a b-109 we have played a major rule through it's leadership of the community partnership and data collection efforts. within the department itself changes were made to address the increased workload which included a new reentry. we did look at the training that the probation officers have gone through in the first year we noted that the hours number of completed hours was 108. according to the adult training manual itself the mandated number of hours is 40 so we

recommended those hours be reduced from 108 down to 40 so sufficient time could be spent with the crimes division. the other proposal was the creation of the community assessment and services center. the center is designed to be a one stop shop for case management services including educational opportunities. offenders. there have been varies delays. since the opening it was scheduled for june 2012 and now the opening date it 2013. this exceeds the budget

shortfall it's 82 percent. so in order to offsetting set those costs we urge the department to look for avoidance of duplication. the sheriff's department has plated a role in safety realignment. the department indicated it would expand the use of its alternative incarceration and electronic monitoring. as you can see since 2011 the department has reduced the number of folks on incarceration. this past november this should

lead to a increase in place we ask that they have a monitor process to track those placements to evaluate the effectiveness. and additionally to the county grants the state provided resources to public defenders and for public realignment. in july 2013 there's a new phase of public safety realignment which will shift from state to county u county level. at the time of the audit we recommended that the community corrections perspire closely evaluate the impact of the

transfer, plan accordingly and assess any staffing needs in relation to that staffing. the program is guided by 3 vair degrees of 3 bodies the community perspire and the commission. while each of those bodies has a specific area of responsibility they generally share the same purpose which is to implement the best practices and to reduce recidivism and to reduce the incarceration and to help with public safety. as you can see there's an overlap here as well which menus they're meeting regularly to discuss fundamentally the same issues. we recommend board of

supervisors integrate the functions of the two councils which those bodies meet. another area we looked in our view of the realignment chief among those needs it housing. almost half the offenders are in need of housing yet there's very limited fund. so those offenders are forced to compete for access what we know is an insufficient amount of affordable housing. the landlords typically require background checks and their

required to resides in san francisco which further limits their housing options. so we ask that missouri report to the housing department and the utilization rate of programs to identify any gaps of those needs. we recommend those bodies evaluate the impact of discrimination. we looked at the effectiveness of data management. as mentions earlier the city launched the justice system to have data sharing. since 1997 the city has spent retouch that $32 million >> how much? 32.5 million >> and correct me if i am wrong

we still don't have - and that's correct there's certain aspects that don't have functionality. primarily some of the departments haven't activated their system and who? >> one of our recommendations in our report the department is adopting a new system that's at the time of our report was scheduled to be effective i think october of 2013 so when it is launched it's launched in connection with the system and

as you can see the city you spent $177,000 for data management purposes. >> so that's a brief summary of our findings. we want to thank all the departments that helped us >> you thank you very much. colleagues do you have any questions for the analysts? thank you very much i'd like to call up a lady from the mardz office. >> thank you. hi i'm melissa howard i'm in the mayors budget office. thank you chair cowen for calling this hearing and others

supervisors. as you know a b-109 went in effect. we're lucky to have better coordination and we got together early to prepare for this historic change. many of those departments are here to answer any you questions you have on this audit. we're really appreciative for the analysts office hard work. we know there's been a lot of progress on realignment but it's less than two years ago and at the time the audit started it was about a year in progress. so i'm going to quickly turn it over to wendy she's the adult probation officer.

she's done an extraordinary job and we appreciate her and all the other criminal justice departments as well. the public defenders to district attorney to the department of public health and the supreme court. thank you very much. we have a question >> i appreciate the work that the mayor's office is doing on this. one of the things i think is important as we're moving forward to think about the resources that will be needed to make sure we continue to do this right are you having those discussions with the various departments? i should have mentioned this the one recommendation from the mayor's office includes sources

n in a 5 year plan and it's actually included to each office should have gotten the plan on page 63 a 64. at the time, we released the report that's all we knew at the time. it so i would say there could be some changes in the realignment so, yes. we're having conversations everyday with what is needed and as i saw from the budget analyst slide we have incriminated a general fund >> thank you. i appreciate it, it's important to have those conversations. for adult programs we've had programs that are pretty large. i think if anything you want to

make an additional investment in en it saves money >> i'm sorry melissa are you speaking on behalf of the entire mayor's office? yes >> i'm interested in knowing how they plan to close the gap there's a gap of about the exceeds the budget of $4,000. >> and leading up to the fiscal year we have funded that in 11 and 12 it was a much greater gap because the state only gave his $6.2 million and i and it's burn that. so the city through the budget

process with the help of the mayor's office and board we tried to fund everything not everything everybody wants, however, >> chief. i believe you're up next. now chief still has the bulk of the responsibility of managingor reentry population if you could give us the overview of the department >> thank you very much i appreciate the opportunity chair cowen and supervisors to talk about what i believe it is wonderful work that san francisco is doing. it doesn't mean we don't have more to do but at the state

level i'm proud >> i'm going to talk about the impact relative to this population and then address some of the boards recommendations and correct inconsistence. this historical change is - you want to thank all the workers that have been involved this partnership include the court the district attorney the sheriff the public defender the public health department and some support from the board of supervisors, the mayor's office, human services and many, many organizations. we have approached realignment

very aggressively. we are a leader in the state the goal of our realignment and broad strategy is to reduce victimtion. there have been incredible accomplishments. we have issued the public safety realignment in san francisco a collaborative report to that was produced by all members and we did that because of the collaboration lead by the controllers office. one of the things that was mentioned related to the audit is apb doesn't case management system but we did have but we're replaying that. in t o all the timing of the

partnerships the controls joined us on the front end and we designed the reports so we had a data driven approach. we can't make adjustments along the way unless we have it. and that, in fact, the system is in place. we've issued since there collaborative women's blue print and have worked s with national experts and we had a trauma informed response. we had the 2012 mounted plan to want to charter efforts and legislation was passed that the county that created the 2012 plan would receive $200,000

extra. so we met that mark. the apb has a strategy the agency had never had a strategy plan and not only with realignment but our commu 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 the bt 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 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. 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 kno