One Year Retrospective

Chief George Gascón

August 2010

San Francisco Police Department 850 Bryant Street, Room 525, San Francisco, CA T 415-553-1551 http://sf-police.org
 EXECUTIVE SUMMARY
On August 7, 2009, Chief George Gascón was sworn-in to lead the San Francisco Police Department, an organization with 2,800 talented
employees 1 and a rich 160-year history, serving 1.2 million people 2 in a diverse world-class metropolis.

MISSION: To Make San Francisco the Safest Large City in the Nation.
“This is an incredibly forward-thinking city, this is a world-class city. There is no reason why we should not
be the safest large city in the country.” Chief George Gascón
CORE PRINCIPLES AND FIRST YEAR GOALS:
To progress towards the mission of making San Francisco the safest large city in the nation, the SFPD has embraced the Chief’s core
principles of Smart Policing Innovations, Community Engagement, and Accountability. We currently face the realities of shrinking municipal
resources combined with rapidly evolving threats to public health and safety. Consequently, an improved understanding of and relationship to
the communities we serve, a commitment to openness and transparency, and a relentless drive towards innovation and efficiency as a means
to do more with less have become the necessary principles which guide both daily operations and long-term strategy.

Below are first year goals which set a foundation for achieving our ambitious mission – which can only be accomplished by working in
partnership with the community, the Mayor, the Board of Supervisors, the Police Commission, and through the daily commitment of our
uniformed and civilian men and women. Please note, these goals were achieved without a net increase in General Fund appropriations. 3

REDUCE PART 1 CRIME BY 10% THROUGH ‘SMART POLICING’ INNOVATIONS

✓ Made Solid Progress: Reduced total Part 1 Violent and Property Crimes by 7.7%.
❖ Awarded Federal Department of Justice “Outstanding Local Police Department” for Zone Enforcement Strategy.
❖ Implemented comprehensive CompStat and BRICC crime and operational analysis innovations.
❖ Decentralized Inspectors to district stations and Reorganized the Investigations Bureau.
❖ Instituted Strategic Deployment of officers utilizing CompStat and BRICC data, information from the community (including Text-A-Tip),
while working within staffing and resource limitations.
❖ Began increasing sworn capacity via programs such as the Civilian Investigator Pilot Program.
❖ Implemented Technological Reforms to automate manual processes such as Booking, Payroll, and Police Report systems.

IMPROVE COMMUNITY RELATIONS

✓ Accomplished: Instituted major initiatives to strengthen community involvement and trust.
❖ Improving community relations was structurally instituted in the SFPD with, among other efforts, the establishment of a dedicated
Community Relations Unit and the Community Police Advisory Boards within each of our ten district stations.
❖ Improved Media Relations via more open communication and the utilization of social networks.

INCREASED ACCOUNTABILITY
✓ Accomplished: Implemented reforms and process improvements to increase transparency and control within the Department.
❖ Worked with Police Commission to Improve Discipline Case Management which has reduced case backlog.
❖ Implemented Proactive Accountability Mechanisms, including a robust Early Intervention System, systematic Policy Review, and
Operational Audits.
❖ Openly and quickly implemented reforms in response to Crime Lab and Brady Issues.
❖ Reorganized Department to three Offices to improve control and align functions.

1 Upon Chief Gascón’s appointment, SFPD had 2,790 employees (2,373 sworn, 417 civilian). Currently there are 2,631 employees (2,254 sworn, 377 civilian).
2 Population of 1.2 million includes 808,000 residents and the additional visitor and daytime commuter population.
3 FY 2009-10 budget rose 2.07% over FY 2008-09. The increase is offset by 3% in sworn salary increases. Salaries & benefits comprise 90% of budget.
One Year Retrospective, Chief George Gascón, August 2010 2
 REDUCE PART 1 CRIME BY 10% THROUGH
‘SMART POLICING’ INNOVATIONS

Total Part 1 Crimes Reduced by 7.7%

Total Number of Part 1 Violent and Property Crimes August 1, 2008 to July 31, 2009: 43,482 incidents
August 1, 2009 to July 31, 2010: 40,118 incidents
This 7.7% reduction spared 3,364 individuals and their families from being victimized by crime and experiencing its painful
effects.

Part 1 Violent Crimes Change Over Prior Year Part 1 Property Crimes Change Over Prior Year

HOMICIDE 23% Reduction BURGLARY 9% Reduction

RAPE 3% Increase AUTO THEFT 24% Reduction
ROBBERY 7% Reduction BURGLARY FROM VEHICLE 12% Reduction
AGGRAVATED ASSAULT 4% Reduction ARSON 3% Reduction
TOTAL PART 1 VIOLENT CRIMES: 5% Reduction PERSONAL/OTHER THEFT 2% Increase
TOTAL PART 1 PROPERTY: 8% Reduction

OVERVIEW: SMART POLICING INNOVATIONS

In order to effectively combat rapidly evolving

STRATEGIC DEPLOYMENT threats to public safety within limited resources,
• Functional Reorganization the SFPD has embraced Smart Policing Innova-
• Zone Enforcement & tions as a means to do more with less.
Violence Reduction Strategy
• Foot Patrols Utilization of state of the art crime and statistical
• Operations Orders analysis tools such as CompStat and BRICC

• Civilian Investigator Pilot informs the Strategic Deployment of Officers
and resources in the most effective manner
possible.
TECHNOLOGY EFFICIENCY
CRIME ANALYSIS • Automate Manual Processes
Additionally, automation of manual processes
• CompStat • Effective Resource Management
and effective resource management ensures
• BRICC • Explore New Funding Options
that our officers have the capacity to provide
higher levels of pubic safety services to the citi-
zens of San Francisco.

One Year Retrospective, Chief George Gascón, August 2010 3

SMART POLICING - TECHNOLOGY: CompStat
Under Chief Gascón, CompStat (a nationally recognized crime control model) has evolved into a fully robust and integrated
program used to drive proactive crime analysis, deployment strategy, and operational adjustments on a daily basis (new version
introduced December 2009). Previously, CompStat essentially functioned as a statistical record keeping program.

A smart policing tool, CompStat functions as a real-time, proactive, results-oriented program. CompStat addresses all sources
of a problem. “CompStat looks outwardly at crime and its affects in the community, while at the same time looking within the
organization to identify best practices in managing police personnel and risk management issues such as sick time, use of
force, pursuits, complaints and accompanying city liability.” Assistant Chief Jeff Godown

CompStat operates from the principles of timely intelligence, effective tactics, rapid deployment, and relentless follow-up.
❖ Timely, Accurate Information - Know what is happening.
A CompStat review occurs bimonthly (open to the public).
SFPD managers and staff at all levels participate in active
discussions to understand affects of crime statistics.

❖ Effective Tactics - Have a plan.

❖ Rapid Deployment - Do it quickly.
Once captains and officers have timely and accurate
information, it is their responsibility to develop and implement
customized crime reduction strategies to address the problem
and reduce crime.

Solving problems, often without additional resources, drives

managers to attempt innovation and creatively collaborate with the community and other agencies in an attempt to do
more with less.
❖ Relentless Follow-up and Assessment…If it works, do more. If not, do something else.
Captains and officers continually review the results of their crime reduction strategies and make appropriate adjustments at
subsequent CompStat meetings.

CompStat information, reports, and meeting schedule can be found at http://sf-police.org. Click on the CompStat icon.

SMART POLICING - TECHNOLOGY: BRICC Crime & Intelligence Center

Previously, the SFPD contained an Operations Center which served as a crime notification hub. Under Chief Gascón, the SFPD
Bay Area Regional Information Crime Center (BRICC or “brick”) has begun to greatly expand this functionality. BRICC creates a
single crime analysis information hub for all law enforcement agencies operating within the City and County of San Francisco.
BRICC augments CompStat by aggregating regional data, crime reports, information, and providing rapid analysis that helps
prevent and solve crime.

BRICC will provide and receive real-time, crime focused analysis enhancing public safety for the entire region. A critical
component of Smart Policing, BRICC uses technology to strategically deploy personnel in the most efficient manner possible.
BRICC provides officers with immediate crime support information analysis, enabling them to address crime issues, identify
patterns, and conduct investigations at a much more rapid pace. We anticipate that BRICC will be located at 17th and De
Haro Streets and be 85% operational by the end of 2010.

One Year Retrospective, Chief George Gascón, August 2010 4

SMART POLICING – STRATEGIC DEPLOYMENT: Inspector Decentralization
Previously, all Inspectors (investigators) were physically located at the Hall of Justice. In November 2009, Chief Gascón
implemented the decentralization of Burglary, General Work, Robbery, and Auto units by moving their 100 Inspectors to the
City’s ten district stations to form Station Investigation Teams (SIT). Decentralization poses the following benefits:

Issue Before Decentralization After Decentralization

Inspectors did not receive cases until a day or two Inspectors immediately informed of cases
Response Time
after they occurred

Inspectors would interview witnesses days after Inspectors can conduct onsite interviews, more ac-
Witness Interviews
crime curate and convenient for witnesses

Patrol & Investigations essentially functioned as Inspectors now work directly with Patrol Officers
Patrol Bifurcation separate units with Patrol initiating a report which from beginning of a case
was forwarded to the Investigations Unit.

Patrol officers lacked training in issues that were Officer involvement serves as an on-the-job training
critical to the investigative process. Patrol reports tool, improving officer technical skills on what makes
Patrol Education
often lacked key information. cases strong, and increasing accountability and
ownership

Captain Flexibility Station Captains previously had no responsibility Station Captains now responsible for and use inves-
Accountability for the investigative function tigators as a district crime fighting tool

Ad-hoc communication to disseminate investiga- Station Inspectors communicate regularly with

Communication tive information to stations headquarters and disseminate best practices, crime
updates, etc., to stations.

Inspectors could be assigned a case from any- Station Inspectors gain a greater understanding of
Community Relations where in the City ,and build relationships with, community stakehold-
ers.

Although Inspectors were on-call 24/7 to respond In-office coverage has been expanded with Inspec-
Staffing Hours to incidents, the majority of Inspectors worked tors now working weekend, swing, and graveyard
business hours. shifts.

Previously, statistics on investigation clearance (solved or closed cases) and filing rates (cases where District Attorney files
criminal charges) were only maintained at the unit level. In April 2010, we implemented CompStat statistical tracking and
review of investigation statistics. CompStat’s statistical analysis functionality into the investigative process will help us monitor
our productivity and enable the strategic deployment of investigative resources and continual operational improvements.

Additionally, the Investigations Bureau was reorganized into three divisions: Vice Crimes, Major Crimes and Special Victims.
Major Crimes includes the Criminal Investigations Unit (CIU), which conducts major crimes, robbery, and enforcement criminal
investigations and provides technical assistance for major crimes that exceed the resources of the Station Investigative Teams.
These highly trained units focus on specialized investigative areas such as homicides, gang related crimes, kidnapping,
domestic violence, and bank robberies.

One Year Retrospective, Chief George Gascón, August 2010 5

SMART POLICING – STRATEGIC DEPLOYMENT: Zone Enforcement & Violence Reduction Strategy
The SFPD was recently awarded the “Outstanding Local Police Department Involvement” award by the Federal Department of
Justice for our innovative Zone Enforcement violence reduction strategy. Analysis of crime patterns revealed that 50% to 60%
of all violent crime in San Francisco was concentrated within 2% of its geographical area. In response, zone enforcement was
begun in early 2008 under former Chief Heather Fong to conduct coordinated enforcement efforts in targeted high crime areas.
Chief Gascón augmented Zone Enforcement’s capabilities and impact through CompStat and BRICC crime analysis to ensure
the most efficient use of resources in response to constantly changing crime patterns. Zone Enforcement functions as a key
tool in a comprehensive violence reduction strategy that tackles crime patterns from geographic, sociological, and statistical
perspectives.

Chief Gascón’s initiation of anti-open illegal drug market operations in the Tenderloin District provides an example of targeted
Zone Enforcement. The smallest district station in San Francisco (contained within 0.2 square miles), the Tenderloin
experienced high crime rates within an environment where narcotics were openly bought and consumed. This unprecedented
targeted Zone Enforcement effort resulted in more than 300 arrests in 20 days, mostly from buy-bust operations. The effort
was also unusual in that information was openly and continuously provided to the media during the operation. To encourage
the reduction of crime, Chief Gascón initiated coordinated operations on overlap days with Bureaus such as Gang Task Force,
the Fugitive Recovery Enforcement Team and Narcotics.

Another example of strategic deployment can be found in the Bayview district where a patterned rise in street crime and
robbery around Muni stations was eliciting fear within the community. The Zone Enforcement response included the
redeployment of 32 officers (all volunteers for this assignment) to patrol targeted areas. Additionally, the Department held
community meetings to both deter the violence and calm fears.

SMART POLICING – STRATEGIC DEPLOYMENT: Foot Patrols

Foot patrols are one of many tools involved in Smart Policing and are especially effective in certain congested pedestrian areas.
A pilot Foot Patrol program implemented in the Mid-Market Corridor in February 2008 successfully helped to reduce crime,
expanded community policing, and improved overall conditions in the area. First quarter 2010 statistics show 242 felony arrests
and 171 misdemeanor arrests with total crime dropping 28.85% from the same period in 2009. Chief Gascón has integrated
Foot Patrols into the larger Strategic Deployment model and augmented its capabilities by using CompStat and BRICC
analysis.

SMART POLICING – STRATEGIC DEPLOYMENT: Crime Reduction Operations Orders

Along with the geographical strategic deployment of Zone Enforcement, the Department also strategically deploys officers in
response to other factors, such as seasonal crime spikes. When analysis revealed weekend crime spikes during the summer
months, the Department created Weekend Violence Reduction Operations Orders at specified stations (March 2010). Orders
include strategic enforcement around places of entertainment, public housing, and areas of gang activity.

One Year Retrospective, Chief George Gascón, August 2010 6

SMART POLICING - STRATEGIC DEPLOYMENT: Improving Unit Functionality
We continually strive to improve a unit’s ability to prevent and solve crimes through technological analysis tools and functional
reorganization. For example, Chief Gascón revamped Municipal Transportation Authority (MTA) enforcement by requiring
Commanding Officers at each District Station to develop strategic deployment enforcement plans each month. The plans
contain strategies tailored to each district’s crime patterns and include tactics such as high visibility uniformed patrols, MTA
civilian fare evasion inspectors, and plainclothes robbery abatement operations on specific transit lines identified through
statistical analysis. Additionally, a new Muni Task Force Unit was formed in February 2010 (funded through a 30-month FEMA
grant). Because of these efforts, public transit crime was reduced 45% from January 2010 to June 2010.4

The Homeland Security Unit has increased the number of Terrorist Liaison Officers from 40 to 100. These officers protect San
Francisco’s critical infrastructures, receive continuous training by the FBI and Northern California Regional Intelligence Center
and systematically disseminate this training with officers at every station. TLO’s now reach out to the community by developing
point of contact relationships and educating high-risk business owners on terrorist threats and reporting protocol. Additionally
the HSU works with the City’s Department of Emergency Management to develop citywide exercises and protocol on a variety
of critical incidents and emergency situations.

The SFPD continually reviews and adjusts its organizational structure and deployment for maximum effectiveness. Additional
examples include:

❖ Expansion of Night Captains staffing from 2 to 4;

❖ Addition of a Weekend Captain;

❖ Increase of Homicide Inspectors from 18 to 31;

❖ School Resource Unit decentralized to the District Stations.

SMART POLICING – STRATEGIC DEPLOYMENT: Civilian Investigator Pilot

Modeled after a program he began in Mesa, Arizona, Chief Gascón developed a Civilian
Investigator program this year. New hires would begin comprehensive Academy and field training
in January 2011 and begin handling calls by July 2011. The program attempts to simultaneously
reduce costs and improve customer service. Busy districts handle high service call volume and
nonviolent calls may be pending for 1 to 8 hours as available officers are deployed to higher level
calls. 5 Civilian Investigators will receive training to conduct investigations for minor nonviolent
crimes. We estimate that 16 Civilian Investigators will handle 15,000 investigations annually,
consequently freeing up sworn officers to respond to higher-level calls. Given the increased
demands upon sworn officers, it is imperative that we find innovative solutions to more effectively
respond to public safety needs.

The Civilian Investigator Program will enable victims to schedule an appointment within a time window instead of waiting
indefinitely for police response. Investigators can spend more time with crime victims as they follow a set appointment
schedule and do not have to break for emergencies. Investigators will be trained to interview victims and witnesses, write
reports, take crime scene photos, and collect fingerprint and DNA evidence. The Civilian Investigators will respond to calls

4 Source: Statistics released at SFMTA July 6, 2010, Board of Directors meeting.

5 Source: Office of the Controller audit.
One Year Retrospective, Chief George Gascón, August 2010 7
such as auto theft or a residential burglary where the crime did not just occur and the suspect is not likely to be near the crime
scene.

SMART POLICING – EFFICIENCY: Automation of Manual Processes

Automation of manual processes represents significant improvements to the way we do business. Efforts to reduce an officer’s
time spent on paperwork and administrative processes without compromising effectiveness translates into more officer time
spent on the street or conducting investigations.

Process Before Automation After Automation

Before Chief Gascón’s appointment, Bookings are now processed and stored electronically and linked
bookings were done by hand with in- to Sheriff’s Department enabling quick retrieval. Although funding
formation typed on cards and informa- allocations and equipment purchases for this initiative occurred
Booking Arrests tion retrieved manually. several years ago, the resulting system experienced problematic
and incomplete implementation. Chief Gascón prioritized the ini-
tiative and drove complex vendor negotiations which resulted in
successful system implementation.

An officer would manually record their Allows officers to directly enter their daily activities (i.e. arrests,
Officer Productivity daily activities and submit to a time- number of incidents, reports, inspections) directly into a web-
Records keeper who entered data into a system. based system. This information is used for payroll, CompStat and
other types of analysis.

Police reports may have been handwrit- All police records now prepared electronically. Additional im-
Police Reports ten, typed, or prepared on a computer. provements, such as development of a database and overhaul of
process are under development.

In the field, suspects lacking proper The new Automated Biometric Identification System (ABIS) en-
identification were processed at a later ables quick fingerprint identification of individuals in the field.
Field Identification date or transported to a station for (Funded by fingerprinting service fees.) Greatly reduces officer
identification. time and resources spent in holding and transporting prisoners for
identification purposes.

STRATEGIC DEPLOYMENT - OVERTIME USAGE & ALTERNATIVE FUNDING

During Chief Gascón’s tenure, overtime hours paid by the General Fund decreased 45% (from fiscal year 2008-09 to 2009-10)
resulting in millions of dollars in savings for the City. The 2010-11 budget reduces overtime hours by an additional 24%.
Overtime hours have historically been a critical resource enabling proper staffing for unplanned incidents and to compensate for
inadequate regular staffing. The simultaneous accomplishments of a 7.7% Part I crime reduction and a 45% overtime
reduction are not possible without Smart Policing innovations and their associated strategic deployment of officers.

Since Chief Gascón’s arrival, the Department has aggressively pursued alternative funding sources and applied for 17 new
grants, 10 of which have been awarded. A $16 million Department of Justice grant enabled the hiring of 50 officers.
Additionally, the Chief is currently exploring the creation of a Police Foundation to fund innovations through private donations.

One Year Retrospective, Chief George Gascón, August 2010 8

 IMPROVE COMMUNITY RELATIONS

OVERVIEW: IMPROVING COMMUNITY RELATIONS

Effective Community Relations is a core component

of modern public safety efforts. To protect and serve
INSTITUTIONALIZE
COMMUNITY RELATIONS the city requires full engagement with its diverse
• Create Community Relations Unit communities.
• Community Advisory Boards
• Community Forums The SFPD continually strives to improve understand-
ing and relationships with the communities we serve.
Through proactive education, outreach, and institu-
tionalized working groups - we simultaneously inform
EDUCATION & OUTREACH
IMPROVED
• Youth Outreach smart policing strategy and reduce community ten-
MEDIA RELATIONS
• Social Media sions and misunderstandings.
• Community and Officer
Education
Finally, improved media relations contributes to in-
creased transparency for the Department and im-
proved community awareness of current issues.

CREATION OF COMMUNITY RELATIONS UNIT

Community Policing is taken very seriously in the SFPD, as evinced by the creation of the Community Relations Unit (CRU) in
February 2010 which now has a staff of nine officers. This unit serves as a centralized place where community outreach and
education, working groups with officers, and liaison efforts with specific community groups can be facilitated and performs the
following functions:
✴ Serves as a liaison for 311 (City of San Francisco’s Information Line), handling public nuisance complaints, homeless
issues, business complaints, parking issues and answering process questions;

✴ Conducts community education efforts by presentations in the community on such issues as using 911, elder abuse,
internet safety and pedestrian safety;

✴ Conducts outreach for current events and organizes town hall and community meetings;
✴ Contains a dedicated language liaison officer to facilitate document translation, interpreter services, and bilingual testing for
members. The liaison works with a coalition composed of community groups and the Office of Citizen Complaints;

✴ Working with SF Crisis Care, a community-based coalition to help officers provide on-scene support to survivors
traumatized by suicides, homicides, accidents and other tragedies;

✴ Creation of Special Community Forums. CRU established a forum for adults who work with youth and is currently working
to establish forums to explore public safety concerns and open a dialogue with the SFPD for the following communities:
Youth, Asian Pacific Islanders, African American, Arab American, Faith-Based, LGBT (Lesbian, Gay, Bisexual, Transgender),
and Hispanic;

One Year Retrospective, Chief George Gascón, August 2010 9

✴ Assists with specific neighborhood concerns when neighborhoods experience significant crime increases or tensions
around an issue. For example, when zone enforcement efforts were conducted in the Bayview District (see page 6) the
CRU facilitated Town Hall meetings and drop-in centers for the community to openly communicate with law enforcement.
Thirty-two police officers were redeployed to the Bayview and Ingleside Districts in response to community crime concerns
and to help build communication to encourage the reporting of crimes;

Additionally, all police officers receive formal training and supplemental training on such topics as assisting domestic violence
victims, community outreach, cultural understanding and competency. District stations also routinely participate in and host
community events and disseminate newsletters to stakeholders.

COMMUNITY POLICE ADVISORY BOARDS

Chief Gascón created Community Police Advisory Boards (CPAB) at all ten district stations by December 2009 to institutionalize
collaboration and ongoing dialogue between local community members and officers. SF SAFE (Safety Awareness for Everyone)
and the Controller’s Office assisted with the development process. SAFE’s expertise working with both the police and the
community proved invaluable to help recruit diverse community members and to facilitate meetings. Members meet monthly
and form working groups of both community members and officers to collaboratively solve issues and problems specific to their
community.

An example of how a Community Advisory Board functions can be found at Ingleside Station. With 15 community board
members meeting monthly, they have organized events such as a neighborhood clean up and planting on August 3, 2010.
They are also tackling community safety through educational crime prevention video advertisements for Chinese radio and TV
and by writing letters to the District Attorney regarding their concerns on specific arrests.

YOUTH OUTREACH
Youth programs have expanded through the Police Activities League (PAL). In July 2010, 25 PAL Cadets graduated from the
program’s first mini-police academy where they received an abbreviated version of recruit training. The cadets recently started
internships at the Bayview and Ingleside Stations.

MEDIA RELATIONS
The staffing in our Media Relations Unit increased and now includes Cantonese
and Spanish speakers. Daily hours were expanded to include coverage through
10:00pm with staff available on call 24/7. The unit conducts regular individual
editorial board meetings and a biannual round table with the Chief and local editors.
Media Relations manages the SFPD Facebook Page and Twitter Account and has
expanded public information content on the SFPD website. Media Relations has
created the Chief’s Message and is producing a media training video and manual
for all officers.

In the interest of transparency, Chief Gascón has sought to develop an open relationship between the Department and the
media by being accessible to them as much as possible (press conferences and granting interviews) to communicate on issues
and events, including all officer-involved shootings. Additionally, all police officers are encouraged to speak directly to the media
within their knowledge levels and department guidelines.

One Year Retrospective, Chief George Gascón, August 2010 10

SOCIAL MEDIA
Social media represents an efficient, cost-effective, and real-time mechanism for communication between the police
department and the public. It also provides an open forum for people to share their opinions.

❖ Implementation of the Text-A-Tip Program (TIP411/847411), enables people to quickly and anonymously report crimes,
and is a more comfortable communication medium for young people. Between August 1, 2009, and July 31, 2010, 740
texts were received. All texts are analyzed and acted upon by BRICC staff.
❖ SFPD activated its own Facebook page in February 2010. This medium enables people to express their opinions and it
provides an efficient means for the Department to communicate with users. Meetings, missing persons information, public
safety tips, crime statistics, and current events and case updates are posted. As of August 11, 2010, the page had 2,380
followers.

❖ The Department uses the City and County 311 Twitter page that enables citizens to request non-emergency police and
municipal services. The Department uses Twitter to share breaking public safety information, including traffic street
closures and major road accidents As of August 2010 the 311 Twitter page had 6,400 followers. Follow us at
www.twitter.com/SF311

INCREASED ACCOUNTABILITY
The principle of accountability is an extremely critical core responsibility that we continually endeavor to uphold. Chief Gascón’s
first year marks significant efforts to institutionalize both accountability mechanisms and awareness within our organization in
the areas of internal affairs, disciplinary case management, operations review, and other open reform efforts.

Chief Gascón reorganized the Department into three Offices - Operations, Administration, and the Office of the Chief of Staff on
November 14, 2009. The reorganization accomplishes both a “flattening” of the organization and a functional realignment that
ensures more effective spans of control and proper management.

INTERNAL AFFAIRS ORGANIZATION AND INVESTIGATIONS

A highly functioning Internal Affairs Division (IAD) is critical to accountability within any police organization. SFPD’s Internal
Affairs undertook the following improvements in the past year:

❖ Section reorganized into Criminal Investigations, Administrative Investigations, and Brady Compliance units, and staffing
increased;

❖ Instituted a 60-day timeframe to investigate cases, (a significant improvement as it previously took approximately six
months to complete an investigation);
❖ Added a criminal investigations component to the unit, enabling criminal and administrative components to be more
efficiently investigated under one umbrella (they were previously bifurcated, leading to process delays);
❖ Development of best practices processes and associated training;

❖ Expanded the Officer-Involved Shooting Team to investigate all shooting incidents where an officer intentionally discharges
a firearm in response to a perceived threat. Consequently, all officer involved shooting investigations undergo consistent
process standards;

❖ Additional case review levels and round-table reviews have been added to serve as structural checks and balances to case
determinations without compromising case resolution timeframes.

One Year Retrospective, Chief George Gascón, August 2010 11

DISCIPLINARY CASE PROCESS MANAGEMENT
The Police Commission is working with the Department to improve and expedite the case management process. Officers are
often assigned to desk duty while their cases are processed, which may divert precious uniformed resources. The Police
Commission’s recent case management changes include:
❖ Reserving one meeting a month to devote to disciplinary case hearings;

❖ Instituting 120-day time limits on case rulings;

❖ Enacting a transparency measure to publicly report on current disciplinary cases and each Commissioner’s caseload.

Consequently, the number of pending cases before the Commission has decreased 36% from 72 cases in August 2009 to 46
cases in August 2010.

EARLY INTERVENTION SYSTEM

The Early Intervention System was set into motion before Chief Gascón’s tenure however he fully supports the implementation
of the Automated System which will be implemented within the next year. The new system (EIS) identifies and provides a tool
to manage behaviors that may result in performance related problems and enables the Department to provide non-disciplinary
intervention.

FORENSIC SCIENCES UNIT/CRIME LAB REFORMS

Chief Gascón took immediate action and closed the controlled substances section of the Crime Lab when informed that an
employee’s alleged theft of narcotics evidence may have compromised cases. Chief Gascón has initiated comprehensive
Department of Justice audits in the narcotics, firearms and DNA units to ensure that all industry standards were being met.
New internal oversight and additional staffing was brought in and presumptive testing and training was organized and is now
being conducted at all 10 district stations.

Both the Department’s criminal and administrative investigations were completed and provided to the Attorney General’s Office
in July 2010. As stated by Chief Gascón, “We can certainly talk about all the administrative fixes that have been done to
mitigate the likelihood of having a reoccurrence, or certainly having a reoccurrence that goes on for some time without being
noticed. We can never guarantee that human beings will not commit crimes, but we can guarantee that we have systems that
will pick it up quickly.” To decrease the likelihood of a similar issue arising in the future, we have enacted the following reforms:

✤ Streamlined narcotics evidence testing processes and guidelines through the implementation of Presumptive Testing.
Presumptive Testing enables patrol officers to conduct preliminary testing of suspected narcotics in the field (600 officers
trained to date). This eliminates the need for testing negative or inconclusive samples or where the suspect submits a
guilty plea at a preliminary hearing. Consequently the narcotics testing caseload was reduced from 10,000 to 4,000.

✤ Implemented best practice caseload ratios to ensure Criminalists are not overworked. Excess testing will be outsourced.

✤ Developed a new protocol for discovery of forensic science evidence;

✤ Developed a firearms backlog program resulting in the testing of 1,500 backlogged firearms within 60 days;

✤ Prioritized and organized DNA and video forensic cases backlog;

✤ Streamlined the case clearance process; closed or cleared cases now have their associated evidence immediately
removed from the testing process;

One Year Retrospective, Chief George Gascón, August 2010 12

✤ Assigned a C.S.I. member to the FBI Regional Computer Forensic Laboratory to serve as a Department liaison, which
enables the Department to access FBI facilities for forensic testing on computer and telephone equipment;

✤ Implemented a digital photography system for C.S.I., eliminating the need for film;
✤ Assigned 2 on-call investigators between midnight and 6 am instead of just one;

✤ Implemented a DNA training program for station investigators;

✤ Reinstated biweekly Homicide/Cold Case/Gang Task Force roundtable discussions to improve communication between
Investigators, the District Attorney, and Criminalists.

THE BRADY NOTIFICATION PROTOCOL

The need for a Notification Protocol to comply with United States Supreme Court mandates under the Brady v. Maryland
decision arose with the Crime Lab investigation detailed above. The Department, working in the concert with the District
Attorney’s Office and impacted labor groups, completed a protocol to identify and report employee behavior that could
potentially be subject to Brady requirements. The protocol includes a Brady Committee (composed of a retired judge and
members of the SFPD management team) to review all potential Brady issues on a case by case basis. The process notifies an
officer subject to Brady disclosure and grants them the opportunity to discuss the issue with the committee. Additionally, we
have institutionalized a Brady Compliance Unit within our Internal Affairs Division which will be overseen by a Civilian Deputy
Director.

Currently, very few law enforcement agencies have instituted a Brady Notification Protocol. The Department’s policy
development process and the procedures themselves have a central focus of transparency, inclusion of stakeholders, and
compliance with all legal requirements. This has resulted in a procedure that by any standard will be a model Brady Notification
Protocol.

OTHER ACCOUNTABILITY AND REFORM EFFORTS

❖ Periodically conduct internal operational audits to improve efficiency. A formal Internal Audit Unit will be created within the
next year.
❖ Improved the Monetary Evidence Handling process due to findings from an internal audit. Consequently, over $250,000
was returned to the General Fund.

❖ Created a Written Directives Unit to draft and review departmental policy arising from reform and compliance efforts and to
implement uniform standards.

❖ Initiated Vertical Staff Meetings between the Chief and members of a specific rank to generate operational improvements
and address staff issues.

❖ Instituted weekly station tours by Command Staff to address officer concerns and issues.

❖ Currently overhauling the sworn promotional process through a working group led by civil rights attorney Connie Rice in an
attempt to institutionalize the opportunity for officers to broaden their knowledge base and assignment variety.

One Year Retrospective, Chief George Gascón, August 2010 13