they're in custody and that pipeline is established with us in adult probation and others so people follow through in the completion and success. that did not get funded either, so i put this out there for an add back that this is something that i believe as a city family, i think people would get behind and support. with that, thank you very much for your time and attention. it's greatly appreciated. >> supervisor breed. you're good, okay. mr. rose, can we get your report. >> on page 77 of our report, our recommended reductions to the proposed budget totalled -- of that amount, 585, 859 are savings and the other is one time savings. this would allow an increase of $3,239 or 7.2 percent in the

department -- our total is 639, 963 in 15-16 and of that amount, 574 are ongoing savings. these reductions would allow an increase of $4 million. or 2.3 percent in the department 15-16 budget. we're work with the sheriff and we'll report back to the committee next week. >> okay. thank you. supervisor breed. >> i do have a question. sheriff, do you -- can you tell me what's happened since last year. i know there was a need for mental health services before the ma population and the jail, and can you explain to me what has changed because it doesn't appear to be something you're asking for for this fiscal year. >> i was going for more because i feel this is a population

that merits more attention than i think the city is giving them. and we rely heavily on the jail psychiatric services or jps which is top light work in the jail system but they're under resource and under staff. it has been my impression although i was not a former part of what is the care task force and others that there's going to be a more concerted effort in trying to help our population that stieples in and out of our jail system that suffers from mental illness. i'm at the cross roads of this question and answer because philosophically, i don't think our jails should be used as a mental health place. so i'm hoping that outlook would be supported by some resource match to our group like jps. and i'm counting on the efforts of the -- of all of us to push that. so that's where

we're at. i'm expected dph and the rest to continue to fund them. that's who funds them. >> okay. thank you. >> okay. >> sorry for the long winded answer. >> colleagues, any other questions at this time? >> i promise, it will be short answers. it will be all yes or no. [laughing]. >> gosh, no audience. all right. we'll see you back next week. thanks sheriff. >> thank you. >> dell probation. >> good afternoon, supervisors. it's nice to see you all. first, i'm wendy, chief probation officer and i would like to thank howard from the mayor's budget office and ben from the controllers, also harvey rose, and campbell, and

josh low from the board's analyst for working with us on our budget. and i'd like to begin a presentation by talking about our mission, and i will promise to do the reader's digest version this year. protecting the community, serving the community and changing lives to break the cycle of incarceration and i want to take a second and recognize the staff of adult probation. we have taken on incredible responsibility over the last three years, and the staff has performed magnificently. if you look at the risk level of our population that has come to us from state prison under realignment, 50 percent have eight or more prior convictions. 25 percent of them have 11 or more felony convictions. this is a serious population. so i'm happy to report since 2010, which that's when the evidence based

probation supervision senator leno initial changes started impacting the department that we've decreased our supervision population and we've done it since 2009 by 2,000 individuals total and the amazing fact about that is how many people we've had realigned to us since that time from the state prison system. under the post release community supervision, we've had 700 realigned under demand supervision and we've had 330 with a total of 1,030. if we look at our community standards, high risk cases are supposed to be supervised at 2-1 and we're supervising 50-1 which again, staff is doing a wonderful job and the administrative staff that are bringing up all these reentry programs has worked

tirelessly. moving onto the risk level, we have of our high risk population, 87 percent of the post release community supervision and those coming from state prison. san francisco gives so many opportunities rightfully so to give individuals a chance to change their lives and have access to treatment and goes to court and that's what raises the risk levels up, and compared to other counties, we have higher risk levels that you would see in sister counties. and addition to that, we have intensive treatment needs and if you take a look, we do a risk and needs assessment on every one of our clients and clients have an average of eight needs. we have to have treatment and other therapy programs to deal with that,

vocational educational, 68 percent have a name. cognitive, 63 percent. social environment, criminal thinking, 62 percent. criminal opportunities, 61 percent. residential instability, 57 percent. financial issues of course, 54 percent. and so on. when you have an average of eight needs that drives service treatment and that's what we've been working so hard on the last several years of bringing our contracts up for those services in our community assessment service center is the main stay of that. moving onto looking at the case loads which i mentioned a moment ago, is that our high risk case loads, we have 2,684 and we have 41 officers carrying those high risk case loads and if we were to meet app standards, we would need 69 more officers. our medium is closer in line to

where we would need another officer to meet appa stand -- standards. if we move onto look at the average daily population of what's happened to probation, post realignment, you can take a look at the realignment population, the dark green on the left-hand side of the screen, that is the post release supervision and those being released from state prison and mandatory supervision those serving in local prison jail and the court is splitting sentencing. on the right hand side, you can see what's happening with the jail population as it relate to realignment. if you would like at other county, the right hand side would be off the charts and the left-hand side would be closer to the dark green. it's because we're doing a good job of supervising these cases out in the community and

the courts have faith in us, it's driving our supervision population levels but the other positive thing is it's keeping the jail population down. and that's what should happen because if we're going to change behavior, the stresses are out in the community. and so that's what were very to have the services available to address the individual risk and needs of the clients. moving onto our new investments. i'm happy to report this year, san francisco has achieved high performance standards from sb 678 and senator leno legislation that rewards counties if they can reduce it to state prisons. we're one of nine counties that have achieved this status. pretty amazing considering the high risk level that we're supervising. it's not just probation, it's all of our criminal justice partners working together in the community correction's department that's making these incredible results

happen. one of our new initiatives and i'm so proud about is our gender responsible sentencing program, i spoke about it last year when we were in the process of doing the contract and designing the program. this program will serve up to 11 pregnant or parenting women and up to 22 children and that means the judges can sentence these women pregnant or with children to this alternative program and their children will not have to go into the cps system. we know that this program works. the recidivism rate is 14 percent. we also have enhanced client employment partnerships, residential behavioral capacity, new batter intervention programs and technology and advance and probation officer, training programs and a couple of small ones in the budget. our budget from

13-14 to 15-16. it's that large performance grant and the salary increases that are mandated per the contracts and step increases, and bringing up the contracts that were all in process and having them in place for a full year's period of time. our really alignment funds has went down although our population continues to grow, realignment funds went down slightly. sb 678 went up. we have been in discussion with mr. rose's office, and we have -- we're still in the process of negotiating and i hopefully can report back positive news next week. and i stand ready for any questions. >> okay. thank you very much. colleagues any questions at this time? okay. thanks. mr. rose, can we go to your report. >> yes, mr. chairman and members on the committee. on page 84 of our

report, the reductions for the budget total $909,000. $551,000 are ongoing savings and 358 are one time savings. these reductions will allow an increase of $3 million or 13.4 percent in the department's 14-15 budget. we recommend closing out prior year general fund which will allow the return of 9,646 to $9,646 to the general funds together. those will result in $19,000 to the city's general fund in 14-15. the $700,000 are recommended reductions are ongoing savings. these reductions would still allow an increase of $1 million

or 5.4 percent in the 14-15 budget as the director has stated, we'll be working with the department this week and we'll report back to the committee next week. >> thank you, mr. rose. all right. we'll see you next week. last but not least, we've move onto juvenile probation. >> good afternoon, supervisors. chief allen, chief probation officer

of the probation officer and it's my pleasure to present the department's budget for 2014-15 and 2015-16. i want to acknowledge catherine mac gier, our finance committee who performed very well in helping us to craft this budget. i want to thank the budget's staff and her assistant. i want to thank the stewardship of the commission and their guidance and support in helping us craft the budget. we have a slight presentation. it's focused on the engagement of youth and families following the arrest for delinquent conduct. rehabilitation and strategy address the needs of youth associated with criminal behavior and

developing skills is key to the department's mission. preserving and enhancing public safety is paramount to the department's objectives. some of the primarily responsibilities of the department, probation supervision, assessment, and community supervision is key to our work. working with our juvenile stakeholders is essential to serve to the minors and provide victims with a voice and an opportunity for restoration and restitution in enhancing public safety. juvenile hall, we have an obligation to operate the facility, providing temporarily care of young people, facilitating their access to medical, mental health and dental care, and making sure

their educational and recreation and enrichment needs are met. law cabin ranch is our long term rehabilitation facility. this facility focuses on providing educational and clinical services to young people as well as social rehabilitation, delivering vocational skills and making sure there's after care and services available. some of the major department initiatives that i'll talk about this afternoon, really focused a lot on building capacity for the department to function effectively and to serve the needs of the community. as we indicated in our prior year budget, we were fortunate to receive a second chance act grant that allowed us to develop a collaborative reentry unity in working with the court. this is

focused on the reentry of young people back into the court based on their needs following residential treatment or placement at our law cabin facility. this grant has expired and the department is now observing these resources and the roles and responsibilities associated with this program. we are seeking to implement a web base case management system. we feel strongly that the capacity of the department to check our outcomes and report programs and case specific measures is key to our ability to not only plan for the future, but to assess the degree to which we're being effective with the young people we serve. also key to the department's priorities is increasing our security camera system within the juvenile hall facility as we had stated in the past, this is key to our ability to further expand our utilization

but to hold staff accountable and to be able to secure the institution and the perimeter. the guidance center both require a master plan, and that master plan is designed to help us not only understand the problematic needs but also helping us plan for the future. our two year budget outlook focuses on capital initiative and the changes in the budget are related to the structural and operational needs of the program. the our juvenile hall facility needs revamping of the

closed sir kit camera systems. many of the systems have far exceeded their life cycle and buildings are in access of 50 to 60 years old, so facility maintenance is a primary focus following years of deferred maintenance. other capital investments, further the department's focus of keeping it ada compliant and safe for occupant and visitors. as we look at the budget outlook, by comparison, the juvenile probation department, the changes you see in the salaries and the department are attributed to the obligations. this has resulted in a $226,000 savings to the city, in fiscal year

2014-15. the $28,000 reduction in community based grants is achieved through the shifting of fund obligations over to a youthful block grant that we received from the state. overall, the department's budget for 2014-15 is approximately $38.7 million. and $1.9 increase over fiscal year 2013-2014. the department is not adding any new fte's to its budget. the department has decreased its overall fte's by a nominal percentage. the total fte's is 239. a new assisted chief probational officer will join the department next month and we'll work effectively with the sources we have available. we're continuing our talk was the budget analyst office with the

cuts that amount to $388,000 over the next two budget cycles. we're hopeful that the agreement can be reached on the final budget numbers before next wednesday and we'll negotiate with the budget analyst. the department appreciates the support of the mayor's office and the support of the public and the budget's office as we continue to serve public safety. i'll take any questions. >> colleagues, any questions. >> seeing none, mr. rose can we go to your report speaker: mr. chairman and members of the committee, on page 91 of our report, our recommended report totals 161, 462 in 14-15 and these reductions will allow an increase of $1 million or 4.9 percent. our reductions in the budget to

theal 194, 833 in 2015 and 166, 538 are on going savings. these reductions will still allow an increase of $3 million or 5.2 percent. as the director stated, we're working with the department and we'll report back to the committee next week. >> okay. thank you, mr. rose. colleagues, any questions for mr. rose or the staff at this time. okay. we'll see you back here next week. so at this point in time, we're done with our department budget for today. should we continue items 1 and 2. we have a motion to do so and we can do so without objection. >> madam clerk, call item 4 and 5. >> that's a resolution budget of the -- operating as the agency to the san francisco redevelopment

agency for fiscal year 2014-2015. item number 5 is a resolution approving the budget of office infrastructure operating as an agency to the san francisco redevelopment agency for fiscal year 2014-15. >> thank you, welcome. >> thank you. thank you, mr. chairman, and good afternoon to the supervisors, and the controllers office and the budget's office. oci, the successor agency to redevelopment agencies since they were dissolved two and a half years ago and we've come a long way since then. we have a great deal of certainty in our major approved project years, shift you are candle stick and mission bay and this is good news because of the work we've been doing with you, our city partners over the last two and a half years to really move forward and accelerate that critical infrastructure and affordable

housing so i'll move to slide 2 on the power points. in terms of the mild stone, creating that certainty for those three projects. those are completed and done. we've been allowed to keep the bond proceeds for those enforceable obligations for those key areas and assets and significantly for the city what is new is that because we've gone through these steps, there's a total of $12 million that will be transferred to the city, $11 million in-housing funds and $11 million in non housing funds for bond proceeds and i'll touch on those again and then as part of this solution, we complete our obligation, affordable housing, significant assets, and those all get transferred either to the private development community, auction sale, pursuant to those contracts or in many cases, certain assets like gardens, south beach and completing

those and transferring them to the city. moving onto slide three, t-trends overall in our budget. our total budget is $377 million. it's still 50.6 fte's down from discollusion from two and a half years ago. that one time transfer to the city because of the steps through dissolution is complete. the issue is the key development in our areas and they'll be a lot of development fees, land transfers that will be pumped back into those key development areas, miss bay, trans bay. a third of our budget was for affordable housing, everything from $4 million homeless to working families. because we have created that certainty, almost 50 percent of our budget is

dedicated to affordable house and that's including the dollars to the housing development. 27 percent of that and we're in a fast clip to complete that, about 900 units every two years and we're on target. moving on for the public and for the members, reference the information is there on these plan areas but moving to to slide five. just highlighted key changes in our work program, the advancement of the public housing rebuilt and revitalization of alice griffith, that's moving forward. the advancement of the naturally affordable homes on hunter's point. and as well on candle stick for rec park, it's on a drag on its books, the candle stick will be demolished and replaced with a

mixed income, local serving and regional retail, the developer, lenar will put it on its books at a $30 million demolition we've seen and we've been in the community with the supervisor and our sister departments talking about that. the acceleration of the incredible work program out there. moving onto mission bay, slide seven. key component there. again, the acceleration of affordable housing that all levels are out. thousands of units are underway on the residential side, but we're advancing the public component, the community benefits and here from last year, the relocation of the golden state warriors arena site on blocks 39 to 32. that will proceed this year and we give thanks to the controller's office and other sister agencies for being able to help us gather that

info for the proper tax. that's what builds of engine for the affordable housing and the infrastructure. moving on, again, move good news in trans bay. slide nine, again, we have five development parcels out there. mixed income to create 39 percent affordable and provide for office, consistent with the transit center, district plan, and complete neighborhoods. it is more good news and important for the land sales and important for the completion of the transit center. pause on slide 10. 2 2,700 of affording housing. and $11 million that you see that will be transferred to the housing successor and the community -- the analyst identified it in its report. the 2.9 loan repayment.

there's $8.1 million of taxes and bonds. again, new one time dollars for critical site acquisition, rehab, or critical repairs for housing repair property. it's up to the city to decide and we'll help from the mayor's budget office to help sort through those issues with our sister agencies. closing out the other obligation and the other assets, we've talked about this both in the garages and in fill more and jesse square as apart of the mexican museum site. just to highlight that garage as apart of that mexican garage deal. it was a $20 million tax repayment that would be due to the city and millennium expects to close on that. that's new dollars to the city's general fund that will happen once that transaction is complete for the mexican museum. new dollars to

transfer from occi to the city. it's for critical repairs and the a-2, critical street skate improvements in bay view. much of the same. that's good news and one time dollar that is year. in terms of our budget, i think it's more instructive to look at the pie chart to see the trends. moving onto slide 13. the big take away, it turns to our sources and it's contributed to development contributions to do this great work program. really lessening the load on the tax increment. drilling down to what is that tax increment from the source, where is that coming from? we have really the straight path throughs for the mission bay agreement for infrastructure and that tax increment