the speed as which -- at which we conduct independent investigations. in the past, 16 to 30 cases that we held in the past were expired jurisdiction, meaning they took over a year, and we just lost the cases. since coming in and filling those f.t.e.s with the investigators, we've had zero loss of jurisdiction in old cases. so we've sped up the amount of time that we spend on cases, but more importantly, we take on more cases. our caseload has gone up, in some quarters more than 30% for a number of other reason, but that's the 45 number and why it's much bigger -- >> chair fewer: so what is your caseload, mr. henderson? >> the current caseload is 660 cases with 3300 allegations. >> chair fewer: okay. president yee has a question.

>> president yee: just for classification, i'm looking at your organizational structure. you fall under the police commission? >> i think so, yes. >> president yee: okay. i just wanted to make sure. i notice that the -- of the seven new f.t.e.s, that your focus will be for the purpose of sb 1421, maybe 748. >> yes. >> let me what -- just because the police department wanted 11 new f.t.e.s to do their part.

so i -- help me understand why you need four, and what they'll be doing versus what the police department is doing.

[inaudible] >> it's different, but it's related, so when the law comes into effect in july, those records will have to be released, as well, but it's a similar process to the 14.1 request. >> president yee: right. but i think what you're saying is not all four of these new members are focusing on the body camera. >> correct. i was talking about 1421. >> president yee: yeah. that's a little broader. >> thank you, but those same

individuals will be doing the body camera work, as well. so some of the 1421 work includes body cameras, as well. so some of those are railroare that kind of work. >> president yee: how much did you ask for to do that? >> well, i asked for four, and four is what we will get, and four is what we will work with. >> president yee: what did you ask for? >> i have to think about that. >> good afternoon. sarah hawkins. so we asked for 11, and the reason it got pared down to four is because exactly the same number of hours that we're

doing now would be exactly what that legal position would represent. >> chair fewer: any other questions? thank you, mr. henderson. >> thank you. >> chair fewer: all right. let's have the fire department now, and do we have chief nicholson here? oh, she just went to the bathroom. oh . sorry. said that over the microphone. that's fine. everyone needs a biobreak. okay. come on up.

okay. are we ready to start? hello, chief. thank you for joining us today. we are setting your timer for five minutes. if you need more time, we can allow it, but we understand there's a big sporting event going on at 6:00 tonight, so we are rushing out of here. mr. clerk, please set the timer for five minutes for our fire chief. thank you. >> chief nicholson: thank you so much, chairperson fewer. jeanine nicholson, chief of department. i will try to be as succinct as possible yet informative.

>> chair fewer: great. thank you.

[inaudible] >> chief nicholson: the next is an i.s. programmer. and then, the last is fire protection engineers. and what i can say about this is they're backfilled temporarily with our h-4 inspectors because there is the need for that work. but the problem with fire protection engineers is the lack of them. there are very few in the united states, and frankly, they'd go work in a place where there is a lower cost of living. so we're looking at that, to e reclassifying that and training in house.

and one is funded by the port and the other funded by the airport, and the other by fire prevention revenues. the next is our the increases that we're asking for is the next fire captains to be part of e.m.s. 6. and the reason they need to be rescue captains and not just paramedics is this is a pilot program from the state, and it requires that they be paramedic captains, so we cannot substitute just a paramedic for that position. a health and safety officer, we're looking to put on the staff, an executive secretary for all the housing initiatives that we have had to handle over the past years, and then, three fire inspectors that are revenue backed. so i'll start just giving you a

little -- little bit more of the budgetary overview. with this slide, it's sort of really telling in terms of our increase in total incidents from 2013-14 to now. and it -- in terms of all incidents, and then, in terms of our medical incidents, there's been a rise in both. so e.m.s. 6, i've had an opportunity to speak with all of you about this, and i do hope that if you haven't done a ride along, we'd love to arrange that for you so you can see the important work they do for you. right now, they're only addressing 13% of the high-volume callers, so we're asking for five additional to ensure that we can work more closely with d.p.h., with the department of homelessness, to really stream these people no services. and it will also have -- i like to call this e.m.s. prevention.

so this will have an impact on the back end in terms of our call volume, as well as helping people get off the streets. their tons of case -- there are tons of case studies i could tell you about, but i know my time is limited. one of the case studies is from the portal area. he had 211 active implementations in 2018 and only 9 this year. i'll go to fire prevention. basically, the large community development team we have formed has been in response to executive directives and other legislation, including 100% affordable housing, our a.d.u.s, prefabricated housing,

and we currently have over 80,000 rus 80,000 residential units in the pipeline, which is an astonishing number. we are also looking at a strategic reorganization of the department of fire prevention to increase our scope of control and increase efficiency. so right now, our fabulous fire marshal has to sign off on almost everything, and what we want to do is put in another level of management, one for coding, one for code enforcement, and one for the housing team so they can have some decision maki-making responsibilities, and it really stre streamlines the process with everyone. we've been working with d.b.i.

and the planning department on that. just to show you the uptick at what we've been doing at fire prevention from ten years ago, it has more than doubled, the permit applications, and got up more than a third for our inspections. so our workload increases, our workload keeps increasing, so we need to be really smart on how to manage that workload, but again, these positions are all covered by fees. then, the equipment plan. we got our mayor's fleet and equipment replacement plan that started in 2015-16, and this is a continuation of that, and it is $9.2 million over the next two years. and i can tell you from riding around on the streets of san francisco for 24 hours in fire engines and ambulances and fire trucks that our rigs are still

in need of updating. we are not following the national standard for replacing our vehicles after ten years. we have many vehicles out there, and i'm talking front line fire engines that are 15 and 20 years old. so if you look at this sort of shows you the green for fire engines and ladder trucks. those are the vehicles that are under ten years old. the yellow is between ten and 15, which the nfpa standard is those should be "your relief pieces" that are only used in real dire times. and you can see 63% of our ladder trucks and 42% of our engines are over 20 years old. so we have done a little catching up, but we still have some work to do. and you know, also, in terms of

responding to wild land fires and urban interspace fires, we often have to send our newer pieces up there because our older equipment is not trustworthy enough to make the trip up and back. so that, to me, is pretty telling. hose tenders, near and dear to my heart, and i hope to yours, as well. chairperson fewer, hose tenders, we are looking at -- we've been allocated four, for $4 million. and i am happy to explain that further so any of you who have any questions, but i think i've gotten to speak with each of you about this, and the importance of these. [please stand by]

i had a rollover incident at the ocean avenue on-ramp, 11 people ejected from a vehicle. and you don't forget seeing dead bodies and seeing that kind of thing. and we respond professionally, because that is what we do. and then we have to go home to our families and act normal. so we need some support.

we need some real support with that. and, you know, there's also mandatory overtime, because our staffing levels are sometimes a challenge. so that creates burnout among members as well. and then this health and wellness officer would also manage our cancer prevention and recovery efforts. and oversee the department's physician's office and educate our members and really write policy, develop policy to victim prove the health and wellness of our members. and they will oversee the workers' compensation carve-out, which i think will save us millions of dollars, in the long run. and, you know, i care about my employees. and this is a very near and dear to my heart, a position that we need. and i also brought another member of the department with me

chris galler, who, if you can gum come up and just say hello, chris. he, like i, had to fight through this on our own. we didn't have the proper protections in place back then. we didn't have a health and wellness chief. and fortunately my brother chris is still here today. i just want to say hello to you. >> i just want to say hello and to thank you for everything that you do. thank you. >> chair fewer: thank you. >> advice -- chris is really a great example of the resiliency of firefighters, but we need a little help. as you know -- you can put the next slide up. this is -- this is what our members go through. and if you look at this photo, you may not recognize that person, but that's me. and that was at my 16th round of chemotherapy. and i don't do this because i want sympathy. i do this because i want you to understand what we go through and what we need.

and this is what we need. you can go to the next slide. and these are just names of firefighters that have died since 2000 of cancer alone. this doesn't include the suicides, the cardiac events and all that kind of stuff. so i know i have gone over my five minutes and i thank you for your patience with me. >> i will just say that my husband is a retired police officer. 35 years on the force. i absolutely agree with the wellness officer. i think that it is true. the stuff you see, you don't forget, subconscious remembers all. and my question is don't you have a unit for that? >> so we have a very small unit called a peer support unit. it consists of two firefighters. and we rely need someone over that, who is able to work with local, state and federal officials, get us grants.

and these two people are the boots on the ground. these two people from the peer support unit. so every single day they're out there talking to our members and working with our members, getting them help. >> chair fewer: and how many firefighters do you have? >> i think over 1700, between 1700 and 1800. >> chair fewer: and 1800. okay. you should have a unit much larger than that. >> agree. >> chair fewer: i think if you have been witness to a very traumatic incident or you're involved in it, quite frankly then many times it's the members themselves who say i need help. and i think that if they ask once and you're not there, then that is a tragedy for all of us. so actually i completely agree with that. i want to ask of the e.m.s. six team. you said these are captains, e.m.s. captains because this is a state initiative, is that correct? or a straight grant? -- or a state grant?

a general fund or funded out-of-state funds. >> can you speak to that, mark. i'll have mark speak to that. >> chair fewer: sure. >> this is a general fund program. it is a state pilot program through the local e.m.s. agency, as well as the state e.m.s. agency. so there are certain parameters that we have, because it's a state pilot program. but it is funded by the general fund. >> chair fewer: recouping any moneys from this? >> at this time, no. >> chair fewer: the state just puts a program on and doesn't fund it? >> yes. >> chair fewer: got it. i think the work is important. so -- >> but it's a pilot to allow e.m.s. workers to do this kind of thing, right. this is not standard e.m.s. work. >> correct. we're hoping to use this sort of as an example of what we can do also to cut down on call volume, cut down on transports to the hospital. because the whole system is suffering right now. and so a little bit of prevention can go a long way.

>> chair fewer: do you have any vacancies now? >> so i spoke to the vacancies earlier. >> chair fewer: seven what you showed on the sheet and that's it? >> yes. >> chair fewer: so you are not having a hard time recruiting? >> no, we are not. >> chair fewer: so funny. police are. my husband always says that about police and fire. >> well, when you got it, you got it. what can i say. [laughter] >> chair fewer: everyone loves the firefighters. okay. supervisor stefani. >> supervisor stefani: thank you, chair fewer. thank you, sister chief, for being here. >> thank you. >> supervisor stefani: i wanted to touch base about our ambulance staffing, given what just happened this week with our heat wave and everything. with handling both e.m.s. and ambulance services, i know that call volume has significantly increased. it doesn't appear that ambulance staffing has increased since 2015 and here are my questions. i'm wondering how equipped are we to handle a citywide emergency, like we did -- like

we had with our recent heat wave on monday. i know that there were things that happened in my district, we had the drown, which is so sad and unfortunate. of course, plays into i think the health and wellness officer, very much needed, considering what those firefighters had to go through that day. and i'm wondering if we are able to staff each of our ambulance shifts every day and what does it mean if a shift is unstaffed? and i hope i'm not throwing too much at you at once. but the same day on monday, i went to an event at grace cathedral. and one of my very dear friend, who is in her late 90s, was being taken away in in ambulance, because she fainted # because of the heat. there were issues with how many ambulances were out there and what hospital they were going to go, because all of the hospitals were being diverted. just on that one day brought up so many of these issues. >> you think bring it on, sister, i'm good. we've had no e.m.s. hirings

since 2015, that's correct. we've also moved some of our e.m.s. people into other positions, like the airport has bicycle medics now. so we've taken three people off the ambulance to supply three bike paramedics at the airport. so that's had an impact on our staffing. and so it's been a huge challenge for us. we run at level zero on a daily basis. and level zero is when there are no ambulances available to respond to an incident. and so that speaks volumes to me. and what we had to do on monday, in terms of staffing, and just overall staffing, so each day we are unable to staff five shifts. so we're down five people on the ambulance, five shifts every single day. so that -- that's a challenge. we certainly look at data and move people around in terms of

scheduling, to try to do the best we can. we upstaff, we do mandatory overtime. we do overtime, but people are getting burned out frankly. and so it is a huge challenge for us. i think e.m.s. six would certainly -- can certainly help address some of that. really it's an enormous challenge for us. on monday specifically, it was a real challenge. we actually had to call in mutual aid from contra costa and salano counties because we could not handle the call volumes within our county. to me that makes me nervous and i want us to do better. >> supervisor safai: thank you. >> chair fewer: and ask about cooling centers actually, because that would prevent some of it, too. supervisor mandelman. >> supervisor mandelman: hello, chief. >> good to see you. >> supervisor mandelman: good to see you as well. i just wanted to say how

enthusiastic and appreciative i am of the proposed increase in e.m.s. six staffing in particular. i know there's other things in here that are important to the department. but i had the privilege, along with aaron, in my office, of doing a ride-along with april bassett and i just was amazed by the heroic efforts that i think three of them that are in the unit. >> correct. man make with these folks, who otherwise would be generating even more 911 calls. and the wonderful way that she worked her clients and the relationships she had formed fod with people. you know, and i know simon paining has been contributing to policy discussions here. but, you know, it's -- i think there's a general recognition that having police be the first or only outreach for many people in distress is not great. and having other folks, particularly, you know, folks on the e.m.s. six, clinicians,

folks from d.p.h., but people who are able to handle pretty high stress situations and work with people who have a lot of challenges and improve outcomes for them is really important work right now. so thank you. >> thank you. >> chair fewer: oh, yes. thanks. >> supervisor ronen: first, i want to just appreciate your leadership and recognize that you've started your job at a very awkward time, where your predecessor introduced the budget to the mayor. and then you came in on the back end. so i just appreciate what an awkward situation that is. >> thank you. >> supervisor ronen: so i wanted to understand what in your presentation has already been included in the mayor's budget and what has not yet been included, that you feel you need for your department, in order to do the best job you can for us. >> so what is not included is more e.m.s. staffing for the

ambulances or for however i see fit, whether it's more e.m.s. prevention. i've had conversations with d.p.h. about how we can do that. but definitely more staffing for our e.m.s. right now we are using people from the suppression side of the department to work overtime on the ambulances. and it's not exactly a cost savings for us. but we need to provide services. so definitely more f.t.e.s, literally about 40 of them is really what we need. >> supervisor ronen: okay. okay. thank you. >> thank you. >> chair fewer: okay. thank you, chief. >> thank you so much. >> chair fewer: thank you for coming. thank you. okay. so the next department is -- oh, the department of emergency management, the executive director. so we can ask about cooling centers i'm assuming. >> go again, sister. >> chair fewer: i know you guys

work hand-in-hand together. we love her, too. come on down. we love her so much, we're giving her five minutes, as soon as she's ready, can we give her five minutes. >> on the clock. i'm going to do it. >> chair fewer: thank you. >> i'm not quite ready. hold on. okay. did we start already? >> chair fewer: not yet. he's about to. you'll see the clock right there. >> okay. >> chair fewer: mr. clerk, five minutes, thank you. >> good afternoon, everyone. i'm mary ellen carol, executive director of the department of emergency management. and i am going to present our budget to you here. the first slide shows -- there we go. it shows the overview of our division. essentially we have three main divisions, division of emergency communications, which is the 911 operations, the division of emergency services and our admin

division. in addition, we are the fiscal agent the department of emergency management for the homeland security grant funds, the urban areas security initiatives, that provides grants for the 12 bay area regions. so we provide the fiscal agent to that and have responsibility for regional preparedness in that capacity. as far as the overview, our expenditure overview, as you can see from our chart here, we have our largest category is salaries and fringes at $52 million. and this represents over half of our budget. the other significant expenditure category includes non-personnel services, which is about 23% of our budget. many of these are professional services contracts, proprietary software, license c.c.s and our homeland security grant

expenses. our other significant categories, worth noting, are the $7 million for capital projects, $8 million for work order services and $5 million related to debt payments. department of emergency management -- excuse me, strategic goals. so our first goal is investing in the 911 system. the support of our accelerated dispatcher hiring that be the primary investment in 911 operations, to continue to stay our progress and keep hitting our marks of answering 90% of our emergency calls within 10 seconds. over the next two-year period budget, we plan to hold five more academies, which will give us an additional 54 new trainees. in addition to hiring dispatchers, we have two major i.t. initiatives, one is the replacement of our c.a.d. project and the other is the sort of wrapping up the

radio replacement initiative. the second is ensuring a prepared and resilient city. this morning we hosted a workshop for every single city department, in order to prepare for the pg&e power shut-off program. that's just one example of what we do, but, in addition, this year, or 19-20 is our first full year of the watch center, this is our pilot watch center program. we have four full-time employees seven days a week coverage during days and swing shifts, to gather situational awareness involving incidents, address the immediate needs of the community, including fire, displacement, things that happen and to coordinate and support services to responders. beyond the watch center, our d.e.s. staff prepare the city through exercises and planning and training. our third goal is educating and

engaging the community. we have many initiatives that we do this through, preparedness to 911 education goals, trainings, community events and a big one is our alert f.f. notification program. and then finally strengthening regional relationships. and san francisco gets $24 million in annual federal homeland security grant dollars. and with that we work quite a bit with our region. it's rare that we're going to have an event that only affects san francisco and would not require us to have regional coordination. these are our positions by division. so there are -- we have about 280 positions. 210, or 75% of our workforce, is our 911 or division of emergency communications. the remaining 70 are slightly

less than half of that for admin. [bell ringing] and uasi and d.e.s. account for 34. there are two new divisions and all related to hsoc. i'm assuming we'll have some questions about that. so i will defer that. some of our performance measures are around the number. so for us keeping our workforce in place, hiring new dispatchers [bell ringing] and, let's see, as i mentioned, our timing, making sure that we are answering our calls within the standard time. we track our trainings, the exercises that we do, how much we extend. we communicate with the public, how many touches we have, what our social media engagement is, et cetera. if you would give he a little more time, i can present the

vacancy slide, that i know -- do you want to move forward to that? thank you. so these are the current vacancies. we have currently 10, 8238s, those are dispatcher positions. those will be filled with the next post-academy by the end of september 2019. in addition, we have in the division of emergency services, our deputy director for emergency services has been hired. it's chief eric newman. he's currently the chief of the stockton fire department. but he will be our deputy director starting july 1st. we have three vacancies under that. and i -- these are all recent vacancies. and it's my desire to have the deputy director when he comes on be involved in the hiring.

so those -- we have begun the process, but he will be involved in that. in admin, we have two positions that are currently, one is being filled as we speak. the other is being recruited. and then in uasi, there are three positions, one has been hired, one is in the hiring process and one is in recruitment. >> chair fewer: okay. thank you. president yee. >> president yee: in regards to the uasi staffing, you know, since we've been able to finally restructure the training. >> yes. >> president yee: that took forever to do, but eventually we got it done i guess. because of the restructuring and we had the fiscal, has that changed the full-time or staffing that would be paid out

of uasi? >> it hasn't at this point. so where -- what supervisor yee is referring to is the training and exercise program, that is about -- it's about $5 million annually. it was administered through alameda county. and just in this past budget cycle, alameda county decided not to continue to manage that program, the sheriff in particular. so right now we are -- we are going to be putting out an r.f.p. in july for some entity to run the training and exercise program. it could be another jurisdiction. it could be a consultant or a third party. if we do not get someone to run it, one option would be that the uasi management team could potentially take that on. if that were the case, then we might need to expand staffing

within the management team. but, you know, we're going to put it out and see what happens. with that. >> president yee: okay. well, i mean, it wouldn't be a bad idea if our management team would do it. no s.w.a.t, no -- >> correct. >> president yee: emphasis should be on de-escalation. >> yes. and we owe -- i committed to give you a copy of the r.f.p. when it's drafted. and we're almost there. and you will get a copy of it before it's finalized. >> president yee: appreciate it. >> chair fewer: any other questions at all? i just have one question. one comment is it looks as though you've been able to staff up. that has been historically an issue i think with your call center. >> yes. >> chair fewer: is that it was hard to retain people, but it was hard to staff up. >> yes. >> chair fewer: it's a very rigorous training and a very high-pressure job. and some of the things we heard was that employees had to work mandatory overtime, which they did not like, okay.

>> yes. >> chair fewer: this is great. i see you don't have a great number of f.t.e.s being added. looks like you have two, three? >> yes. >> chair fewer: and then also another thing i want to ask is about the alert s.f.? are you putting any funding towards alert s.f. to accessible multiple languages? >> so around alert s.f., we are -- the main issue that we have around alert s.f. with multiple languages, is that there is some limitations to actually the software and how you get that -- those languages out. and so we don't have any funding currently, with the -- actually i have to back up a little bit. we do have some funding through the local homeland security funds, that are going to be -- that are dedicated to public information. >> chair fewer: okay. because actually i would like to

see it in spanish and chinese. >> yep. >> chair fewer: i have so many chinese-speaking residents that we work very close with you, your department, also to get people signed up. but if you can't speak english or read english, it's a little difficult. >> definitely. >> chair fewer: any other questions or comment. seeing none, thank you very much for your presentation. thank you for your work, especially on these really hot days. we'll have questions about cooling centers individually. thank you very much. now let's have the department of adult probation come up. hi. hillary.

okay. we have ms. karen fletcher here. ms. fletcher, as you know how it works, we'll ask the clerk, mr. clerk to put five minutes time on. as you know, if you need more, we're actually able to give you more time. thank you very much for coming today. >> thank you very much. so our first slide lays out our mission, which is very simple. protecting the community, serving the justice and changing lives. our mission -- our vision statement really supports that mission, in that we are working very diligently to ensure the integration of evidence-based practices in all of our work, that we approach everything from a victim-centered way, that we build upon the collaboration with our city and community partners and we address the needs that are outlined by our clients.

our strategic goals are in line with the mayor's objectives, to provide services that break the cycle of crime, support victims of crime, enhance services provided at a one-stop center, which is our community assessment and services center, better known as the cacs to strengthen collaborations to better address client needs and to improve data collection and reporting. our next slide is a very high-level look at our budget. sop if you'll see, there is not much of an increase. the increase over the next two years would be about $3 million. and that really is attributed to labor costs and also rents. there is not a big fluctuation in any other line item, including operational services and interdepartmental services. in the next slide, what i really wanted to do is to lay out for you the direct services and the dollars invested in those direct services for our clients.

so the total a.p.d. operational services current budget is a little over $10 million. under that, i list all of the programs that we fund out of that line item. housing, case management service s, employment and education, gender responsive services, sex offender treatment services and supportive services, which include mentoring, healing circles, enrichment events and activities, clothing vouchers, entrepreneurship, hygiene kits and bus tokens. those items total almost $6.8 million. that's 68% of our operational services budget. and in addition to that, all of the work orders that we have, mostly with h.s.a. and department of public health, are a little over $2 million more. so we're investing currently $8.8 million in direct services and that tends to increase over the next two years to about

$9.3 million. our major initiatives are the relocation from the hall of justice to 945 bryant street. and that's scheduled to take place in the spring of next year. the replacement of our case management system, that has been an ongoing project. currently in the design phase. we're very much looking forward to having a new system that will improve our data collection and our ability to report out outcomes. victim restitution. we're continuing to refine and enhance our process of victim restitution on all court probation matters. this was a function that we took over from the pre-trial diversion project back in november of 2017, to provide a better way of contacting victims, something that they were not actually able to do, because of a lack of resources. so we took that on. the community assessment and services center, our ongoing effort to increase services and housing opportunities for

individuals who are justice-involved. we're anticipating the impact of bail reform and all of the state supreme court cases that will be decided probably in the very near future and how that will impact the need for services at the casc. and finally the healthy streets intervention program. we continue to support this effort by having probation officers out in the community, on the operation days, with pee dee and the fire -- cdc and the fire department. so we're providing staff there, while d.p.h. does assessments for individuals brought into the italian. -- facility. the next slide is laying out f.t.e. changes. we have not requested any f.t.e.s in this proposed budget. and our current vacancies stand at 11 deputy probation officers. [bell ringing] , conditional job offers have been extended. they're just not completing

their background process. and one senior community development specialist, who has also accepted a job offer. the final three slides represent some performance measures that are pretty interesting to note. so the first one lays out the reports submitted to the court. so if fiscal year 17-18, we submitted 5,668 reports to the superior court. this is a mandated function. [bell ringing] we are required to meet certain timelines in those submissions. in addition to that, in order to ensure evidence-based practiceses is infused into a all of the dealings with clients, we conduct a compass, risk and needs assessment on every individual that we supervise. and that really drives the individualized treatment plans for every client, which then tells us how often we are supervising them in the office and in the field and what services they should be linked to. so we're meeting 93% of the

assessments are completed. the other 7% are typically individuals who are unable to complete the assessment due to mental health issues or their refusal to participate in the assessment. the next slide lays out just the comparison of the risk level of the clients that we supervise in san francisco. so for fiscal year '17-'18, 50% of our clients were deemed high risk, based on that risk and needs assessment. while statewide for calendar year 2017, high-risk was about 38%. and the last slide really speaks to the referrals and prison commitments. so in calendar year 2018, 1% of our clients were committed to state prison as a result of a violation of probation. calendar year 2017, which was the only data that we could find statewide was 3.1%. so comparatively we are doing better than the statewide

average. on the right side, you'll see that the clients referred to treatment or support services was 2,379 in fiscal year 17-18 and the individuals served at the casc 3200 and that's unduplicated individuals. and then finally our success rate for individuals completing probation, in other words not being revoked and sent back to custody, was 72%. so this really outlines some of the great work and the effective services that are happening at the casc and through the supervision of the officers in the department. >> chair fewer: yes. is your recidivism rate, do you know? >> so we're trying our best to link our definition of recidivism with the sentencing commission in san francisco, looking at it from three years. we're also trying to fit into looking at what is that number when you look at individuals who have completed supervision.

because the real test of recidivism is after off supervision, how well do you do. so we're still working on that. 72% completed successfully. but we're still looking at that other piece after they're off of supervision. >> chair fewer: yeah. i think that data collect also with employment, with all of these other, because we have some programs now specifically targeting re-entry, right. so just to see how successful we are quite frankly. this is a hard city to live in for a lot of people. >> but even more when you're re-entering. any other comments? supervisor ronen? >> supervisor ronen: yes, hi. how many caseworkers do you have in adult probation that work with mental health illness or substance use, addictions that are systems involved? >> so we actually -- we have a unit of probation officers who specialize in cases involving mental health. so that's about six probation officers that are dedicated to

that unit. and then we have contracts through citywide, university of san francisco to provide case management at the casc. i don't have the specific number. certainly there's always a wait-list when it comes to case management services, especially for our higher-needs clients. >> supervisor ronen: do you know how long that wait-list is? >> you know what, it's sometimes 30 days, sometimes 60 days, depending on kind of the flow of cases. >> supervisor ronen: okay. thank you. >> chair fewer: okay. any other questions? seeing none, thank you very much. thank you. thank you for your service. thank you. next we'll have the courts, please. >> chair fewer: and we have mr. yuen, here. i think we all know.

is there a power point? oh, ms. wong is back. hi. >> all right. supervisors, i apologize for some reason the thumb drive is not working with the laptop. but i do have the printed versions of it that i'll be happy to display on here. >> chair fewer: thank you very much. would you like assistance with that? no. >> chair fewer: we can -- are you okay, because we can stop the clock and see if we can get

some assistance? >> no. i think for use of time. >> chair fewer: thank you. >> good afternoon, supervisors. thank you for having us here today. i'd like to spend a few moments sharing with you a couple of programs that are funded by the city. as you know, the superior court is a state entity. and, therefore, a majority of our budget, an overwhelming majority is funded by the state. but there are two programs funded by the city. the first of these two programs is the civil grand jury. the civil grand jury's role is to investigate county government and review the functions of county government. every year we receive $200,000 from the city to staff the needs of the jury and to act as its fiscal agent for all of its expenses. this year, as in all years, we'll end the year on budget in this program. the other program that's funded by the city is much larger. it's the indigent defense administration program. ida provides representation to the accused, whenever the public

defender cannot do so, due too an ethical conflict of interest. all people are innocent until proven guilty. and all of the accused are guaranteed representation, pursuant to the 6th amendment of the united states constitution and section 987 of the california penal code. in the current year, our allocation for ida is $7.4 million, we've seen a -- 22% increase in the number of cases that have come to the panel. and we've dealt with a change in legislation, that went into effect in january of this year, sb-14. changed the criteria for when the felony murder rules should apply and made the changes retroactive. across the state hundreds of cases that need to be reviewed and in san francisco there are 38 of these cases, ten are being handled by the public defender and 28 cases are being handled

by ida. however, despite the increases in workload in these two areas, in this program also, we are projected to end the year on budget. however, what we've seen in the ida program is there has been an erosion of representation providers. ida is losing attorneys at a rapid pace, because the compensation in san francisco is insufficient, compared to the competition. and our main competitor in this regard is the federal defense panel, or the c.j.a. panel for short. here in this chart, you'll see on the left side the c.j.a. rates $148, regardless of case type per hour. on the right, the rates for the ida panel, they range from 19% to 50% lower than the federal rates. as a result, we're seeing a crisis, where we are losing available attorneys to take cases. we've only had two rate increases in the last 12 years,

one in 2007 and another one in 2014. and what we've seen is on our panel, in adult criminal at the hall of justice, we've seen a 45% decrease in the number of attorneys on that panel. and of that juvenile justice center, under juvenile panel, a 56% decrease. so earlier this year, we did a three-month case study. we took a look to see what percentage of attorneys that do remain on the panel are declining cases. and what we found was that the hall of justice in adult criminal cases, 54% to 65% of our attorneys are declining cases. at the juvenile justice center -- declining cases. and in our most serious case type in homicides, of which we have 74 clients, we're seeing 63% to 75% of our attorneys declining cases. and the reason why they're declining cases is because they already have large case loads and the reason they have large case loads, there's not enough

attorneys to spread the cases to. the attorneys do not believe if they were to take another case, they could provide adequate representation, adequate, quality representation that the defendant deserves. in order to address the problem, we are proposing to increase rates to uphold the rights of the accused. so here on this chart, you'll see what you saw previously, you'll see the $148 per hour on the federal panel and our current rates, that range from $74 to $119 per hour. and then you'll see a proposed two-year phase-in to get rates into a level that's still going to be lower than the federal rates, lower by 9% to 32ers%. competitive enough to allow us to narrow the compensation gap to stem the tide of attrition. to bridge the compensation gap, the mayor's budget has committed to $900,000 over the next two years. $300,000 in budget year and $600,000 in budget year plus

one. unfortunately this does not get us quite to the level where we believe we will be competitive. this will get us to rates that are 16% to 48% over the federal rates. [bell ringing] 10% to 25% lower than the proposed rates. we're still seeking to identify funding, $945,000 for the budget year. and 1.7 million for budget year plus one to bridge this gap. so in closing, i know my time is up. i'd like to leave you with two examples of why this is important. it's important to uphold trust and confidence in the justice system. and in order to do that, we need to make sure that we have quality representation for everyone who is accused of a crime. just a few weeks ago, when one of our felony arraignment departments, we had a an issue where no panel of attorneys staffing that department. so, therefore, we had no attorney available to appoint to a case. we had to go out into the hallway and look for any random attorney who was available to take the case. there's risks to this. we risk not knowing whether or

not that attorney is qualified. we risk not knowing whether or not that attorney has the time necessary to devote to that case. and these risks lead to the possibility of ineffective assistance of counsel, is something that nobody wants. finally, i'll leave you with the real example, the live example of jamal trulove. jamal is a san franciscan, he's musician, actor. in fact, a starring role in a film that came out last week, called "the blast black man in san francisco." in 2007, jamal was in the wrong place at the wrong time. he was arrested and subsequently convicted for murder. he maintained his innocence and seven years later, in 2014, an appellate court overturned his conviction and ordered a new trial. at that point, to ida attorneys were appointed to represent him in his new case. a year later in 2015 he won a jury