been woman. i don't know why i haven't found a whole lot of men applicants, but i'm working on that. five have them are people of color. we are still expanding but we still have more work to do. one of the challenges that we're facing in hiring, and this brings us to our final slide, are some of our background things, and we're trying to fix that right now, but it -- it can take us up to 4.5 months to bring a new employee in after we've made a decision to hire them because of the background challenges that we've had. and we're not talking about folks with challenging backgrounds. my chief of staff's are hawkins who has a higher security clearance than all of us in the room took over four months to be cleared for us to hire her. we are constantly losing condid thes in this process, and it's been very difficult. i will say another one of the

challenges that we have in the department has been accessing data from sfpd and the clef system which we've been removed from. these are b challenges that we can fix -- >> supervisor cohen: does it require resources? >> it does require resources -- that's where i was just leading to, but it requires resources and the expansion of our policy work. the policy work is really important because that's the work where we collaborate with legislative initiatives which has not been done by the agency in the past, but i think it's really necessary. i will say like with the recent prop h, we should have had a concurrent legislation from d.p.a. working with that type of challenge to our taser policy that we put a lot of work into defending, and we just didn't have the resources to do that kind of stuff. >> supervisor cohen: thank you. i'm going to cut you off and we're just going to jump? a few questions. i appreciate the presentation. >> sure.

>> supervisor cohen: the first thing that comes to mind is i'm very knowledgeable about the department and the changes, and i commend you because i think you've brought it from the 20th century into the 21st cheentur >> we didn't even have those big monitor things. >> supervisor cohen: yes. i'm curious, how does this audit unit compare to that of the district attorney who we're going to be hearing from next after our break? how does this unit compare to the -- the audit unit compare to that of the district attorney and the unit division at sfpd for investigating officer involved shootings? >> so it's a whole different category. they're related, but very different. so the district attorney's office, and that's i-a-r unit focuses exclusively on criminal jurisdictions, so bringing criminal jurisdiction and prosecuting cases.

whereas my office handles those exact same incidents that can include criminal allegations and criminal conduct, but also includes repercussions, so when you have small transgressions, we can intervene early onto address those behaviors. and for example, if officers are speeding when they're working and creating unsafe conditions, if they are not following rules or releasing people in a timely fashion after they've been detained or arrested, or using racial epithets, or treatingifferent asses of people differently, those are things that we can intervene in. and if we also make recommendations and make findings and prosecute cases actually for termination for larger transgressions, and those are large transgressions that may be excluded from

criminal repercussion, so it may not be illegal, but it's improve, and those are the areas that we can focus onto. and i will say thirdly, and this is the broadest lane in terms of distinction, we find and make policy recommendations to and through the police commission to the departme, and that's a big deal because we can, based on complaints that we got from the community and based on our own investigations, come up with best practice recommendations to make improvements and change behaviors, address concerns for a broader audience to the department. so that's -- that's the difference. that's a much broader scope than the limits focus and narrow purview of just criminal charging and criminal prosecution. >> supervisor cohen: okay. thank you. >> does that make sense? >> supervisor cohen: yes. colleagues are there any other questions? supervisor fewer? >> supervisor fewer: yes, i do have clarifications on what you just said.

so do you investigate cases where police officers violate general orders? >> yes, absolutely. >> supervisor fewer: and what about internal mechanisms within the department? don't they have an internal service division? i think i heard the chief say he doesn't have one, and he's retaining one, and so how do you work with that department? >> we purposely work independent of them, and in the past, we had will not reliant on reports that they had given us or would be reliant on them, but now, we do our own investigations, so the investigators that i'm hiring are doing their own work based on what we receive and based on the work that we do independently because things that they think may appropriate or these are just standard practices or these are the way that we've always done it and understand it to be okay, may not be approved from

the public and may not be approved from my agency that can say these aren't best practices and they aren't serving the needs of a broader audience, and so they are inconsistent with what the d.o.j. is recommending, and so those are very different and why we have to maintain i think more complete autonomy rather than less for relying on the police to monitor themselves, which did not best practice or have internal affairs identify the scope of what needs to be addressed, which is also not best practices. >> supervisor fewer: so it's conceivable that you could be investigating the same incident that the police department is investigating. >> not just conceivable but that's the actual practice, and that's why in that first chart where you saw the officer involv involved shootings going up exponentially, we have surpassed all of the work that we've done in past years where my own investigators are going out and conducting their own independent investigation.

so for example, if we have a ng,tin officer involved shooting, it would not be uncommon within 20 minutes of a shooting to see the police department out there, to see the internal affairs out there, to see the district attorney's out there, but you would also see d.p.a. out there, well, if there's a death, you would see the medical examiner out there, conducting five separate -- up to five separate investigations for the same incident, each with a different slightly shifted lane of jurisdiction but with overlapping facts and different out comes. and to make it more clear, let's say you have an officer involved shooting, and you're focusing -- most people are going to focus on the suspect that shot the gun, but an agency like mine would also be looking at how many officers were called to that scene, how many were called to the scene, who shot?

how many bullets were shot? what kind of training did those officers get, and was it the best training that would enable them to react the way they did when that incident took place. it's the independance that's so important, as well. >> supervisor fewer: so you would bring your report to the police commission ando the police department could bring their report to the police commission, too. >> yes. >> supervisor fewer: so really, the police commission then would read both the reports and thenake a judgment or a decision on that. >> that is correct. >> supervisor fewer: so that's how it works. >> that is correct. what i see lacking in that process is the opportunity for that to be brought to a broader context. so a lot of these conversations take place in closed session, so i'm aware of them, my department is aware of them. the department itself, the police department is aware of them, the police commission is aware of them, but oftentimes, there's a gap between how those

recommendations translate into the actual incidents and then are reflected in terms of improvements made to the department. and i think a lot of the d.o.j. recommendations speak to that, not just the out comes, but as to what that process is. i would love to do a lot more work addressing the transparency which i think we need to focus on which in my opinion has not been focused on from my agency in the past so that there's a broader and kmoer complete understanding of the work that gets done and goes into those reports and that recommendation is made to the department because i think they define best practices in a way that d.o.j. has an expectation not for the department but for my agency to do, as well. >> supervisor fewer: okay. thank you. >> supervisor cohen: all right. thank you. you're done. see you later. we'll see you next week. last person we're going to hear from is michael ewen, and he's going to be talking on behalf of the superior court. they have a budget of $34.4 million. they have a $.3 million budget

request. there's no personnel or -- there's no personnel increase, so michael, it's really good to see you. >> good to see you, madam chair. >> supervisor cohen: good afternoon. >> it's always good for our branch to be here before our sister branch of government. supervisor cohen, you're right. the $34.4 million is a misleading figure. it's actually a payment that the city and county is responsible for making pursuant to state law to the state of california. and this was a result of getting out of the court operation business back in 1998. so really, the only part of that number that's relevant today is about $7.3 million. that $llio goes to a legal representation program. the largest part of that program is representing

indige indigent defendants in criminal court. and the way that works is when the public defender is unable to represent a department due to a conflict of interest, his office will then declare a conflict in court. the court will then appoint an a ttorney from attorney funshady this program. another piece of the legal representation program is dependency representation, and what that is is basically foster care representation. whenever a child is removed from a home and placed into the foster care system, a legal for the child and for the both parents. d the primary responsibility of the appointed attorney in these cases is to represent the child and advocate for the child's protection, safety, and general well-being until pernency or reunification.

over the past year, the expenses in this program do appear to be on track to hit $7.3 million. for the up coming fiscal year, we have the same allocation, 7.3 million, in the budget, and that's what is before you. we do have also one very small rtandhat is a transfer of budget -- or excuse me, transfer of function in this year's budget process. this is basically management of the civil grand jury. l grand jury was traditionally managed by the court, however in 2013, it was transferred to the controller's office because it is actually a responsibilityount c government to manage that jury. the court's only responsibility is to 'empanel it, however ove the pever s months it's been greed by the court and the controller's office it's better managed by the court. so there was about $19,000

included in the budget to make this transfer. this frankly is the only increase in our budget that goes toward a program and not a mandatory payment to the state. so these are really the only two components of our budget that is funded but the city -- by the city, and i'm happy to take any questions about them. >> supervisor cohen: tk you. your budget -- i'm glad we're ending on this one. it's less sophisticated. >> well, i realize i'm the only thing standing between you and lunch, so i want to make ittic requesittic -- make it quick, as well. >> supervisor cohen: thank you. supervisor yee, did you want to ask anything? >> supervisor yee: one of the things i've been talking on is getting our data systems to talk to each other and as part of the justice system, and we're really taking sort of a turn here and -- and hopefully,

we can speed up the process as we sort of invent a new one. and one of the issues thatas been discussed is how this -- this- tre's not enough collaboration between not only the departments but also the superior court and -- in trying to make this happen. because the efficiency that we're talking about means that -- it's the difference between whether we're going to prosecute or not prosecute or are innocent people being held for no reason at all and so forth. and so some of the criticism was directed towards the superior court and how -- you know, basically, it hasn't really -- a good partner. can you explain why this is happening? maybe it's not happening,

but -- >> so supervisor, allow me to try to unpack that a little more. is the question regarding the superior court's involvement in the overall justice i.t. project, or is it a question about the role that the superior court plays in in the justice, j-u-s-t-i-c-e system? >> supervisor yee: it's the former. >> the former. so i'll say this as -- as diplomatically as i can. the superior court is caught between a rock and a hard place here because we are actually the jurisdiction of the california judicial council, but yet, at the same time, it's very important for us to have ties to our local justice partners. frankly, they're the folks -- they're our largest clientele. they're the folks who appear before the court. so this dates all the way back to the early part of this

century, frankly, so in the early 2000's, the california judicial council, then, the administrative officesf the courts, decided that the vision for california superior courts was to get all8 trial courts in this state on one unified case management system. it was called the california court management system or ccms for short. billions of dollars were appropriated by the legislature and poured into ccms. unfortunately, that development did not work, and the decision was made by the current chief justice to do away with, to end the ccms project, and this was probably around 2010 or . so for a court like us, who was basically working with city and county partners in trying to be

a piece of this justice, j j-u-s-t-i-s system, we weret a disadvantage because we had been waiting ten years for ccms to come up. ccms would then plug into the justis project, and those data points and integration points would be built between the hub of ccms and justis. since then, we've been playing catch up, after ccms was terminated on the state level, locally we realized we needed to shift gears, based on unfortunately something we couldn't control, but now we know full well we are in control because we know the state does not have a solution for us. we signed a contract with a

company, thompson reuters -- >> supervisor yee: let me stop you because you're getting really technical, and this is probably not the right place to talk about that. i just need to get some assurance that whatever you're doing now, that it can lend itself to coordinating with the rest of our city family here. >> yeah, absolutely, supervisor yee. and frankly, i was a little surprised at the question because we have been in communication with the city administrator's office and frankly with the department of technology and its regular communication. we are actually part of the justice council meeting, so we have made it very clear what the data points are in order to turn on this case management system. assist in development, and it should be coming on board within the next year. there's a big caveat to that

timeline, though, is that we need to make sure that the city entities that are working on the justis project that are working on the hub are actually getting the hub ready and preparing the hub for those data integration points. so the information sharing and the effort to achieve information sharing is certainly there. if you are ache interested, i'm happy to speak with you more offline about that because we're happy to be part of the solution and are commit today doing so. >> supervisor yee: they're jumping into a new adventure and trying to get a new consultant in, basically we've wasted 15 years of trying to get to a goal one. i'm just wondering, why are you still doing that. >> we've had discussions with

them, and we believe we're on the same page. >> supervisor yee: fantastic. i look forward to having your collaboration with the rest of the city family. >> supervisor cohen: thank you. any other questions? no other names on the roster, so that concludes your presentation, and we appreciate it. we will see you next week. >> thank you. >> supervisor cohen: colleagues, thank you now 12:30. i'm going to make a motion to recess this hearing, and we will resume at >> good afternoon, ladies and gentlemen. it's 1:07. we are going to resume the budget and finance committee hearing. i want to welcome district attorney mr. george dpgascon wh begin presenting his budget, but i would like to call items three and four together. >> item three is the administrative code cash revolving fund to the district

attorney's office for $2200. and item 4 is the authorizing the district attorney to accept and expend the grant of $2,164,014 from the california victim compensation board for projects entitled joint powers agreement for the period of july 1, 2018 to june 30 2021. >> supervisor cohen: all right. thank you very much. mr. gascon, welcome. just as reminder, we've got your slides here. we are asking people to present somewhere between five to seven minutes, and after that, we are able to dive in and ask some budget questions. all right. the floor is yours whenever you are ready. >> very good. first of all, i would like to thank kelly kirkpatrick from the mayor'sicef juan johnson and also from harvey rose and campbell for the work that you have done. and i think it's important before i go into my quick presentation that i point out for the record that the public

safety system is an equal system where every stakeholder in the system has to function well together. police, prosecutors, defense, courts, probation, pretrial diversion services, etc. if you do not align those departments, there is a tendency for things no t to run efficiently, so i hope that this committee as well as the rest of the board would entertain those concerns as you move forward with the budget for this year. beginning with the strategic goals for the office, i'm not going to read them to you. you can see them very straightforward. and our next slide is expenditure overviews. again, very, very straightforward. and budget change there. and what it looks like in determines of dollars and cents and positions gaining .3fte this

year. we anticipate that we would lose 4.03, and actually, expenditures and one-time expenses the do with the relocation for rhode island. and the increase in rent in our facilities. and then you see the litigation expenses. and there is also maintenance systems for structure and i.t. the next thing that i would like to do very quickly is also talk to what are the things that were funded and goes hand in hand with my earlier statements. we have made request for human trafficking unit. we continue to see human trafficking not only increase but become more severe problem for us. that was unfunded. there was a request for an -- limit the request for an auto burglary unit. and also we're, quite frankly, syncing in term of the paralegal

support and that work in that area continues to go up especially with body worn cameras and the increased electronic discovery requests. we are seeing that our paralegals cannot keep up and the independent investigation bureau has a slight deficit this year. you already talked about the legislation and unless you have any questions, that completes my presentation. >> supervisor cohen: wow, that was quick. do you have a slide on just your budget? >> yes. >> supervisor cohen: let's go ahead and start there and we can -- maybe you can bring it to the expenditure overview. we can start at budget changes. that is fine. so you have made a request of $5.7 million increase.

the you tell us about that increase and where the money would go? >> sure. do you want to go into the details? good afteroon. finance director for the district attorney's office. if you look at the next two slides -- basically it shows what the increase shown in our department is. $4.8 million is lease revenue paid to real estate. the next increase is $273,000 for the existing property and 732 brandon street. >> supervisor cohen: hold on. you are asking for more money to pay the rent for the new place. i am just asking that are for 350 rhode island. >> that is a new lease cost, yes. >> supervisor cohen: go ahead. continue. >> the second item is we're

renegotiating our property lease for the existing 732 brann kz an street property. and that projected increase is about $3737,000. >> supervisor cohen: what is the increase for? just the lan lord? >> cost of living. the lease and rates went up. market value rate goes up. and increase of $100,000 for litigation expenses. litigation expenses include all the different things that go along with prosecuting a case that includes transcript, tran population, expert witness, and everything under the sun. >> supervisor cohen: and the coit funded case management system, have you already received some money for that? >> yes. this is to pay the first year maintenance for the case management system. we already received funding last year to fund and this is the first year of maintenance.

>> supervisor cohen: does litigation expenses go up every year? >> pretty much. as we do business with different vendor, they charge us what they chage us, and if their costs go up, then we have to pay that cost. what we have seen in the last several years is cost that used to be borne by courts, they are now charging. they used to be free but are now charging for everything. we pay a lot of money because of transcripts and things like that. >> and can you talk to me about the unfunded initiatives? >> sure. happy to. as you know, we are experiencing a significant increase in human trafficking in the region, and the city has been considered to be one of the three major hot spots for human trafficking. as we have continued the work,

we came to the coon collusion that after -- we came to the conclusion that after successes and complicated of seeing the level of work and what is required, that we're ill-equipped to handle the current problem just by running the cases through the traditional process. so the thought here was to create a unit much like we do with other things like domestic violence. we have dedicated attorneys that dedicated analyst and paralegals and investigators that are working with all the other partners in the criminal justice system. we have seen when we do tha especially in the analytical part of it, we generally take cases that may be presented to us as a single incident of prostitution and when we spend hundreds of hours investigating, we see a fairly significant organization with many victims. we have one particular ace and

that case winding up involving 22 victims across the country, and we were able to get a second victim to cooperate with the case. and this individual got a substantial increase in penalty as a result of that. we had another case that recently came to us as a single prostitution case. we now have identified two victims and the possibility of many others. and yesterday and human trafficking charges and involving the human trafficking case for two victims are involved that we know of. and that case and seeing this area. and becoming more organized and transcends the region with the national and international implications. and do the work that we're doing.

and the case and that area now that led to 22 counts. that case initially came up as a single 6,000 back pagesnd in the agreement to meet what turned out to be a 16-year-old time at the local hotel. we take the cases and treat them as a single prostitution case and never find the pimp because we do notes protut the sex work -- we do notes prot s pres pro e sex workers as other counties do. those cases end up in little consequences. and we can do the work the way we're doing and go after the source of the human trafficking. but that requires a lot of hours. one single case or 1,000 hours to deal with this type of work. and beginning to see the increasing auto burglaries and

that was a part of a lot of work between the police department and my office. and maried the groups that are doing this and nevertheless, we have the problem and the problem with this is like anything else. and if there are not other people to hand it will pretrial diversions and prosecutors and public defenders and the system will come to a bottleneck because the question you have to address is whether we want to be smart about the way ewith invest our money or use brute force.

just, as eugene mentioned, our administrative work is reancing. body worn cameras alone and in case of perhaps took a half hour to review, although rushed, and just two years ago may take three or four hours or longer. a single incident and three or four officers at the scene and half hour times four, five times. we have to review that video because we have an obligation to ensure we know everything that is contained there before we prosecute a case. there is no automated process to do that today. it is grunt work. somebody has to sit and review the video. we have discovery obligation to the defense that requires we provide all relevant information to the defense. they, in turn, have also an obligation to protect their clients to review all this so we are seeing an explosion on the

back end of the work, and this county has been traditionally understaffed in the d.a.'s office. we have shown that put proposal -- shown that muple time, but that is showing cracks in many other areas. and finally i. i.b. is slightly understood funded to have -- is slightly underfunded to have everybody in place, and this is a group whose work has increased in complexity and will continue to be so for the years to come. we are planning the conviction review this is a significant part of our work. >> and looking at the performance measures in the budget book. and i don't know if you had a chance to look at the budget book, but the performance measures. the data is not available for 2016, 2017 on conviction rates.

i am looking at you and your department, but also looking at the mayor's office. >> we can certainly make that available because we have it. i am not sure why it didn' m the publishing book. >> supervisor cohen: the mayor's office of budget, do you have anything to say an that? >> the oller's office works with the performance measures. >> supervisor cohen: thank you for that correction. it looks like mr. rosenfield -- >> it is slightly over 80% for both felony and momentedisdemea and that has been in an upward direction for the last three, four yearses in the office. when i game the d.a., we were around 50% for misdemeanors and 60% for felonies. we airoud80%. >> supervisor cohen: and i will move on. do we have an answer?

>> good afternoon, committee members. that looks like a printing error and my apologist. we will double check the number rs and get them to the commiee after the meeting. >> supervisor cohen: all right. thank you. 10 people on staff on the internal investigation bureau. how should we think about the return on that investment, and that is an investment of $2.7 million? >> right. i think i can give you some generalization and i have the head of the unit, but what we're seeing is the quality of the investigati investigations ha increased. and more time and more effort and to identify that. and the legal analysis has improved significant. and we are looking atct convon review and part of the intent of this unit and the complaint and

the complaint of the violation and police work and not only are we handling shootings and in the major litigation case against the alameda county sheriff's department. we have also a case now in trial involving fire paramedic, so there are many other cases besides officer-involved shootings that this unit is beginning to take over from prior work from other units as well as seeing an increase in their own work. if you would like more detail, we have that. >> supervisor cohen: i guess, what does all that mean? i am just thinking about the investment. it's $2.7 million. we work together to create this. and so now i am asking you to justify it. you saw the quality of investigations have increased.

>> when you say how many cases have we brought to filing? >> supervisor cohen: yes. >> we have the alameda county sheriff's case that was started by i.b.started, but they are working on it. we have a case involving the fire department. and there are other cases that are being reviewed. >> supervisor cohen: just two or two that you recall on the top of your head? >> two that are in the litigation stages. there are many other in the investigative process. and it is important to put clearly on the record that i hope no one here felt they were funding a guaranteed outcome in prosecutions. that would be unethical and not anything that i would guarantee. we are funding a higher quality

of investigations, higher transparency and getting to the bottom of the areas where we never went before. the facts are what they are. the unit doesn't make the facts. we just simply react to whatever the investigation provides. the problem before in turn and your areas and the expertise to understand what the unit has done and brought this to the surface. if you are looking for a guarantee in the number of prosecuon, this is not going to do that for you. i don't know that anybody can ethically say that they would do so. >> supervisor cohen: as the district attorney's budget has the increased by $30 million in the last eight year, originally starting from $39.4 million in 2010 to the proposed $69 million

now, how has that translated to increased felony conviction rates? >> it has increased from around 60% to about a little over 80%, but may i are eremind you also when i was chief of police t budget of the police department was around $140 million. and the co-of living in the city has -- the cost of living in the city has increased. we have an $11 million budget today. >> supervisor cohen: is it true that the cost per felony filing has also increased? >> the cost for everything has increased, madam chair. >> supervisor cohen: so okay. i will rest there. supervisor fewer. >> yes, can you tell me how much time has been spent on photo shootings? >> it is not unusual for us to

spend over 1,000 hours in the iston. >> and how many vacancies do you have? right around 90 people and we have one that we made and offered recently and will be filled. in fact, it was accepted. >> supervisor: are those attorneys? >> it is a combination. attorney, investigators, and a paralegal. >> supervisor: and how many cases has the unit taken on since being created? >> so when they -- this is a ball park. i can't give you the exact r 28 cases that were ome c in, 7 officer-involved shootings that were backlogged. since then, we have been averaging roughly -- how many? >> commissioner, john alden, the

managing attorney for the independent investigation bureau. i just came on a couple of months ago, but i can tell you that thembe nu of shootings we have had in san francisco has varied a fair bit year to year. so far this year to date we have had five, which is well ahead of arches in the last few years. from 2014 through 2017, the number of shootings in a year varied anywhere from four to eight. if current trend continue, we may see as many as 10 this year, which would be an unusually high level, and of course, there are in other kind of cases we work as as well, but specifically to shootings, we are anticipating a higher number this year than in the past. >> supervisor: and can pea to the retention or turnover of attorneys in this unit? >> well, as the district attorney mentioned, we do have one vacancy that we believe we have now filled. and i think it is very hard to find people who are a good fit for this particular unit. we're looking for very skilled

attorneys who have a combination of trial experience and also experience in police oversight or supervision. that's an unusual combination. many atysne who one do not do the other. in the course of their reeca. it has been challenging to find people. i also think we found high quality attorneys and i am excited about the team we have now. >> supervisor cohen: how many vacancies did you have? >> we had one until yesterday and now we have zero. >> supervisor: and then i wanted to ask you about the auto burglary task force. i understand when you came before us before, you mentioned that you're requesting this additional funding, the mayor chose not to fund it and you mentioned this could be, if you don't see an uptick on auto burglaries, that then you might not need the funding. so you are projecting out your year two or three you wouldn't

need as much funding if auto wlar burglaries were to decrease, is that correct? >> that is correct. as we have seen a different level of enforcement by the police and quite frankly we are seeing decreases in auto burglaries already that are pretty significant. my goal is always to have a two-year budget that will be evaluated 12 months out and 24 months out. i believe if we continue the, the police department continues at the rate they are doing their work and we continue to up our game on our end, that we have the auto burglary numbers will come to more traditional numbers for the city. and therefore, the need for a unit like this would not exist. conversely, i don't expect the same thing to happen with human trafficking. >> supervisor: thank you. i have one more question. how many cases have been resolved? >> we have cleared most of the backlog, so we started with about 27 cases.

i believe there are only two or throe cases left from that old group. however, we have been picking up other cases. my commitment to the board and the mayor when we have funded is to finish the cases in 180 k days. that is what we're shooting for for new coming cases and we are on target. and there is always exceptions, obviously, especially cases where you have to do a grand jury investigation and tend to take a lot longer. >> supervisor: okay. thank you very much. >> supervisor cohen: colleagues, are there any other questions? supervisor yee? supervisor stefani? >> supervisor stefani: you mentioned alameda county. do they pay us for those services? i am wondering why we are doing work for the county or looking into -- >> i'm sorry -- >> supervisor stefani: with regard to the i.i.b.

>> the case of a sheriff coming into our city -- >> supervisor stefani: oh, it happened in our city. i thought you were investigating something. >> no, a san francisco case involving and i.i.b. investigates law enforcement and other excessive official uses of force. >> supervisor stefani: i was just confused when you said that. view view we have invested shootings from task forces and other law enforcement agencies and the occurs in the city. >> supervisor: i wanted to clarify r you only looking at officer or peace officer involved shooting? >> no. for instance, we have a case we filed against a paramedic where where we have reason to believe that excessive force was used by a paramedic. we also have cases that do not rise to a level of shooting but excessive force with significant

injuries. and as i mentioned before, and this was always in the charter for this unit was also a conviction review unit. >> supervisor stefani: and how do you work with the department of police accountability? >> we work very closely with the department of the police accountability. in fact, we hope to have an m.o.u. sign and i know that mr. anderson is here today. one of the things that has been a struggle for getting an m.o.u. signed with the police department, and it's a matter of formality and we have m.o.u.s with the other law enforcement agencies that operate in the city, but some have been drarry has not been signed. supervisor thank you very much. >> supervisor cohen: you said earlier you cleared the backlog

but i was under the impression that there was still a lot of officer-involved cases that are unresolved without decision. >> so if you recall when the unit was originally funded, there were approximately -- and i am going to say approximately -- 27 cases that were backlogged. and there are only two cases left from that batch. however, we have continued to have officer-involved shootings coming in. most of those are resolved within 180 dayshat so w you are seeing is a turn around for the few shooting is usually right around 180 days. there are exceptions involved. we also do inustody deaths and is doing custody death and other accusations of substantial abuse of force wells conviction review.

>> supervisor cohen: you have ask for an increase of $5.7 million and in the presentation you talked about the expenditure veroew and the funded initiatives and the unfunded initiatives. i want to make sure you have not looks to expand or hire more? >> yesterday we would be down four people. and i notice -- and the increases are driven by real estate cost primarily. thank you very much. i don't think we have any other questions. i think we're okay. next we will hear from the public defender with a total budget of $39 million and asking for an increase of $2.3 million with 178 -- excuse me, 187 personnel and liking to hire two people. >> madam chair, we still have the two trailer. >> supervisor cohen: i'm sorry. we need to take public comment on the trailing legislation for

items three and four. if there are any members of the public to speak on the administrative code and accept and expend grant for the california compensation board. seeing none, public comment is closed. thank you. colleagues, i would like to improve items three and four and sent to a full board for the july 17 meeting. is there a second? thank you. second by jeff sheehy. we will take that without objection. mr. clerk. >> they have been recommended to the board of supervisors. we have the public defending joining us today. are you ready? >> yes. good afternoon, chairman cohen and members of the board of supervisors. first of all, thank you for the work you have done and the work that lies ahead of you. it is a big responsibility. but it's a very exciting time

now in city government. i look forward to this next chapter. of course, i miss mr. rose not being here, but sure i will have the opportunity engage with him next week. i appreciate the process. these are our strategic dpogoal going to the power point presentation. we have three new initiatives. the first is one that chair cohen and supervisor fewer are aware of. actually, the whole committee. this was the supplemental that was heard earlier this year involving expanding our program representing detained immigrants. the second is bail reform and pretrial release which, again, our priorities of the city as well as the big piece of criminal justice reform. and thirdly, providing

persistent treatment that we have proposed as a collaborative between the department of homelessness and d.p.h. with respect to representation of detained immigrants, we're adding tour new attorneys, two social workers and one investigat investigator. and we have two attorneys that started monday and starting there have. this is going to double the number of cases. again, something that is absolutely needed given what we are seeing from the trump administration. you have probably read about how the splitting of families and how they're detaining more people and we look at the edetention rates that are 40% higher than in previous years.

bail reform and pretrial release, we are now through the pretrial release unit proving reputation to clients. we had a report from u.c. berle policy, and according to the report, the program saved approximately 4,689 jail beds and which translates into 11,253 a year. reprovided the report to the mayor's budget office. in the first three months of 2018, the san francisco sheriff's department released 791 inmates facing direct result initiated by the officers as well as bail reform.

this has resulted in a 56% increase over the same period from the previous year according to jail statistics from the sheriff's department. the assisted outpatient treatment is a new program that is one that we proposed. and you recall the debate over laura's law which is assisted outpatient treatment to allow a court to require an individual to participate in outpatient treatment upon referral from a family member or mental health official or physician. in the past we have played a more paifsz role and rticarly to patients who referred to this treatment. and provide us with one paralegal who would help facilitate referrals of patients

and clients from the hospital and the jails into assisted outpatient treatment. we're expecting that we'd be able to do between three and three a month and the cases in the treatment increase to 25 a year. the paralegal will work with the department of public health, department of homelessness, and other mental health professionals. we have already started doing this. just to give you an example, there was one particular client who was homeless for six or seven years, and one of the people who appeared on the list with those who are in and out of that treatment. and through the collaborative efforts and able to put her in housing and she is now in housing and has been there for a number of months. that is what we are hoping to

replicate. and to be able to provide not only medical and mental health treatmentut also housing. those are expendedreviews and the charges and as well as the operating expenditures. these are the f.t.e.s. >> supervisor cohen: can you go back to that slde? that was too quick. go back. immigration unit. any questions? >> supervisor cohen: let me check with supervisor fewer. okay. you have come at least twice and we can see this an established pattern for budget supplementals

to increase your staff to provide services, particularly talking about for -- >> it was only for immigration. >> supervisor cohen: and the year before. >supervisor cohen: y. so how does this year's request for an additional staffing of eight persons differ from the previous request during mid cycle? during the mid budget cycle differ? >> i think in an abundance of caution, the city wanted to see how the program would work. and so originally we were staffed for four attorneys. we represented 150 people in that time period. and we came back after being invited by supervisor fewer who

was willing to take it up as a supplemental. and this is an area that we reluctantly became involved in because our focus is on criminal defense. however, because of the particularly actions by the trump administration and the need to be able to provide basic representation for people who are not entitled to a court-appointed lawyer from the feds, that we would fill that gap as new york does. >> supervisor cohen: do you anticipate that need will continue to increase? i think about now the president is implementing a policy where he is separating children from the parents. >> that's right. >> supervisor cohen: do you see this act would have some kind of an impact on us in the bay area? >> absolutely. i just talked to legal services for children, and they noted that they have a number of

clients who are children, who are in custody. and we have families being separated. and a 0% increase. and the only thing to do and to provide representation and to provide access to basic legal information so they can bring an asylum claim and seek a bond hearing. it's been remarkable to have public defenders in immigration court. we staff the courts and not all the courts. we're representing -- with this additional funding well be able to represent probably between 20 and 30 percent of the people. we are also reaching out to alameda county and other counties who are coming around. alameda county had a program before we did. they have six or seven lawyers now who are providing this representation. they were the first. but we're also reaching out to

other other counties. the state will decide to fund this as new york did. >> supervisor cohen: okay. supervisor fewer. supervisor mr. public defender, what does that immigration unit, tell me what is the composition now of that unit. >> currently now we have four immigration attorneys. one managing attorney who manages the unit and handles case. and three immigration attorneys, and we also have one support staff. with the additional staffing that we have received, we hired four immigration attorneys. set me say we were able to hire top notch folks with between five and 10 years experience in immigration instances. and we hired an investigator to

be able to investigator the cases after and two social workers who will prepair that ad this will allow us to have a full-fledged office. as you recall, we originally requested, i think it was 150 if there was a study to provide representation in all cases. this just doesn't quite get us there. we are at eight, but it is a substantial impact that we will be able to have on the cases in addition to providing direct representation to 300 folks, we can also feel appeals successfully filed a number of appeals which has resulted in chang chang changes >> you have three immigran