helping increase visitation especially the children of the incarcerated. not only the inmate population that we're taking care of, our import is about stemming the generational tide of those who might become in the criminal justice system. it starts with visiting hour and starts with the level of intervention that we've never done before in san francisco. we're happy to see that happening. and as recently with the support of the jo committee, we're certainly making an initiative to roll back the high phone rates that inmates and their loved ones are shoulder burdened to have to carry. it's absorb that this utility company phone industry was never regulated in the united states. i think there's been some unchecked exploitation of poor people in our jails, by us doing what we're doing here,

while this, i think, is a noble initiative for us right now, i just want to for warn the fact that we're cutting against what funds programs so that the general funds does not have to so we can lower inmate phone rates. and the money from that program is generated from these commissions. those who are in custody programs. in our -- overtime slide, thank you -- we're sort of on par, even better than years before, but it increases because of our obligation now for something that the department never had to pay, and that is for what is known as a 15 minute mustard, when there's a shift change, they must get together and this is required and before we didn't have to pay for that and now we do. otherwise our overtime would be significantly under budget but that's having

to cover cut and that puts it up a nearly $10.4 million. our staffing summary is next. while it's known that our jail population is declining, that doesn't mean that there's less to do at all especially as i outline for you all the areas that the department impacts. my concern is on part of the vacancies that exists, i want to thank the mayor's budget office and others for the academy class that had he help with your help, support funded last year which just now graduated. our first academy class in five years, we look forward to another one, but we have a staffing deficit of 69 fte's even if we did an academy class of 20, 25. something we want to be mindful of. we're committed to the effort of doing everything we can to

save. in civilization, it's something we're committed to just as we had launched with our it, we want to do it with our records unit. so fte funded seven and we believe in civilization, we'll realize it in the future. it wasn't that long ago, there was a tragedy at san francisco general hospital, and what that -- what that very, very unfortunate event had spotlighted were needs for improvements at san francisco general hospital in a security infrastructure and the infrastructure of protecting in the surrounding community. we're very pleased with the

corporation collaboration of the department of health. they helped us make improvements that should have been quite some time ago and being able to resolve some issues that stem from the implementation of our security services there in 2003. >> supervisor mar. >> i wanted to go back quickly to overtime. i know last year, you presented that training and assigning 14 academy graduates to post positions in this fiscal year was a fwoel and i know that you had set some goals to reduce overtime significantly, but the chart that i see, i know you have your 15 minute muster requirement, but it seems we're not reducing overtime and it seems like it's growing so

what's the projection for future years. >> that's our projection can the 15 minute overtime, but our commit is to continue to reduce it assertively. shutting down a jail was one feature of our commitment to doing that. county jail three and our ability to help staff with cadets which is now why we're hiring them and we weren't hiring them before. >> from last year projections, you were projected to go down but you said it went up because of the 15 minute muster requirement speaker: that's projected. >> thank you. >> supervisor breed. >> thank you. sheriff, i had a question after supervisor mar's question. and we talked about

this before. the jail population has decreased considerable and it doesn't look like the number of cadets working or those working as sheriff's has declined, so can you explain that. i don't know if i missed that part of the question, but i wanted to understand that. >> as to the cadet population? >> the sheriff's deputy, the population that are there to oversee prisoners in the various jails that you manage. >> so the deputy population is down as i mentioned earlier. we have an obligation as a 24/7 operation and due to our staffing requirements, there has to be certain standards and levels of staffing in those jail systems where we're supervising. we can use a lot more deputies. as i said,

69 is the deficit and we don't for see catching up with that even with cadet officers doing sworn in work. >> thank you. got it. >> when you're talk -- when you're talking about the deficit, that's from your staff? >> it's those on long term disability. long term disability remains unsolved, maybe 25 of that number 69. this is something that paralyze our position and that can take many years. >> okay. >> so thank you. i know you have more before you then. i'm going to go into herement -- i'm going

to go into here. i was hoping this could be resolved in this budget cycle and i appreciate everybody's input to the mayor's office, but we are not connected to 911. department of emergency management dispatch system center. we made a request of $643,000 because that's what we're told it would take in order to patch us in. for really, i want to remind folks, we're the second largest law enforcement agency in the country. there's been high profile events to occur, and by us not being patched to dme, it handicaps us, so i hope in some process or in the future,

there's a discussion for funding with a connection to 911. and the other is our training pod. city builder is a success in san francisco. i was a proud member of the board of supervisors when its invention occurred and we would like to see that in the jail's system. we have the room, we want to give people the hard skills that can take advantage of this boom industry of getting a job and hopefully a sustainable living in this city, but to wait to train folks until they get out of the system for a skill like that is a squander moment. we should do it while 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