody without any loss of life, without anyone hurt, and it just

shows what this work is all about. there are many other bodies of work that i can cite on that type of outcome based on that type of response and we actually recognize our officers with a cid, crisis intervention reward ceremony every year where there is numerous stories of those types of tactics that we used to de-escalate and bring -- abolished these situations. we are really pleased with that. this is an example of what this work looks like, the impact of the collaborative reform initiative. we have also added new use of force simulators to provide expanded scenarios for more non use of force outcomes. the range qualifications now include time, distance, and de-escalation emphasis and that makes a huge difference in terms of how things play out in real life situations. statistically speaking, in

quarter one of 2016, the san francisco police department had 952 incidents of reported use of force and court or two, 2019, we had 544, which is a significant decline since 2016. there's new state legislation regarding use of force that was based on our san francisco police department policy and i think we all can take pride in that. we not only have the foresight to change the policy, but our policy has been modelled across the state and other agencies. we establish an early intervention unit which operates the early warning intervention program. and what this does is it automatically creates alerts when personnel are involved in events that correlate with the increase of uses of force or increase risks. triggers for early warning sense of alert including use of force incidents, citizen complaints

within six months or four within a year. any officer involved shooting, any officer involved discharge, equal opportunity employment complaints, internal affairs cases, civil lawsuits, on duty traffic collisions, and pursuits what that process looks like at the end of the day is when an officer gets an alert in the early intervention system, supervisors are assigned that case and basically they have to assess and determine whether intervention is needed and whether what intervention is appropriate if found to be needed. so that is a good system to mitigate the risk and to improve our delivery of service to the public. the end result of all of this work, i believe, in terms of use of force is that use of force is down across the board and we

have also seen decreases in every racial and ethnic category i will pause here and say this. we still have a lot of work to do. we know from the assessment report that there are disparities in our city in terms of the percentages of african-americans, female, men that have use up on them. we are working hard to understand the data, working with academic partners to have a better understanding so we can address that issue and do everything we can as an organization to reduce those disparities. however, we have seen the largest discrete -- decreases since 2016 and those two groups. african-american, and latino males. we know that there's a lot of work that still needs to be done , will be happy with the department. officer involved shootings, one, if you have read the collaborative initiative report,

it really focused on officer involved shootings. there was a lot of things, but officer involved shootings frankly is what got us here. officer involved shootings have been increased since we began this year and as has been stated in the letter to the board of supervisors, we haven't had any on-duty involved shootings. i will say we have had two discharge incidents that were off duty that are being investigated, but the fact that we have gone as long as we have without an on-duty officer involved shooting, even before the discharges, we went over 14 months without having this and that has not been done in recent memory. i think that is attributable to this reform where policy changes , the community input, and all the things that we are talking about here, the training , the policies, which i believe drive the change in the

culture that the public has called for and has had a positive impact. next, -- next category is bias. the san francisco police department is committed to identifying bias both internally and externally. officers on the go -- undergo extensive buys training. examples of which include principal policing training, creating an inclusive environment, procedural justice, and managing implicit bias. to date, 96% of all officers of undergone the most updated buys training. with that, we're partnering with academic research and analyse analysers our practices and policies to understand how we need to address disparities in our city in terms of policing. the sfpd has developed the first of its kind policy, including a first of its kind policy on gender inclusivity.

the next area i would like to talk about his accountability. we believe that accountability is the key to increasing and building trust in our department we prioritize transparency measures that enables the public and our members to have faith that they will be treated with fairness and respect. the san francisco police department conducts comprehensive automatic audits of the department computer uses, e-mails, and phones for language that indicates bias. our electronic communications are automatically screened against liz's -- lists of offensive terms and a thorough system that is provided by the california department of justice any matches or individual -- are individually reviewed for context and those found to be offensive launch an internal investigation. every sworn member of the department has this on camera. every sworn member in patrol, every sworn member in operations

body cameras in that unit was established to review footage and report questionable or unprofessional behavior. the department finalized the memorandum of understanding to enable the san francisco district attorney's office to serve as the lead investigator in our officer involved shootings and this was a recommendation that we -- that were made several years ago. it took us two and a half years to reach an agreement on the m.o.u. but we finally got it done in may of this year that m.o.u. was signed and implemented. that increased the independence and officer involved shootings in criminal investigations and accountability. additionally, the controller's office on behalf of the department of police accountability is conducting an audit on the use of force reporting to increase accountability on the san francisco police department and to increase transparency. the next topic, the next area of reform is community policing.

we want the community to have consistent input and provide the department feedback guidance and support. we have elevated our efforts on community policing. you saw that through our increased citywide presence which drove down incidents of car break-ins and simple assault , compared to where we were in 2017, car break-ins were down almost 80% from where we were in 2017 and we actually had this strategy reviewed by an independent academic nonprofit and they showed that this strategy yielded significant yields in terms of driving down the larceny and assault where these areas could be officers who were deployed. we're really happy with that. at their collaboration with hundreds of community members, business owners and advocates,

with the police department developed the first of its kind comprehensive community policing strategic plan. i want to point out, because part of this process is explaining to the public how in-depth this work is pick this community plan took over a year. there were countless community meetings, surveys, work groups, we got controller's office involved. there was a lot of work that went into this community policing strategic plan. it took over a yield -- year to compile. and with the community input, we have a product that we are really, really happy with and i want to note, too, that the international association of chiefs of police highlighted our community policing strategic plan in this month's magazine. with that approach, we are moving that work forward. this plan actually is a roadmap on how to build and maintain strong relationships and

partnerships. we have instituted a problem-solving approach with residents and businesses to address specific community challenges and issues. our community engagement division, which was established based on one of the recommendations from the collaborative reform world, is established reforms to present to me the perspective of the city's diverse communities on police and civilian relationships, as well as safety and processes in policing and the various communities in our great city. every station has an active advisory reform that we use regularly with the captain to provide support, guidance, and feedback on the issues impacting that particular community. and the san francisco police department regularly and consistently conducts town hall meetings within 10 days of any officer involved shooting, and we provide periodic updates with news releases and social media to the community on the status of those investigations.

the last area in the body of collaborative reform initiative will work is hiring, recruitment , and personal practices. our police department is diverse we are happy with our diversity overall in comparison to our law enforcement agencies, but there is still work to be done. our mandate is to ensure equitable opportunities for all who join our police department and who serve our city. it is important to know that our officers reflect the communities that they represent. we focused on recruitment to underrepresented groups such as women and people of color. and over the past 10 years, we have seen an increase in nonwhite members who have joined the department, while women make up 15% of the force, we do have one of the higher percentages in the bay area bay area and we rank very highly when you look at is nationally compared to other police departments across the country. the san francisco police

department brought in academic partners to conduct an in-depth analysis of our academy and hiring practices, and to address recruiting difficulties. i will say that we, along with most law enforcement agencies, police agencies across the country, are having some challenges with recruiting, but we believe that the more data we have, the more eyes that we put on this in terms of academic partnerships in research, the better we can address those challenges. that is what we set out to do. we have increased contact with candidates earlier in the application process, as a result of these reviews and feedback. we have improved our testing processes to help improve candidate quality diversity and pass rates. we also merged the recruitment and background bureau, which at the end of the day, we can cut significantly the time that it takes to process a candidate by deploying these strategies. we have also created a staffing

and employment unit to better analyse how we hire, retrain, or retain our workforce. that completes the five areas of reform. now i just want to talk briefly about next steps. our next step we want to continue with our training because, as i said, policy and training drive culture. we want to scale up our training in an effort to continue to reduce the use of forces and increase equitable policing across the city. we want to invest in resources, technology is really key. it is absolutely necessary to expand and sustain reform. the better we are a technology, the better we are with data, the more efficient we are of understanding and being able to have strategies and policies in place to better serve the city. we also want to develop analytical tools to better understand data and the outcomes of our policies and procedures.

expanding outreach and increasing communication and trust is also key and we want to do that by codifying how we collaborate with the communities that we serve. and long-term, all of this we believe will lead to the continuing improvement of our police department, your police department, and drive institutional and cultural change. our next report, the face two report -- the phase two report, we hope to seen december of 2019 i will turn them mike over before we take questions. -- i will turn them mike over before we take questions. >> good afternoon. my name is debra kirby. my powerpoint is somewhat repetitive to the chief's so i will control and make sure we make good use of your time. i represent a firm known as hillard hines. and we will speak a little bit

about that today, but i want to provide the outside perspective in terms of what we are seeing around reform. what our goal is providing technical assistance as to the department and frankly what we see is the future of san francisco police department randy's very strategic areas that chiefs got mentioned. hiller times, we have a national and international representation we are recognized around security risk management, but our true value to the process is in 2015, we were the whole contractor for the u.s. department of justice on collaborative reform across the country. we came here to san francisco and we conducted significant outreach to all the communities of san francisco. we had public listening sessions , we had a full on community engagement. under this phase, we are working to support the organization and helping us achieve its reform goals in terms of the recommendations that came out of the report. our work today is grounded back in the report that was delivered on october 12th, 2016. in that report, there were 94

findings and 272 recommendations while we continue to talk about numbers, what we have to recognize is that this is really about the goals. the identified goals for reform in san francisco, as well as the impact that we have on persons who are arrested, people who suffer use of force, officers who engage in force, and try to identify what are the strategic outcomes that we can, as an organization here in san francisco, and the city, achieve when we talk about a shift in focus and priority in both the board here spoke about this today, as did the chief, that in september 15th, 2017, the d.o.j. stopped giving technical assistance. this is important to recognize because san francisco was the sole city that was published under that original program. and with 272 recommendations that were published, they made a commitment to their community and a promise that they were going to deliver on these goals. once that technical assistance was withdrawn, it became a question of how was the organization going to be able to

take that forward? in february of 2018, the sfpd, along with the d.o.j. and the police commission committed, under an m.o.u., to initiate those reform goals here under formal program. we were engaged on june 1st, 2018, in this process began anew in that time between the withdrawal of the u.s. d.o.j. and our company, there have been work on going with the organization. what we are focused on here right now is the context in terms of what does that mean? many of us in the early days, people were looking at the fact that they were looking towards more truths in oversight in terms of judicial oversight. reform was chosen not only by the city, but also by the u.s. d.o.j. as being appropriate within the context of the issues facing the organization. what we know about collaborative reform is it is locally driven, it is a collaborative approach, what it is also resource constraint and time bound.

this department is standing forward and talking to stakeholders and it is recognizing that there are challenges within the organization that they are willing to work with. as the chief identified, though stakeholders that they have engaged with also continue to talk to us. so we know what are some of the issues. we know what are some of the challenges but we know they are our restraints on the resources. on average there are about $10 million a year. what you see is that the buy-in -- there's a little bit of a waiver once the consent decree

approach goes away. and so organizationally, the ability to strategically identify goals and make sure that the organization can work with those goals is important. the other issues is it is time bound. as we know, we are under a certain period of time and what we are looking at. this true reform continues. it is not a check the box exercise, but it is about institutionalizing the operational framework to support reform. so we talk about the stakeholders to this process. the san francisco police department his front and center. it is their responsibility to ensure that they were constitutionally. we also have the d.o.j. and they came on in some regards to substitute the u.s. d.o.j. they are an independent agency was responsibility for law enforcement in the state of california and they are here to validate whether or not the process really is true to its core. the police commission is a farmer active partner than it

was under the original process. in may of 2018, 2019 of this year, we were before the police commission speaking to the status of the reforms within san francisco. we meet with the police commission every time we are in town and we have ongoing conversations relative to the reform progress in terms of where we are in san francisco. we do the same for the cal d.o.j. we serve in that way to not only support technical assistance to the department, but we are also independent. we have responsibility to the goals of the project in making sure we report and support the d.o.j. our role as intermediary. we provide technical assistance but we are also assurance in terms of national policing practices. when we talk about priorities, when we came here, use of force was a key issue here in the city it is an issue that continues across the country. we know that persons of color suffer more force at the hands of police than other ethnic and gender groupings. what we have seen in san

francisco is a significant focus on not only improving its policies, but it's practices. and what that means is there's greater safety for all people in san francisco. so the trendline in terms of use of force is important. at any point i use of force may be necessary within a police officer's engagement. however, what we have seen is the training, the focus, and the ongoing oversight of the department in this area has significantly reduced force overall and has withstood any officer involved shootings within the periods of time identified by the chief. it doesn't mean it will always be that way, but what it is showing is this department is consciously deciding how it will advance is practices in making sure that its whole -- it holds 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 day-to-day 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, we've 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, there's 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, we're 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