agency had never had a strategy plan and not only with realignment but our community approach. we have been nominated for a parole association and it's only given to the agencies that move forward the community on a national level progression but we also san francisco was just described in a community partnership ac a-678 and we were recognized as only two case studies from our collaboration. in fact, our rate for the city and county that received 2 point

one $87 million and that meant we didn't have to change our strategies. the other a part we reduced our failure rate by 76 percent. over the first day of realignment 2 hundred and some san franciscans of those 4 hundred and 11 were released from prison and had house oar and 91 who began mandate supervision there were 2 thousand 5 hundred and 80 folks were booked into the county

jail. the county jail remains well below the capacity as of yesterday the population was 15 hundred and 65. and that's such an amazing number considering we're going through the historic reform. many counties are over crowded they're facing chiropractor order. fresno has received a lawsuit because of their conditions of confinement. we are in a different place because we focused on alternatives to incarceration. 50 percent of the clients remained from compliance and only 12 or 2 percent were intercepts to a new charge

during the first, few months he and this is because of the recidivism population. of the 44 percent or 2 hundred and 66 mandatory superstitious who received new arrests 44 percent were for drug and nafshg and one percent was for violation of stay away orders and one was indecent exposure. with 1 hundred and 7 completed in the first year loan to getting to what kind of services we're providing we had services

through the funding that was received and established partnerships including on behalf of health and job placement and case management and over 2 hundred and 70 clients combroerld. the strategy is the community assessment center that was spoken earlier about and is going to open in june. i want to talk about the delays. we had 3 sites we found prior to the one we actually are moving into in june but i have to say this is the best site so i guess everything happens for a reason. the two sites had some seismic

issues but the site is close to the offices. we're tliefrd about the opening of the office. we want to make a mental note while it will serve 6 hundred and 50 folks a year we have other a b clients so we do have a need. this will allow san francisco more alleys to incarceration rather than relying upon an actual jail bed. some of the population absolutely needs to be violent and to go and serve additional jail time but if we're going to change the behavior we're going

to do it that out in you tell you community. and we're going to hold the individual accountable for their behavior. and that's at the base of our whole approach. the leaders and community alternatives will be over a longed thirty year history of providing services. they contracted agency. we also have a strong relationship with the court. we're splitting sentences in this community. again, if we're going to have individuals be successful in the community we need to have programs to support them but have them face the daily industriesers. we just rolled the report and

california - san francisco chronicle covered that la and red lands and the rest of individuals not under arrest or parole or probation to 89 percent in order see 11 percent of those arrested are on parole or probation out of the 4 communities. in san francisco 8 percent were on probation and 3 percent on parole. our risk assessment tool where we do risk analysis was - the doctor would never give you a prescription without knowing what our individual condition was and a risk and needs he

assessment to a agency that gives us the assessment for the individual and the individual rehabilitation plan k is changing the face of criminal justice. those are not around for decades this is all new science news and abilities. so we're training staff but again, when our a medical professional when you change jobs urging to get training. so the court purifying and district attorney which we've tried to partner with we've gynecologist training to do. well, that, in fact, is not accurate training to new

potatoes which we've hired 35 and their required by penal code to have 2 hundred and 40 hours of mandated training, of course, that's going to raise the average up in addition to that we need to provide staff with the knowledge how you do motiva motivatetion plan. and how to do rewards and sanctioning in a appropriate way. the state provided approximately $200,000 in specific starting funding for planning purposes. am i also - we've looked at the mandatory supervision clients and thanks to the board and

mayor's office we've created a 50 to one caseload. was the population we didn't you know how my risk this population was going to be. and the risk level of the population drives our supervision rate the american provision association recommended that we have a 20 caseload. but navigate our cases loads are 50 to one and that's where the partners in terms of the leaders alternates and the case management becomes important i'm not asking for any more staff but you all of that and how we built this plan is critical if we're going to continue forward. but in terms of the overall risk

of the population 50 percent of our post released folks from prison over 50 have 8 or more violate felony convictions. it's amazing to have that level because realignment was sold as non-serious but it's all those histories that driving the need for supervision. we've done many other things that i know there are many other partners that point to talk about the good things. i'm so proud of the city partners and also have my staff that have worked tirelessly to increment that program. i believe in august we're going to be formerly recognized for

all their effort and no matter what happens with that our community is safer today because of the way the partners have approached realignment. we meet every other week to improve your strategies. i'm available for questions. >> thank you, madam chair and chief. i think the work that has been done and the numbers and outcomes that you described are incredible. and kudos to you and your department for the amazing work you've done. i do what to talk about the issue of case loads. i worry about the 50 to one ratio especially given the high needs of this population. to bring how many - i know

you're not asking for any additional staff but to bring those cases loads to a more manageable level how many are are we talking about? >> i look at the whole department when we talk about president to remove barriers we don't want individuals to progress to a prison level. so when i look at the overall departments to drop down the standards we're talking about 40 staff 20 would make an amazing difference but 40 would be great >> i don't know if 40 is possible but i hope since the mayor's office is here they are looking into that because i think, you know, you can really

knows move background if you don't do something about that and undo the progress you've made and in the end you'll save more money. >> i appreciate what the budget analysis reported and that information may very well be accurate i understand that but from my prospective it's not so much what may be required legally but what makes sense. and i don't know that scaling down on training is actually the way we want to go. i want to know if you can talk about that. one of the things that has made san francisco successful is that you have that high-level of professional level of probation

officers. >> with the knowledge and skills so they can work with their clients successfully. we've taken a thought of approach to group meetings. we're teaching them new skills. that is going to help the staff person in their interactions and that's the most sixth impact on reducing recidivism. 20 percent just if that's effective. so that's not you, you know, you send them inform a class but it you send them to the class it's a continuing practice. it evolves so you have to

provide staff with the updated training and that's not includes in the 40 hours of basic our talking about cpr it's not that type of evidence. it's an area i agree with you not only does it help the staff but it changes the culture of an agency where you hear which about law enforcement agencies fail it brings staff on the same page and that's really critical >> okay thank you i want to give the budget analyst a change to talk about that. there were 19 remsdz that the analyst has made to - 19 recommendations that the

analysis have made we're going to be discussing adult probation. and i want you to explain why you advocate a reduction in training hours >> the state requires 40 training hours annual. our concern was first of all, their training plan only showed 40 hours as you see on page 45 on the average their receiving 108. there's nothing in their annual training they give us to explain the increase over the 40 hours. if there's a value they need to incorporate it into a plan. our interviews with staff

doesn't show an implication. we think the department needs to plan for it and implement it effectively we thought it was an inefficient use of resources >> i want to note that i appreciate that comment and i appreciate the sentiment and i think it's good to have a plan where all those strategies are incorporated. i have my own personal bias i think that more training is a good thing. i think that you're in a good position if the criticism is your providing perhaps too much professional development for your staff i'd rather have you in that place. i understand where the budget and balance is coming from

they're doing what they're supposed to do in their thoughts how it might be a more sufficient use of resources >> thank you. i have one question. one of the other recommendations is that priority won designation the recommendation is to offset the increase community assessment service centers cost by reducing the number of staff by officers. you disagree with this finding? >> we clearly rolled out the responsibility are vs. the deputy probation officers they have all the legal mandates of going out and doing field visit.

we have ratios of 50 to one we maintain the ratio because staff helps make the corrections and provide the classes. the actual offices themselves are interviewing and making sure their compiling and demeanor their initially treatment and rehab plan and their ongoing compliance with that plan. that's part of it they're responsible for the case matter. and, you know, making the reservation. so we know what's happening with those individual clients.

it's when you look at the role of the case management in the vs. the officers very different. if you can imagine 51 folks on a caseload and the staff to be out in the field supervising them that in and of itself takes a significant amount of time making those treatment plans and making sure their complil and if not going into court and all that work going into the jail entry pod to make sure we get them back on track. that's the peace officer responsibility vs. the hands on case manager. i appreciate the prospective of the analysis office but when you talk about the immense amount of

work with those highly at risk folks well >> thank you. i would concur with the chief probation officer that those services are important. it goes back to our similar certain about training not that it's not important but there their costs or missed opportunities. if you look at our page 32 we have a table that shows the services we currently provided. we also looked at the prospective roles of the deputy probation officers. that case was not open at the time of the audit. they've not actually developed the plan yet to show the dpaefgs

yet. >> it's something they need to continue to do. we'll certainly reassess this so that services are not being redundant or are not inefficient >> thank you. thank you chief real quick can you describe our planning process to address staffing and to address some of the issues we're dealing with here on the audit >> working with the contract roles responsibility job description of the officer staff as compared to the roles and responsibility for the lc a staff and the policies and procedures that do delineate

what those roles are. >> i'm trying to understand the timeline of the budget. >> well, the roles and responsibility we've been moving toward that. we've had policies and procedures about staff roles since we opened. but we've done more work with the lc a what their job descriptions and the policy and procedures manual will reflect that. >> okay. all right. thank you. we we have next sheriff. >> thank you sheriff. madam chair, supervisors good

morning. i'd like to butt recess some of the points that the chief had made that conversation that they are having before you today is fleerm important. we're having conversations about realignment is a very positive experience. we hear day-to-day news reports of conservative counties that don't share govern brown's views and helping with the responsibilities back to the county in managing and rehasht

prisoners san francisco was fortunate because before there was pressure on the state to awe vital pressure on the county before brown was elected we can actually connect the dots back to the san francisco board of supervisors. the reentry project is now - we've never been able to forecast 6 years ago the changes of the state criminal justice system as it has transcended us on to the local government >> i precious the sheriff's department the public defender

the mayor's office, the juvenile before that accident i role they play and the fleet of service providers and the board of supervisors and how we've been able to really advance that symmetry to be able to do some first in the state of california as it means to responding a b-109. as a sheriff i get to benefit from the lowest jail population in the county ever california. there's no way we could have predicted that the fact that our jail population is 1 thousand 4 hundred and 47. we watch this every day of a a

b-109 approximately 2 hundred and something inmates down today. presents us opportunity and latitude to work with other partners so we can zero in on the question of recidivism and tackling high repeat folks. whether their come back to the state or advanced to the state a counselor that requires a level of supervision both by in custody probation so it units us as a matter of public safety we're painting for the rest of the city if we want to make an imimprint on the city that we're doing a better job of tackling

recidivism. 75 percent of our population is pretrial that means that a high majority of the folks in our jail population can't afford bail or people who certainly representative of more disadvantaged population. and for the first time in the null insensitive commission we're wrestling with old mainstays that have vexed criminal justice system nearly 70 percent of our jail population is with substance

problems. but when you see mental health issues we're seeing a higher behavior court those were court again that were established some years ago and are worth their weight in gold so help process a population instead of just falling back on indicator first then rehabilitate later. the picking order is 55 thousand dollars a year so if we resort to more alternative ways to make a good use of resources we are saving the taxpayers significant amounts of money. i absolutely >> - excuse me. >> i welcome the