department, sheriff mirkarimi in brief. >> good afternoon, supervisors. we introduced to you our chief financial officer, brae maharder. aaron brin will also be in the audience again. i want to thank the mayor's budget office, melissa howard in particular, and the budget analyst and the controller. you have copies of the slides, we're ready to go, please.

do you have it? technical glitch. while we're working out the technical, why don't we paint the information well enough so that the public can follow alongs as best as possible.

i look forward to your questions. so, the sheriff's department, of course, is much more than just about our jail system in providing safety and security both inside and outside the jail system. that's delineated by three divisions. the custody division, the field division, and administrative program division. you have on the first page of percentages of where our ftes are distributed in the custody division of 604 ftes approximately, in our field division 2 99 ftes and the administrative program division, 126 ftes. when i came into office and being able to review the challenges that really have confronted the sheriff's department, the thrust that i wanted to apply was to correct

some of the structural problems that had been ongoing in the sheriff's department as it relates to its institutional i think hurdles regarding overtime premium pay and insufficient funding. i believe because of the partnership and the people identified earlier, we're able to really i believe get a meaningful grasp around some of those structural issues, and i believe that's what this budget represents. on the next slide, you can see that the totality of our labor fte force broken down by a 14% civilian and 86% sworn are contribution to community-based organizations, considering how much in custody and post custody work that the sheriff's department is renowned for, thanks to my predecessor sheriff hennessy, really is minute.

when you think about it, it's only a 3% contribution of our aggregate budget that goes to community-based organizations and 6% in total of our total aggregate contribution to programs in custody and post-custody. 6%, but yet the sheriff's department of san francisco is well known state nationally about the innovative programs. we have piloted and have been well sustained and mimicked by other areas of the state and around the country. there are some very exciting initiatives and challenges before us. in the next slide, we have a reentry pod which quite fittingly adult probation will be coming up next and chief still will be able to speak to this as well. but this is a first for california. in san francisco, we have been identified by the state department of corrections and rehabilitation to do something

that no other jurisdiction in the state has done, but others will be following our lead since we're the beta site for it and that is the creation of an embedded opportunity, an embedded sort of cooperation between adult probation and the sheriff's department working together where we bring in ab 109 realignment prisoners back to the city in what is called our apod, which is part of our county jail number 2, up to 56 inmates where on the onset of their incarceration with us receives what has never happened before, a well delineated regiment of wrap around case management between adult probation and the sheriff's department. it's been well spelled out by the really amazing work of adult probation and their staff in concert with our staff pitched to cdcr now to the

point where three other counties will be following hopefully what they think is a workable template and those are the counties of marin, los angeles and san diego. and even though that last year we were hoping for funding from the state on the reentry pod, and that funding did not materialize with the tenacity of chief still, we were able to go to sacramento and a writer was pursued by senator lonnie hancock. and he we succeeded in getting that. now funding will be coming in from the state for the reentry pod. next you'll see on the whole justice replacement, this is quite a milestone project since jails 3 and 4 in our hall of justice has been compromised seismically due to loma-prieta. we're looking at a reduced

replacement of jail bed space, which is a significant statement since california is well known in building prisons and county governments are well known in building jails. we'll be one of the first counties that in the talk of jail replacement we're not building a one for one replacement. we're building at reduced beds because we believe in the mission of diversion as well as we believe in safe incarceration. we have academy class of 20 deputies that is slated for november. the sheriff's department has not had an academy class since 2009-2010. because we have been so deficient due to attrition in our staffing, we very much look forward to the opportunity of repleting what has been a real struggle with staffing ergo why we were here not that long ago

seeking a supplemental due to our reliance on overtime. so, we look forward to something that hasn't occurred in quite sometime. program expansion, while the sheriff's department has been well known on many programs dealing with behavioral issues, substance abuse issues, and other rehabilitative issues, one area that we want to inaugurate that has not been routine for the sheriff's department is a greater emphasis on vocational training, both in custody and post custody. through the sheriff's department directly and through our key charter school. through our next slide on staffing, retirements, as you can see is about 91 ftes. since fiscal year 9-10, hiring in a snapshot as of this past june 1st, for the last three years we have hired 67, but we

still have a sworn vacancy of 60 ftes. and we need to try to reconcile that as best as we possibly can. because the jail population and the demography of the jail population is changing with regard to the challenges of inmates in particular those that are meantly ill, it's not like everybody is in a general population. whether it's opposing gangs that we have to have separated and proper staffing that is to make sure that sure that area is safe amongst themselves, same with staff, the same with mentally ill and the psychiatric area of our jail system ~ where it is requiring a greater staff load to attend to the protection of those that are either in our absec unit or certainly receiving psychiatric care. i do not see this population reversing in trend, and yet

there's been no provisions made in this budget or i'm aware in the department of public health budget to deal with this increased population. on the next slide, with regard to overtime, premium time, hall justice replacement which allows us to set the purchase for the land of the new hrj replacement of the jails, the 20 deputy class, and the reentry card revenue, that just reiterates some of the highlights already had shared with you. and then being 7 years on the board of supervisors budget committee, i was well taught to help answer the question about the needs of where we might be able to hybridize or civilianize parts of our staffing where opportunity presents itself, especially to

help answer the question about being able to alleviate some of the stress in our custody staff, and put them in areas, reassign in areas where custody is, where the demands are most pronounced. and so, one area that we're taking some proactive move is in our i-t department of a staggered roll out of us being able to bring in civilians where there are four sworn deputies and supplant for the civilians two sworn deputies and be able to help reassign those deputies in other areas. technologically, the department has come a long way, but i believe through its customer service initiatives so that for the general public and those who have business with the sheriff's department, both on the incarceration custody side or the civil side and/or programmatic side, that we have

to significantly improve everything from our website to just general access to finding somebody who might be incarcerated in our san francisco or san bruno jail system. that initiative has been underway and we are confident that the results will be well received. and then on -- i believe that on the next slide in the overtime expenditure, the ability to go ahead and tackle the overtime i think hurdle that has faced the department for some years since it has been out of the last 10 years there have been five of those 10 where the sheriff's department is sought a supplement driven by overtime needs, our ability to bring in new sworn members into the department and our ability to

put in an internal alarm system that helps the three divisions to track potential overtime, and our cfo being able to help really supervise that system, that we i think will make a significant dent in what is long overdue. and lastly, in the last slide, to some of the questions that have been posed and that i've heard asked to other departments such as in a culturally appropriate programming, that is something that our department, as i said, is really legendary for and we continue to expect to build on that reputation, and we're doing so by innovating in like the partnership with the reentry pod and the adult probation, recognizing that vocation and potentially work release programs that have never been used in the sheriff's department has a role in that realm.

looking at greater continuity for in-custody and post-custody program so that that continuity is not interrupted. because we know that in the first six months or so when somebody is released from the county jail system, that it is the highest propensity of rehave i had advise many. we want to intervene in that. recidivism ~ we want to recognize what some of the emerging needs and challenges are. as i said earlier, some of them i don't believe the city is positioned itself to address as effectively as i think it could is on the mental health side. we're seeing inside the jail system when we go to san francisco general and we see that in the intake unit at sf general, many of the same people coming in and out of the jail system that are also in sf general is a warning sign that we're creating a bit of a merry go round in treating i think the sheriff's department or the jail system not just a place to triage, but an area where it could eventually become

mistaken for a mental health hospital. and then i think new strategies to address root causes of disparity, visitation is one area. when i came into office, the visiting hours where people is a maximum of four hours per week to visit their family. i find that woefully low. and in order to tackle that, we want to be able to within the regulations of the state, expand visiting especially for incarcerated parents and families. and we're working on that right now in expanding that access to people who are incarcerated, both within our san francisco property and our san bruno property. and that level visitation is not just a level of personal contact, but also by video conferencing as well, too, so that there is just greater interfacing between those that are behind bars and those

outside and not relegate them to simply four hours or less a week. the second is that we really want to create opportunity of programming through the five keys charter school which is renowned in the united states. it's the first charter high school in the united states. we just graduated a class last friday where the largest highest amount of graduates that were receiving their high school diploma or ged or certificate, 65 on friday, 720 diplomas to date. we've been able to show through a tracking system of five keys charter that the recidivism rate of five keys is literally half of what it is of those that don't graduate which is causing other jail systems in the state like los angeles to now import the five keys charter school to los angeles. i told sheriff baca that as

long as they continue to sustain the name san francisco sheriff's department in los angeles and have a giants emblem above it, i'm okay with thatedthv kidding on the very last part of it. ~ new last strategies also have to do with the recruitment of deputies within san francisco and staffing within san francisco. it has not been routine for the sheriff's department to really be part of community events. this past weekend, the sheriff's department was at juneteenth festival. i was a supervisor of that particular district. always was part of the juneteenth festival, something to be very proud of. but that was not necessarily something that was always automatic for the sheriff's department. and other street festivals, we weren't just in the parade. we set up a booth, we're recruiting from within those communities which is essential i think to the diversity that has helped make the sheriff's department well known in what is probably one of the most

diverse law enforcement agencies, not just in california, but in the united states. and by going out to the bayview hunters point, by going out to other communities that i think have been disadvantaged or under served and being able to explain the mission of the sheriff's department, hear what people need since they have some relationship to maybe the sheriff's department and those that have been in custody or post-custody, and on top of which recruit potentially for employment i think is exactly what the sheriff's department should be doing in its community interface. and that is part, i think, of our approach in dealing with root causes of disparity. i'll end there and be more than happy to answer any questions. >> thank you, sheriff mirkarimi. in terms of the budget analyst recommendations, my understanding is you're still working with them and to form agreement? >> we very much appreciate the recommendations. our belief is they are missing a little bit of information on electronic monitoring. for example, related to the disparity question also that we

submitted two pieces of legislation that will be coming before the board. one is on expanding the statutory authority of the sheriff on electronic monitoring which will significantly increase those participants. and the second, which we look forward to working with supervisor kim on, is on for the identifying the city's law on banning the box to contractor, subcontractors and others so that employment discrimination is tackled more effectively. ~ fort identifying >> great. colleagues, any questions right now? okay, why don't we go to the budget analyst report. >> mr. chairman, members of the committee, poi%backvctionvon page 81 of our report recommended reduction 4 93,677 in 13-14. of that amount 336 229 are ongoing savings and 157,4 48 are one-time savings that would still allow an increase of 5,61 1,6 06 dollars or 3.2% in the

department's 13-14 budget. ~ in addition, we recommend closing out prior year unexpanded general fund encumbrances which allow the return of 125,395 of the general fund. so, those two amounts result in a total savings of 619,0 72. in fiscal year 13-14 to the city's general fund. ~ our recommended reductions total 336,229 in 14-15. of that amount savings would still allow an increase of 6.4 million or 3.6% in the department's fiscal year 14-15 budget and we will be glad to work with the sheriff and we can report back to the committee. >> thank you very much, mr. rose. colleagues, any questions for mr. rose at this time? or for the sheriff? okay, thank you very much for being here. we look forward to seeing you next week. >> good to see you, thank you. >> okay, colleagues, we have our final department, adult

probation. >> can i say last but not least? >> there you go. >> good afternoon, supervisors. mr. chair and supervisors, my name is wendy still and i am the chief adult probation officer city and county of san francisco and so honored to have that role. while we load the presentation, i do have some good news, though, i'll share with you. adult probation was just notified that we have won the 2013 american probation and parole association award. it's the national president's award. it's annually given out to only those departments, and it's not given out each year, but that further the field of criminal justice and recognizing the work that we've done, the progressive work in san francisco around realignment and evidence-based probation supervision. we were basically awarded that so we're really pleased. >> congratulations. >> we bring that award home to san francisco the end of july.

with that, a little bit about our case trend. okay. our current active probationers, we have 5,505 and that represents a declining number of cases in terms of probationers. what we've seen is a complete increase, of course, in the realignment population. we are very pleased in terms of the success that we're having both with probationers and also the realigned population. to date we have basically of the realigned population supervised a total of 74 1, and the actual numbers are right in line with what we had projected. i had projected that we received more than the state said that they'd send us and our numbers were right on. so, we certainly appreciate the board and the mayor's support in terms of our staffing. but with that said, the high-risk nature of our

population, american probation and parole associations for high-risk probation supervision parole or post release recommend a 20 to 1 ratio. and for moderate risk they recommend a 50 to 1 ratio. and our offices are supervising double and triple that amount. i'm not asking for any more staff. i'm simply saying that our staff has really heavy caseloads and they are producing some absolutely amazing results with that. the actual risk levels for our post release community supervision or realigned cases, 86% are high risk. and for probation cases, 64% are high risk. so, those are your who would be 21 caseloads, but in actuality those caseloads are anywhere from 50 to upwards of 200 cases. medium risk and low risk, you normally see a stair step approach to your risk levels.

but because san francisco invests so much in not only their community corrections, but alternative incarceration and collaborative course, you see the risk level grow as the criminal histories grow. and the risk level equates to a high need of intensive supervision, but also treatment services to addressedth [speaker not understood] needs. when we move to looking at the type of who we're supervising, 39% of the cases basically relate to crimes against persons. and roughly about 51% are drug and property related and i lump them all in the same category, even though we have it broken down by drug offenses narcotic and. primarily the property crime are driven by the addiction. in terms of the race ethnicity of who we're supervising, we have an unknown category because the courts data, our data, our system are over

thankfully in the process of replacing our data system that is due to come online the last quarter of this year. we'll have better data, but as we know it, a current supervision, caucasian, 17%, asian 3%, african-american 32%, filipino, 1%. and hispanic 12%. so, we have a very difficult verse population. in terms of what our workforce looks like, i'm very proud of that. in terms of the gender of our workforce, 61% of our staff are women. 39% are men. ~ diverse. 38% of the department staff are sworn staff. so, as you probably heard from some of the other public safety departments, typically in any kind of law enforcement, including probation, it is difficult to recruit women. however, women do awfully well as case managers and supervisors, probation officers. so, we're very proud of that. also, our staff, approximately 18% are bilingual.

when we did the recruitment for staff over the last couple of years we really focused on recruiting bilingual spanish speaking and cantonese staff and we've been successful in that. our actual workforce representation is 29% african-american, 22% hispanic, 16% asian-pacific islander, 6% filipino, and 27% white. ~ 26%. so, we are very difficult verse in our staffing. in terms of the other for cultural competency, we offer our clients in terms of access, language line, we have english and spanish publications. also our reception area which is our first contact point, we have multiple language spoken in that area. in terms of overtime, we have zero overtime we we always have ceo overtime. so, keeping up the good fight.

~ zero we do community policing b we offer staff time off, and we give them time to do that. those are two things, we do pink saturday and also halloween in the castro district. but we do not authorize any overtime. staff basically look at that part of our community corrections or community relations opportunity. in terms of the clients that we service, high-risk, high-need as we talked about, substance abuse, 82% of our clients, we do risk needs assessment on our clients and 82% have a substance abuse issue or need to be addressed. vocation and education, 78%. cognitive behavioral, 73%. and residential and stability or housing needs, 62%. and in terms of another way that we also move towards offering totally culturally competent services is we include in the contract rfp language requirement for the vendors that they provide

culturally competent and gender responsive services. and we have performance based benchmarks that they're held accountable to. in terms of the nature of the 109 clients and why it's so critical to have the services available is that 86% of our clients are high-risk, again, and 50% of our clients, 8 109 coming to us from prison have eight or more prior felony convisions. 63% of that have a prior weapons, violence or sex crime conviction. so, again, a very serious population ~. i am happy to report, because of the balance of supervision and service approach that we've created, that 62% of this population has had no new law violation and 52% of them have had no new arrest or sanctions, and that includes clash incarcerations. 77% of the clients, again, there's no flash that has been

imposed. we've issued, though we are holding those that are accountable that don't meet the terms and conditions, we do use flash incarceration. we have flashed 3 24 individuals which represents about 33% of the clients. and 2% of the population had been convicted of a new felony offense while on supervision which means, of course, 98% have not had any new convictions. so, we're very happy with those results. moving on to trends in probation 2012, our total probation population has decreased 9% over prior year. the 38% of all of our felony probationers were terminated from population in 2012. 77% successful, 23% unsuccessful. and 27% of all the clients that we've had come in our door for ab 109 have completed their

supervision terms, 80% were successful completion. when you compare that to the parole one year recidivism rate, it's 64% unsuccessful. so, we are looking forward to having our clients out for a year and then doing a two-year measurement also the one and the two-year. in terms of our ab -- our initiative and the budgetary impact, continuing to implement realignment, realignment didn't come and stay static. realignment came and basically the law continues to change with each legislative cycle that we have had since then. we just opened yesterday our community assessment service center. our future includes alternative sentencing program for women and children. it's a major budget initiative. it is ape cornerstone of our sentencing program. ~ it's and included in the 2012 plan to the board, our realignment