aware of history of weapons charges, or anything else, before entering the scene. there is also more training regarding risk assessment for police officers. advocates are training officers on how to conduct risk assessments with the victims in the field to understand if there is any fallon -- fallibility in the case. the court is also going to create a number of new safety measures. there is a benchmark created.

different issues that may arise. there is also a collaboration between the sheriff's department and police department, such as getting escort for families as they leave the courtroom. a 15-minute hold policy to allow petitioners to leave early before the batter leaves so that they can find safety. there are also a number of community meetings to coordinate with other deadlines. training of officers has been an ongoing issue, need, adequate training. we had a number of grant programs to address this.

bridges to freedom, language fluency project. this just concluded in june. it addresses the language needs of the towns by helping first responders learn domestic violence-specific language in chinese and cantonese. criminal-justice agencies also had new training practices. the d.a. and police department collaborated on a four-hour training to address the need --

officers needed training on how to appropriately collect evidence when responding. community-based providers also provide training to the agencies. most recently, the mayor's office of housing received a three-year federal grant which is being implemented, and they will be training hundreds of police officers over the next two years of domestic violence. based on the findings of the audit, we secured a line of

contract services. all departments that use that for a telephonic translations. there were problems with the prior telephonic translations. different agencies were using different providers and some are not as high quality as others. also, at the same time, we received donations from at&t, mobile phones. these are funds that officers can use in the field if they are responding to a case of someone not having an in-person translator. then they can use the mobile phone to receive translations. all criminal justice departments have protocols for injuring limited english driver's seat

language of corporate services. so these are some of the high- level successes that we have had. the report also details some of the other protocol changes that have happened. there are also things that we need to work toward. one is the creation of a city- wide mou. in 2007, after the release of the audit report, major new some issued an executive directive to ask departments to work with us on this. in that directive, he also recommended creating a city-wide mou to implement these changes. the justice oversight panel is currently drafting this mou to try to bring these changes into a more institutionalized setting. also, to address some of the more high level issues that have yet to be implemented.

and there remains some issues around restraining order protocol. the court and police department are continuing to negotiate with one another about the entry of restraining order information and how those agencies will communicate with one another when issues arise -- arise. both departments have protocols that worked pretty well regarding restraining orders, but the problems come up when there is cross-department telecommunications. as i mentioned, stalking is an important indicator. it is important that all departments have protocol on how they can identify cases of stalking when they see it, how

they will refer victims to assistance. some of the departments have internal protocols. not all do. we need all departments to have internet protocols for around and then find stalking cases, and then we would like to have that the city-wide. this is something that could be developed as part of the stalking task force. training is an ongoing need. there are a number of grand- funded training projects that have been implemented. unfortunately, when budgets are tight, training is often the first to be cut. that can be very harmful to victims if officers, staff are not aware of the current bishop -- issues, trends, have been in

appropriately trained. all of the officers have training, but often, they are ad hoc training, provided free of charge by the community, other agencies, and we would like to see more institutionalized training. not only domestic violence, but cultural competency issues, underserved communities, risk factors, the specific type of training that needs to be regularly offered. one of our recommendations, too, is to have an audit to assess the quality and quantity of system-wide trading practices -- training practices. the hall of justice's has had some structural issues. the domestic violence court room as many prepare needs that

are a continuing concern. there is also some safety concerns at hall of justice. often the department is responsive to addressing them, but not much is done to keep victims aligned with the victim services safe as their case is coming up, other places within hall of justice. this process was possible because of the open communication, willingness of the department to come to the table and work on these hard issues, open themselves up to criticism as well as getting what they need to make the changes. i commend the department for being so willing to do this hard work.

remaining recommendations ask for that same level of engagement. you can find out more -- other reports that we have mentioned today. all of that is on our website. happy to answer any questions that you have here, or i am happy to turn it over to chief stills. supervisor chiu: thank you for the presentation. it has been 10 years since that case. while i think a lot of us feel like progress has been made, all of my colleagues share the desire to move these recommendations and finish them. one question to you, hearing

what is left open, it does not seem like there is much left over from the legislative and. most of these on completed tasks are administrative. could you let me know if there is anything that i am missing, any thing that the board of supervisors can do to move this more quickly? >> there does need to be top- down. especially when we look at training, looking at training budgets, you mentioned the budget. continuing to prioritize those types of training budgets in the department, technology budget in your consideration. that is an important asset -- aspect that we need support

fron from top levels. supervisor chiu: and number of us and you this as a lack of city corp., not pushing these reforms. that is a point well taken. on the issue of technology, i refer to the project. i am still uncertain as to who is responsible for the justice program. that is a project that has been sitting in limbo for many years. i would love your comment on the impact of that. you alluded to it. if the police lack access to certain limitations -- could you talk about that? if there are other speakers that have point that they would like to add -- the data issue.

the justice system would definitely support the work once it is fully implemented. we also had a number of recommendations from this audit implementation work that could be followed through, could use the justice system, such as looking at language access issues, being able to track language need to of the survivors, batterers, just to have some sort of tracking. there are a number of different ways of having a centralized hub could support the work as well as communication between departments about cases so that they do not fall through the cracks.

being able to communicate more effectively. having a centralized how can make our goal of creating a seamless criminal-justice response to domestic violence a little easier. i am sure that others have more to say on that. >> i serve on the council. we do meet regularly. there has been intermediate progress. the project is behind schedule. it is not done yet. there are important intermediate and things in the project. the mayors' offices but renewed focus into this. they are fully engaged in the process. i would invite your staff and others to come to the meeting. we had to fight our way into getting a seat on the council.

we are always saying what are the deadlines, what is the schedule? what are the holdups at the police department? they have not been able to have a stable staffing of their chief information officer to make sure that the technology gets down to the stations. most of all the other departments are ready to go. we're waiting for the police to rollout because they have most of the data. there are some really hard- working people on the council. there is a renewed commitment from the mayor's office. the closer you get to the end, the harder it is. it is really important to be asking these questions. >> many of us have been waiting and have been told we are going to get information about the status of the justice project and have not received it yet. i look forward to hearing more about this and hope that we can bring it to a conclusion soon. let's proceed to other speakers

who i know will make brief comments on today's topic. >> i would like to welcome the chief of the probation department. >> good morning. i would like to discuss the focused efforts to improve the domestic violence related services since the initial audit in 2007. the adult probation department currently supervises 6667 probationers. the number one charge against our probationers is spousal violence. that represents 41%, 195. the no. 2 offense is crimes against persons.

that represents 37%. there are 459 probationers that are supervised by a unit with one supervisor and seven dedicated deputy probation officers. the actual probationers are 93% men and 7% women. that differs from the overall profile demographics of our probationers which are traditionally 83% men and 17% women. our domestic violence program focuses on batterer accountability and victim safety. significant progress has been made to improving the fidelity and effectiveness of our program protocols, including the specialized domestic violence unit. we have an assigned court officer. the protocols have been updated. we have implemented a case risk and needs assessment. that is conducted on each

probationer. we currently have -- oversee the batterer intervention certification program. we have announced outside visits to these intervention programs to ensure compliance. we have mandatory orientations for probationers. at the mandatory orientation, the probationer is referred to in intervention program. if the provision of fails to report, there is a motion to revoke. -- if the probation officials to report, there is a motion to revoke. one of the key things is to engage in the intervention programs. we have collaborated with the court's, the public defender's office, the district attorney to improve reports to the court. cbo's were also involved in the effort. the frequency of the report is driven by the probationers behavior. the ongoing reports to the court

help the court monitor the probationers client -- probationers' compliance. we receive ongoing feedback from the program. we include that in the progress report. staff have attended cultural competency related training. the use of the language lines and bilingual staff has improved our services to victims and the probationers. apd continues to work towards improving our practices and service. we've accomplished much but are not done yet. last month, we applied for another grant for domestic violence. this will help us reduce our overall caseload. that will improve the supervision. my goal is to get more probation officers out into the field for field supervision. we are currently revising our field protocols. we are updating the batterer intervention audit protocol and tools.

we will be moving from a case risk needs estimate to incorporate a secondary risk needs tool. that is the domestic violence severity in depth. that will prove our assessment of the probationers and the risk associated with them. we continue to work closely with the council and collaborate with the other justice partners. adult probation is adding relationships to the justice program. we are part of the technical hearings committee. we are also moving from our case risk and it needs to look to encompass tool. we anticipate that it will be 12 to 13 months to live with that. that is contingent on the master implementation schedule. >> thank you very much for your presentation. we have a couple of representatives from the d.a.'s office, or at least one. good morning. >> i am the chief of the victim

services division in the d.a.'s office. i wanted to go over a few of the things we have done with a safety audit implementation committee. we participated in the domestic violence cross training institute. we sent 57 staff members to the training. we had two staff members who assisted as trainers. in terms of the bridges to freedom language fluency project, we sent advocates to train city staff on domestic violence. the staff conducted the training in cantonese and spanish. our office has significant language capabilities. we advocate to speak cantonese, mandarin, vietnamese, and spanish. we have more languages available. if the victims commend to the office and do not speak those languages, we make full use of the language line.

in addition, we do our reach to underrepresented populations to make sure they are aware of our services. our office was recently granted a grant that focuses on limited english proficiency domestic violence victims. we have two advocates dedicated to that program. one speaks cantonese. one speaks spanish. we also have someone who focuses solely on limited english proficiency domestic violence victims. in terms of communication, we share all our rosters with other criminal justice agencies so they can reach advocates and prosecutors easily. we have created flow charts and other documents that explain the criminal justice system to victims and other agencies so that they understand the terminology and how the system works. with strong connections with community providers and other agencies referred victims to victims services. it is a reciprocal agreement.

we to refer our victims to these community based organizations as well. we also have a victim contact protocol. in terms of the complexity of risk, we have advocates who specialize in same-sex domestic violence cases and provide training to the office and other agencies. we also have advocates that specialize in working with monolingual populations. we have an additional private room that we made available after the audit so that victims can have privacy when meeting with prosecutors, police, and advocates. in fiscal year 2009 and 2010, a victims' services served 9821 domestic violence victims. jean roland is the managing attorney of the domestic violence unit. she will make some comments. >> one of the recommendations that was tabled was to not develop a protocol between the adult probation department and

the d.a.'s office for handling motions to revoke hearings. is there a reason why that was tabled? >> that was because the d.a.'s office has a protocol for handling motions to revoke and so does apd. there was found was not a gap between the particles. if anything, there was some overlap. the d.a.'s office would file a motion to revoke an so would ap d. when one was discovered, the other could be taken off the calendar. >> ok, that is good. >> i am jean roland. i wanted to discuss four areas where the district attorney's office has completed the audit implementation. the first is risk assessment.

the district attorney's office assesses risk in terms of referring all victims whether the case is charged or not to victim services for support services and resources. in terms of languages and cultural competency, we have a grant for limited english proficient victims. we have one assistant district attorney dedicated to prosecuting all limited english proficient cases. those coming to the domestic violence response unit of the police departments. this prosecutor works closely with feet dedicated dictum advocates who are bilingual in spanish and cantonese. i also want to include that in terms of our domestic violence unit alone, we have bilingual speakers in chinese, spanish, vietnamese, korean, arabic, and

italian. we tried to bridge the language gaps. in terms of stoking stalki --ng , we're starting up the task force meetings. the next meeting for the task force is scheduled for this month. the purpose is to educate and to train about stalking. our office did implement a resource guide for victims published in 2009. in terms of stalking, the crimes are becoming more sophisticated. it does require more intensive training and work for prosecutors. we've implemented a four-hour intends to domestic violence training for police officers. this training is something we

have started at the stations. we have moved to training the officers within the later in life training or in conjunction with that. we're now doing a 20-hour training with the police department and training 500 police department -- officers in collaboration with adult protective services, a victims' services, and the police department. the intensive dv training that our office and the police department gives to officers is for first responders. the training started towards the end of 2009. in terms of trial statistics, between january 2010 to june, it indicates that the intensive training for the first responder officers has a high rate of success. that shows we have taken 14 trials to verdict, with or

without victims. with the help of the police department, we've had 12 convictions. in terms of the training we have done, it does show that the implementations have a high rate of success. >> thank you very much for your presentation. let me make one additional comment in responding to a couple of things it raised around language access and cultural competency. studies show that citywide, we've had a number of inconsistencies in the ability of departments to provide an insurer language access. as part of the budget that the board recently approved, we have prioritized the specific add back related to translators that will be housed in the city administrator's office as a resource for other agencies to

be used to help bolster the translation capabilities and language access of other departments. i wanted to mention that as a potential resource for the domestic violence community as you think about the ability of city agencies to provide cultural competency. do you have any other closing comments? >> i want to go back to the idea of what supervisors have in all of this. it really is budgetary. we appreciate making more resources available to language access. the last two successful trainings we conducted were only made possible because a private grants. they were one-time private grants. with bridges to freedom, we trained frontline officers, social workers, 911