Adult Probation Department

Adult Probation Department
Gender Analysis and Recommendations - 2001

THE ROLE AND MISSION

Our Mission is to serve and protect the community through the investigation and supervision of adult criminal offenders. We serve the courts by providing thorough, timely, and accurate reports to assist judges in making appropriate sentencing decisions. We monitor the behavior of persons placed on probation and hold them accountable for any criminal activity and return them to court when they fail to comply with conditions of their release. We also furnish offenders with counseling referrals for rehabilitation services enabling probationers the opportunity for self-improvement and subsequently reducing criminal behavior. We provide information, resources, and assistance to the victims of crimes. The department collects restitution on behalf of victims and collect fines and fees for the benefit of the City.

The Adult Probation Department collaborates through continual professional involvement with the criminal justice system; law enforcement agencies, government services, and community based organizations to execute our highest standards of performance.

The Adult Probation Department recognizes the importance of safety for our Probation Officers and the Community through training, policy, and procedures. The Department provides protection to the community by supervising offenders placed on probation, enforcing their court-ordered conditions and returning them to court when they fail to comply or commit new crimes. The department works with offenders, making referrals to appropriate treatment or other resources, encouraging employment, and holding offenders accountable for their actions. Probation is one sentencing option available to a court in the State of California. A sentence of probation allows a person convicted of a crime to remain in the community as long as he or she complies with certain restrictions, which may include all or some of the following: reporting regularly to a probation officer, submitting to drug testing, attending treatment programs, or paying fines, fees, and restitution.

Probation differs from parole in that it is an alternative to incarceration, whereas parole is the conditional release of an offender who has served time in jail or prison. Although various offenses can result in sentences of probation, typical offenses that receive this sentence include drunk driving, drug violations, and domestic violence. The California Welfare and Institutions Code require that each county in the State have a probation department. The City and County of San Francisco has two: one for adult offenders, another for juveniles. The Penal Code details the responsibilities of probation departments and states that the county probation officer shall determine the level and type of supervision to provide probationers within the court-ordered conditions of probation.

The state Superior Court for the County of San Francisco is the judicial entity of the City that sentences adult offenders to probation, specifying the length of each sentence and the conditions to which the probationer must adhere. Those sentenced to probation with the Adult Probation Department are called probationers and commonly serve three to five-year probation term under the supervision of probation officers from the Department.

Probation is changing with the new Substance Abuse and Crime Prevention Act of 2000 (Proposition 36) that went into effect on July 1, 2001. Proposition 36 is a post conviction statue that focuses on treatment and eligibility commences upon conviction. This Act will increase the number of people supervised by the Adult Probation Department. The Adult Probation department in turn has proposed a Treatment Network-Proposition 36 Unit.

The Network program has been a part of the department since 1995. It's an 18-month voluntary or Court mandated program for women who have been sentenced to probation for drug and alcohol related offenses. The focus for Network since its inception has been for women drug offenders. However, since the infrastructure is already in place and provides the linkage between the criminal justice system agencies and treatment providers, the Adult Probation Department seeks to encompass Proposition 36 clients, men and women as well.

DEPARTMENT SERVICES

Major services include:

Adult Investigation: Preparation of approximately 5,000 pre-plea, pre-sentence, supplemental, and diversion reports annually.

Adult Supervision: Supervision of approximately 9,000 offenders, using a classification system to determine the levels of supervision. Special programs within the Supervision Division include Intensive Supervision, Drug Diversion, Drug Abatement, Drug Court, Gangs, and Domestic Violence.

Collections: Offender collections programs include recovery of cost of probation, cost of pre-sentence reports and collection of victim restitution, fines and penalties.

The City and County boundaries are the same. The population of San Francisco is approximately 750,000. Unlike the other 57 California counties, San Francisco has separate adult and juvenile probation departments.

In April 1998, the City and County of San Francisco passed an ordinance to locally implement the Convention on the Elimination of all forms of Discrimination Against Women (CEDAW). For more than a year the San Francisco Adult Probation department has been working with the CEDAW Task Force through the Department on the Status of Women (DOSW), previously known as the Commission on the Status of Women (COSW), to analyze the way it does business in the face of issues such as discrimination against women, and the human rights of women. This Department Analysis and Recommendation report was prepared as a result of the analysis and will be presented to the task force.

METHODOLOGY

The DOSW was started thanks to the progressive thinking of Mayor Brown, in an effort to recognize the importance of CEDAW's mission to address gender issues in the workplace and implement positive change. The process was directed and facilitated by staff from the Department on the Status of Women with the Adult Probation's Personnel Manager serving as Coordinator/Liaison. The Department has been working for over a year to evaluate work-life issues of employees, provide information that outlines best practices by the department such as the Network and telecommuting program and put into writing department recommendations. The Department has identified benefits of making changes in the way it operates to address gender issues, and identify the resources needed to implement change that would benefit both employees and the community.

Training about what gender analysis is and how human rights issues are important in the workplace was provided by the DOSW to the senior management team which consists of the Chief Probation Officer, Division Directors, Personnel Manager, and Business Manager. The Adult Probation Department diligently gathered data from all areas of it's operation and analyzed the data in group meetings using the guidelines provided, with a close look at human rights issues, to determine areas that could potentially be enhanced to improve the working conditions for its staff, and services offered to its probationers. As the analysis progressed the understanding of the staff increased of what it was that we were trying to accomplish, as did their understanding and awareness of gender issues.

Each of the three divisions Community Services Outreach Services, Community Services, Specialized Units, and Investigations along with Personnel and Business Service spent time and effort to prepare a summary of the services offered by their unit. Each unit also provided pamphlets, charts, and/or other supporting documentation. A group meeting was held to discuss issues, identify recommendations and identify weaknesses. Feedback from clients and information regarding client needs was obtained by conducting several focus groups.

This report was prepared, as required by the Mayor and facilitated by staff from the Department of Commission on the Status of Women, to evaluate work-life issues of employees, provide information that outlines best practices by the department such as the Network and telecommuting program with department recommendations, identify benefits of making changes, and what the department needs to implement change to benefit employees and the community.

RECORDS AND RECEPTION

Service: Coordinates and organizes probation records and reception.

Service: Receive offenders from the courts and initiate the processing of probationers' files for assignment to Investigation and Community Services programs. Maintain accurate and up-to-date records of active/inactive files through the Kardex system.

Specific Activities: The records and reception staff process and transmit to the Investigations and Community Services divisions all requests for presentence, supplemental and other court reports within one day of receipt from the respective courts. Process all in coming calls from the public, community agencies and local, state and federal law enforcement agencies. Maintains contact with the courts in a collaborative effort to process court information accurately and timely.

Staff Allocations: 1 Supervisor and 8 support staff

Unit Staff by Gender: 9 Females

COMMUNITY SERVICES SPECIALIZED DIVISION

SERVICES: Community Supervision of offenders convicted of specific crimes.

SERVICE: Supervise defendants in the community to insure compliance with court ordered conditions of probation.

The division is comprised of four units: Unit 1 supervises defendants placed in the Drug Diversion Program, Drug Court, and the Drug Abatement Program. The defendants are mostly offenders with serious substance abuse problem. It also supervises defendants convicted of driving under the influence of alcohol and or other substances. The probation officers make referrals to community treatment programs, employment and education opportunities and make every effort to assist offenders maintain a law abiding and acceptable behavior. The officers collect fines, fees and determine restitution to victims.

The Intensive Service Unit supervises offenders identified as gang members, mentally offenders and sex offenders. The unit supervisor and six of his staff are designated as armed officers due to the nature of their assignment. The officers are considered to be field officers and spend 50% of their time in the community. Their contact with the offenders involved visits at their place of employment, their home and treatment programs. The officers have developed good relationships among other local law enforcement agencies and collaborated in community efforts weed out from target community probationers involved in serious criminal conduct.

The Domestic Violence Program is comprised of two units responsible for the supervision of offenders convicted of domestic violence. The officers insure that batterers are complying with the terms and conditions of probation and their yearlong treatment program. The Domestic Violence Program also certifies and monitors community programs that will provide counseling and treatment to the batterers.

DOMESTIC VIOLENCE

The domestic violence unit of the San Francisco Adult Probation Department was formed as a result of the Commission of the Status of Women Charan case investigation. In its final recommendations, the Commission suggested that the Probation Department develop a specialized unit where these cases would be closely and adequately supervised.

The goals of the domestic violence unit are:

1. The safety of the victim(s).

2. The rehabilitation of the offender

3. To work together with other agencies of the Criminal Justice system and the Family Violence Council in creating and revising strategies to deal more effectively with this problem.

4. To have a consistent approach and treatment of domestic violence cases by holding offenders accountable for their actions, learning the dynamics of the domestic violence couple and by developing a specialized knowledge of the law (1203.097 PC).

The domestic violence unit has a "No Tolerance Policy" which is part of our original protocol. "If a defendant is arrested for a violent offense, domestic violence related or not, the domestic violence unit recommends that probation be revoked and that sentence be imposed. This is called the "No Tolerance Policy". We believe it is a great liability to release on probation a defendant who has re-offended.

Because this policy is outlined in our protocols we do not need to continue to staff cases that we are returning to court due to a new violent incident. Therefore, when returning a case to court with documentation, a new police report, based on a new violent incident we do not have to staff the case because the recommendation will be revocation.

Community agencies that work in collaboration with the Adult Probation Department:

The Iris Center/Women services
Haight Asbury Clinic/Substance Abuse
Waldon House/Substance Abuse, outpatient
Jelani House/women impatient services and outpatient services
Center for Special Problems/mental health, sexual identity issues, sex offenders
Mission Council on Alcohol Abuse/day treatment, substance abuse, family component and Domestic Violence
Horizons Unlimited/young adult offenders, substance abuse
Bayview Hunter's Point foundation/substance abuse
MANALIVE/Domestic Violence
MOVE (Men Overcoming Violence) Domestic Violence
Alliance/Drug division and Domestic Violence
Inner City Outpatient Services/Substance Abuse, HIV AIDS
Women Inc./victims of Domestic Violence
Mujers Unidas/victims of Domestic Violence, mostly Hispanics immigrant women
STOP/Substance Abuse, cocaine abusers
AVIVA House, MIA and Pomeroy House/residential treatment for women
Youth Awareness Program/substance abuse young offenders
Asian American Recovery Center/inpatient substance abuse
Division Population: July 2000 Division Statistic Report indicates that the division was supervising a total of 3,718 offenders.

Males: 3,270

Females: 448

The domestic violence unit is responsible for certifying, monitoring and re-certifying the domestic violence treatment programs pursuant to the provisions of Penal Code section 1203.097.

For more detailed information see appendix.

COMMUNITY SERVICES GENERAL SUPERVISION DIVISION

Aim of the Service: Monitor offenders' conduct in the community and compliance to probation conditions imposed by the courts.

Specific Activities: Probation offers are responsible for instructing new probationers on the conditions of their probation; returning probationers back to court if they fail to comply with the conditions of probation; writing court reports and making recommendations to assist the court in determining sentence; enforcing payments of fines, fees and restitution to victims, directing probationers to treatment and monitoring their progress; ensuring the registration of drug, sex, and arson offenders, investigating new offenses and violations, maintaining a standard file on probationers with proper documents and information, preparing caseload statistics, monitoring the termination of cases. Officers monitor the probationers' conduct by visiting at their homes, employment, schools, and treatment programs or by visits in the office.

There are three special programs in the division: the Network Program and P.O.W.E.R. that serve women probationers with substance abuse and related problems and the RSVP Program that serves male probationers with violence in their life.

Budget Allocation: 9.49 million dollars for the entire department for the current fiscal year 1999-2000. There is no figure breakdown for the division.

Source of Revenue: General Funds, Federal Grants, and Sheriff's Work Order. The city's General Funds provided 81% of the department's total budget, Federal Grants and State Grants provided 15%, and probation fees 4% (these figures are for the entire department). The Network Program is a federally funded program in the division. The probation officer in the RSVP Program is a work ordered position through the Sheriff's Department.

Indicators Used to Measure Results: Monthly caseload activities, court activities, and collection reports. The monthly statistical data provides measurement of the department's workload, ability to meet the workload, and the amount of revenue loss. The information is used to assess staffing needs and patterns, and collection efforts. The data also shows the timeliness of reports to court for monitoring the department's effectiveness in serving the court.

Name(s) and Type(s) of Partner(s): Mayor's Criminal Justice Council, Department of Human Services, Sheriff Department, Community Drug Treatment Agencies, Community-based organizations, and the State Department of Alcohol and Drug Programs.

Population Served: The RSVP probation officer supervises a maximum of 50 male probationers. The Network Program and P.O.W.E.R are programs designed specifically to supervise 150 women. Of the 7,328 probationers under supervision in the division, 6254 are males and 1074 are females (May 2000 figures). There are approximately 10,400 cases under the department's supervision. There is no available ethnic breakdown information.

Average Cost of Service per Case: The average cost per case for the department is $891.00 as determined by the Controller's audit of the department in 1999-2000. The average figure for nine benchmarking counties reported in the Controller's audit is $972.00.

Services Impact on Probationers and the Community: The division provides supervision to probationers, holding them accountable for their conduct while at the same time directing them to resources for self-improvement and deterrence from future criminal behavior. The division, and department as a whole, helps victims obtain restitution and City collection of court costs and fees.

CRIMINAL JUSTICE TREATMENT NETWORK FOR WOMEN

The Criminal Justice Treatment for Women (Network) program at the Adult Probation Department is an example of a best practice that the department would like to cultivate to ensure it continues. The program offers valuable benefits to women. The program is funded by a grant from the Center for Substance Treatment (CSAT). We recognize, however, that without grant funding this program would not be able to continue because of a lack of departmental resources. The department envisions being able to invest resources in this program to ensure that if grant funding is no longer available that the department can keep it going. It would be unfortunate to not be able to offer services that help women to successfully complete probation, make healthy choices for themselves, utilize substance treatment, gain employment, and unify women with their families. These services benefit the women, their families and the community. The Network is staffed by all women. Clearly with the termination of the program the lives of several women will be affected.

The Mission of the Criminal Justice Treatment Network for Women is to facilitate institutional reform within the criminal justice system in the manner in which women offenders are managed. The Network Unit is to provide comprehensive case management to women with substance abuse issues and to assist these women to become productive citizens in the Community.

The Treatment Network Unit intends to improve coordination among criminal justice, human services and public health in an effort to enhance women's health and recovery from drug abuse. Increased collaboration between the Courts, criminal justice agencies, Public Health, Human Resources and community agencies is intended to:

· Improve women's access to treatment

· Improve women's treatment outcome

· Improve utilization of treatment sanctions as an alternative to incarceration and punishment.

· Protection of citizens and property from the commission of new criminal acts from the target population.

We are currently in our 6th and final year of the grant. This program has become so vital that the lives of many women will be adversely affected if the City and County of San Francisco cannot underwrite this program.

The Network wishes to expand its client base. Currently there are approximately 900 women on felony probation with drug related offenses in the City and County of San Francisco. The Network supervises approximately 250 of these women. Since the Network began in 1995, approximately 720 women have received services from the program. Seventy-seven percent of these women received a Network assessment. Given the success of the Network, the Adult Probation Department would like to see all women on felony probation receive the types of services offered by the Network Program. The only way this will happen will be for the Network to continue.

(See Appendix )

INVESTIGATION DIVISION

Service: To prepare presentence and other reports as ordered by the Superior Court.

Specific Activities: Any person convicted or found guilty of a felony, has the right to have a presentence report prepared by the probation department. The division also prepares District Attorney Motions to Revoke (DAMTR) from our banked caseloads.

Staff Allocation: The division is currently comprised of a Director, four unit supervisors, twenty-five probation officers, one staff assistant, a court officer and a retired supervisor who handles our county parole work. The division has four vacancies. Within the three investigation units is the Telecommuting Program. Fifteen officers are telecommuters who work from their home office. The balance of the officers are designated as "Here" officers who are ready to handle clients as they come to the Department from court and help to cut down on the number of continuances.

Evaluation Measures: The number of reports produced the completeness and accuracy of the reports are staff measures. Reports must reach court at least days prior to sentencing. Anything less than 2 days is considered late.

Clients/Customers: Our client population is anyone convicted or found guilty of a felony offense as defined by the penal code. We do not keep disaggregated data. Nor do we control our population.

Designing Services: Our priorities are driven by the court deadlines. Involved in this process are the Judges, District Attorney, the Public Defender and private defense counsel.

Service Evaluation: We evaluate our services both internally and externally. The supervisors establish internal controls. The Judges establish external controls. We meet with the Judges on an as needed basis and discuss protocols, answer questions etc. For example, we recently put together the MTR unit. We met with the Master Calendar Judge to discuss the program, answer questions, and elicit suggestions prior to implementation of the program.

TELECOMMUTING PROGRAM

 

The telecommuting program is another example of a best practice. The program is cost effective and provides a service to the officer and the community. Officers are able to work from a home office and realize a number of benefits. Such benefits include being able to save time commuting to and from work and having more time for their personal life, ability to meet family needs due to the work location being at their home, and problems with relationships in the workplace are reduced. The community benefits in an environmental way. There is a reduction in vehicle traffic especially during the rush hours. This translates into less pollution (car emissions) and energy savings.

The telecommuting program for the Adult Probation Department began on 3/30/93. It was an answer to overcrowding at the Department. One officer was chosen to participate in this experimental program. Surveys were done of other Probation Department that had telecommuters, most notably Los Angeles and San Mateo.

The Department worked with the City Attorney as well as Employee relations. Other departments brought into the process included the Employees Retirement System. The Retirement System had both their pension and workers compensation divisions' review the documentation provided by the Probation Department.

Since the inception of the program, the program has grown rapidly to a total of 15 telecommuters. This is a result of overcrowding in the Department and the success of the program. Telecommuting has become very popular with the investigating officers. It provides officers with the ability to get their work done at home.

Each investigating officer is expected to complete one presentence report every 8 hours of work. This is the same yardstick applied to the telecommuters.

PROGRAM BENEFITS

There are 18 officers who are telecommuters in the Investigations unit (8 female and 10 male). Over time it has been noted that the Investigations unit does not lose employees at the rate of other units in the department. Training is costly for officers who require 200 hours of core training in addition to in house training provided and retention has been a problem. The attached work-life survey completed by the Investigations Acting Division Director demonstrates that the telecommuting program benefits the department in several areas some of which are less absenteeism, improved morale and commitment, and reduced turnover. A telecommuter who was promoted to supervisor recently said, "When I was a telecommuter I used to have a life". This employee made reference to the amount of time now spent commuting back and forth to work, the increased fatigue and how working in the office has increased the amount of time spent thinking about work.

PROGRAM STRUCTURE

All officers in the Investigation Division are eligible to participate in telecommuting. When a telecommuting slot opens, interested officers submit a memo indicating their interest. There are guidelines which officers must be adhered to in the program. Generally, officers are selected based on writing skills, a proven work history of good performance, reliability and accountability.

Officers who are selected must be able to provide a home office. They will have a work telephone installed in their home office. Installation and monthly costs are born by the Department. The employee's home address and private telephone number are confidential and are not given out by the Department unless authorized by the employee.

(See Appendix)

DEPARTMENT BUDGET

The current budget for the Adult Probation Department is 9.8 million dollars.

The budget planning process consists of several meetings/discussions with the Administrative team to identify areas needing high priority attention - such as staffing and related salaries. We then develop a proposal to request, if necessary, additional funds to meet our objectives. The main goal is to have an adequate number of staff to serve the clients placed on probation with our agency.

Our budget priorities do not reflect a consideration of gender. Rather, they reflect a consideration of needs for the total clientele population as well as the staff population.

Major criteria used to evaluate budget priorities are client population, probation officer caseload size, and probation officer positions needed to provide supervision and on-going training for officers as well as support staff.

Individuals involved in the budget planning process:

Job Title Gender Race/Ethnicity

Chief Adult Probation Officer Male Hispanic

Division Director Male Caucasian

Investigation

Division Director Female Hispanic

Community Services

Specialized Units

Division Director Female African-American

Community Services

Supervision Units

Business Manager Female Hispanic

Personnel Analyst Female African-American

As a group each of the above people participate in addressing issues of particular importance to their division as well as to the Department as a whole. The group under the direction of the Chief Probation Officer then prioritizes items and then these issues are presented in our budget request.

The public is involved in our budget process via a public hearing that is held each year during budget season. The public is invited to speak and ask questions at a public hearing held by the Board of Supervisors Finance Committee.

While it is difficult to estimate the savings a telecommuting program can generate, there are some hard facts that need to be considered. If the Department were required to find additional space for 15 additional staff, several factors come into play and need to be considered. There is no room in the Hall of Justice. Space would have to be found outside the Department. Space for 15 people would require at least 1500 square feet. Using an old estimate (1998) of $1.70 per square foot, it would require an outlay of $4,250 per month or $51,000 annualized. To provide Phone, fax, and data wiring, would require an additional outlay of $33,000. Furniture for the 15 people would be $9,000. Personal Computers are estimated at $37,500 for the hardware alone. Software is estimated at $1,000 per officer or a total of $15,000. This would include the necessary licenses. A new location will need the services of a receptionist. Annual salary for a 1426 Senior Clerk Typist is $38,106 with benefits of $8,383. The total package is conservatively estimated at $176,989. With on-going costs of $51,000 plus $20,000 for phone, supplies et cetera these represents sizeable savings for the Department.

To estimate soft dollar costs, the absence rate of the telecommuters was compared with the officers remaining in the department. It was discovered that the 15 telecommuters averaged an absence rate of 3.88 days per fiscal year 98/99. The officers in the office averaged an absence rate of 9.16 days per fiscal year 98/99. The rate for officers at the Hall was almost twice the rate for telecommuters.

In examining late reports, there is nothing significant to distinguish the telecommuting program from the rest of investigations.

SPEAKER'S BUREAU

The department believes that there is a lack of community awareness regarding the mission of the Adult Probation Department and also services offered particularly services to women. We believe it is important to create more community awareness by increasing our visibility, and educating the general public about what it is that the department does and how to gain better access to services. We want the citizens of San Francisco to know that the department is here to help to assist in maintaining safer communities and to this end we need a speakers bureau.

Additional staff would allow the department the personnel resources it needs to create a speaker's bureau to go out into the community and talk with people at neighborhood meetings, meet with members of the Board of Supervisors, and attend community programs on a regular basis.

There are many benefits to having a speaker's bureau. Presence in the community would afford the department the ability to collect data regarding community needs, and demographics. This data could be used to support grant proposals and other efforts to create additional programs to serve identified needs of the public. For example, a need exists for inpatient treatment for Hispanic women suffering from substance abuse and mental health programs. Through the speaker's bureau we would gain community support to advocate for programs to government bodies. Increased visibility would also stimulate interest in employment opportunities with the department. More community presence would give women greater knowledge and contact with the department and what it does. The department's annual report would reflect the effort and effectiveness of the speaker's bureau, and contain meaningful data regarding the community and how it is being served.

What the department needs in order to create a speaker's bureau is funding for additional staffing, supplies, a dedicated motor vehicle, and support staff. Some of these items are minutely possible, but not realistically attainable given the current budget and approved staffing level.

STAFFING

Utilization Analysis: Narrative description and review of past year's EEO/AA performance: As a result of an analysis of the department's staff we found that the department is under utilized in the professional area of Deputy Probation Officer, in White females; Asian females; and Filipino females and males. We are also underrepresented in Hispanic males and White females in the office and clerical area.

The labor market does not provide a large percentage of Asian females and Filipino males and females who meet the minimum requirements of a Deputy Probation Officer, which is a minimum of a baccalaureate degree in the humanities field. As a result of hiring and retention difficulties due to educational requirements, the Adult Probation Department changed its minimum hiring requirement in order to attract the under represented group. In 1998, in conjunction with the Department of Human Resources, the Adult Probation Department reviewed and recommended to have its minimum entry-level requirement for probation officer reduced to a baccalaureate degree in the social science or humanities fields. Prior to 1998, the minimum requirement for a probation officer was a baccalaureate degree with two years experience or substitution with a master's degree. A study and a national survey was conducted and it was determined that most, if not all, jurisdictions require only a baccalaureate degree for entry-level probation officer. By establishing the latter requirement, it is hoped that more Asian females and Filipino female and males will be recruited for this classification.

8444 Recruitment - The selection process for the recruitment of 8444 Deputy Probation Officer is composed of a written examination, certified by the State of California. Among those who pass the examination, that pool of candidates are then given an oral interview in which they are evaluated on their appearance, presentation, experience and education. Based on the overall score and evaluation, candidates are then selected to undergo a physical evaluation per State law requirements. From this pool of candidates, a psychological than a background investigation is administered. After the successful completion of a psychological and background investigation goes through a five week 200 hour CORE training, which he/she must pass successfully in order to maintain a good job, standing.

At present the department is budgeted for approximately 128 full time equivalents (FTEs).

EMPLOYEES GENDER

Probation has not traditionally been a career field that women were drawn to, nor recruited for. However, the department has done a stellar job in its recruitment of women and minorities. Its staff mirrors the population in most areas including the percentage of women on the workforce. In 1999 a survey of the Adult Probation staff revealed 48.15 percent of the staff were males and 51.85% were female. The six employees in the Network program are all female and ten clerical employees at the front desk are all female including the supervisor of each unit. Males accounted for 54.81% of Deputy Probation Officers while women accounted for the remaining 45.19%. (See Appendix )

VOLUNTEERISM

Recognizing that additional staff is a costly venture, the department would like to create a program that brings volunteers into the department. A coordinator who would provide training to volunteers and conduct on-going need assessments among other things is necessary to head the program. We believe it would be beneficial to engage in discussions with civil and social agencies, as they would provide a means of educating and informing the general public. These agencies would also provide expertise and knowledge that is useful to serving the client population of the Adult Probation department. We see informed volunteers as a possible resource for departmental staff to tap into to enhance public safety.

RECRUITMENT

The department is experiencing a difficult time with recruiting and retention of staff for the position of Deputy Probation Officer. This is due to the Civil Service Rules, which do not allow the departments the ability to offer incentives such as signing bonuses, and the cumbersome application process. Some agencies have realized that the housing market is out of reach for many people. People cannot afford to live in the Bay Area. We wonder if a percentage of housing on Treasure Island could be reserved for hard to fill City and County employees. The housing situation makes it difficult for women, many who are head of their household, to live in the Bay Area. We believe this affects our ability to recruit women. To address this problem we feel providing free Muni passes and subsidized day care would increase the number of women who are gainfully employed by the department. (See Appendix 3)

To improve the recruitment and retention in the Adult Probation department we would need additional staff to assist in the human resource department, which currently staffed by one Senior Administrative Analyst (1244). Other items outlined above would require funding that the department does not have.

Currently the department does not have a budget for recruitment. This is a very pivotal factor in the department's ability to reach a diverse population. The central Department of Human Resources is only able to serve a population that is informed about the process of getting a City and County job and work of mouth. Newsletters and web sites that target specific populations in the labor force, for example, are great ways to advertise open positions to a broad group of people. However, there is usually a cost associated with use of these services.

EMPLOYEE RETENTION

Over the past couple of years Probation Officers have been leaving the department at a record pace and there is no doubt that one of the reasons is because of the salary structure. Since 1999 nineteen male and 14 female officers have resigned or retired. Fortunately, the new Memorandum of Understanding between the Probation Officer's union and the City of San Francisco gives the officers a 14% internal adjustment over the next two years. Other counties are able to pay better salaries for the same types of work as probation officers in San Francisco and the salary increase was really needed to help our recruitment and retention efforts. Efforts to retain employees are also thwarted by the inability to promote people based on performance alone.

PROACTIVE WORK SCHEDULES

What the department sees as an alternative to pay incentives is the ability to offer proactive work schedules that accommodate the variety of work-life styles that are prevalent in the Bay Area. The department already has a telecommuting program in the Investigations Unit that is very effective and efficient. Officers do not have to report to the office every day. Telecommuting frees up workspace in the department and lessens the crowding of offices. The department has allowed voluntary part time work on limited and temporary basis for staff to take advantage of educational opportunities.

CUSTOMER SERVICE

Customer service is central to any agency that serves the public. Excellent customer service is a goal of the Adult Probation Department. However, the department recognized that there are some areas of improvement needed in this area to improve the level of professionalism. The front desk staff has the first contact with probationers, professionals, and others requiring information or other assistance. The current staff is all women. There are many varied functions of the front desk and therefore the department has identified a need for cross training of its front desk staff. In May of 1999 The Office of Contract Education, City College of San Francisco submitted a survey and proposal to improve customer service to the department. A qualitative performance assessment was conducted to identify training needs and a written report of findings has been received.

Although the department agrees with the content of the reports, the proposed training is not within the current budget the department has to work with. In 1999 the project budget was $25, 400.

INTERPRETER AND TRANSLATOR SERVICES

With regard to providing services in languages other than English, services provided by our staff of Deputy Probation Officers, Administrative clerks, and the Network Program are available in Spanish only. There are 21 staff members currently receiving interpreter/translator pay for their ability to provide services to the public by speaking Spanish.

Other services provided by the department, for limited speaking individuals, include assistance from outside interpreters. Outside interpreters used by the department for translating include Cantonese, Farzi, Japanese, Korean, Portuguese, Russian, Samoan, Tagalong, Thai and Spanish.

Chinese is the predominant Language requiring interpreter services. From July 13 to December 20, 1999 our records show that on 57 occasions the services of an outside translator was used for the Cantonese language. During the same time period outside interpreter services was used to provide assistance for Farzi, Somoan, Tagalong, Thai and Portuguese on only one occasion each, Spanish on three occasions, Japanese and Russian on four occasions, Korean on six occasions, and Vietnamese on nine. A majority of the time the department paid for translation services for half a day.

Written Materials

Written materials are provided to the public in English and Spanish only, including forms. (See Attached) Publicly posted documents are also in English and Spanish only. There is notification to the public that materials are available in Spanish, however, no such notification is present indicating that staff is available to assist those who speak other languages. Two staff members provide service at the front desk for document review. The Front Desk Supervisor does not feel that there is a need to increase the number of bilingual staff available for public assistance at the counter.

We do not have information regarding how proficient the bilingual staff is beyond conversation skills. Our bilingual staff is used heavily and we cannot afford to share people among facilities at this time. With regards to our recorded telephone message, the Adult Probation department does not have a message in any other language other than English on the recorder.

CONCLUSION

The department is proud of the success of the Network and Telecommuting programs. These programs, however, given additional resources would allow the department to serve the community at an even higher level than what is currently being done. The department envisions moving out into the community more and both programs fit well into the vision.

As the department continues to experience attrition of its staff it has been noted that employees who are participating in the telecommuting program have remained with the department. We believe the program is not only a best practice, but also a means of improving employee retention. The department is looking at expanding its telecommuting program to other areas of the department.

The department would benefit greatly from additional staff to implement a Speakers Bureau, implement a formal program for volunteers and reduce caseload size. With the average caseload of approximately 100 maximum risk cases the department does not have the manpower to staff these additional programs.

The department's budget is lean and does not afford the department the ability to hire additional staff (both Probation Officers and support staff) set aside funds for recruitment and retention, or provide much needed specialized training (e.g. Front Desk Customer Service Training).

Without the needed resources it is difficult for the department to address the work-life issues of the staff, meet goals and objectives and fulfil its mission.


CEDAW TASK FORCE RESPONSE TO THE ADULT PROBATION DEPARTMENT'S GENDER ANALYSIS

City and County of San Francisco Task Force for the Local Implementation of the United Nations Convention on the Elimination of all forms of Discrimination AGAINST Women

CEDAW TASK FORCE RECOMMENDATIONS TO ADULT PROBATION:

BEST PRACTICES:

GENDER SPECIFIC PROGRAMS: The Task Force recognizes both the Power and Network programs for women as best practices and recommends the following:

1) Expand these programs to many more women probationers than currently assisted.

2) The Adult Probation Department examines its budget for ways to fund these programs with CCFS General Funds or with the new Proposition 36 funds, rather than being dependent on grants that need to be renewed each year. This includes reviewing the budget for gender equity. Stereotypically programs for women and girls are often funded with temporary funds rather than the more permanent general funds.

WORK-LIFE OPTIONS: We recognize the Department's model telecommuting policy, which has helped retain and recruit staff, improve morale and performance and reduce costs. We recommend expanding the use of work-life options, such as flexible schedules and telecommuting, and explore other options for raising the morale of employees and cost savings measures for the department.

RECRUITMENT: Continue as a best practice to recruit diverse women for nontraditional positions, such as probation officer, reviewing recruitment strategies to ensure a diverse pool of applicants. Develop policies that address the fact that primarily women make up the lowest paying administrative positions to expand promotional opportunities.

DATA COLLECTION: Explore ways to collect disaggregated data that gives sufficient information to complete a human rights analysis while protecting the privacy of individuals.

LANGUAGE ACCESSIBILITY: Review the current status of language accessibility, especially the use of recorded messages for clients and the public in more than English and Spanish.

DOMESTIC VIOLENCE:

 

  • Review staffing for the domestic violence units. Create a mechanism for all domestic violence cases to immediately be assigned to a probation officer without banking at any point. Create a plan to ensure that the caseload assigned to each probation officer is at or below the maximum caseload specified in Department policies (currently 50).

 

  • Institute mandatory training on domestic violence for all probation officers, including: initial training for all probation officers (propose 8 hours minimum), annual trainings for all probation officers (propose 2 – 4 hours minimum), comprehensive domestic violence trainings for all officers assigned to the DV unit(s) (propose 40 hour POST training, or comparable specialized training), and make funding available for probation officers to attend specialized trainings and conferences on violence against women.

 

  • Establish a case management / database system and protocol for probation officers to regularly review existing cases for violations or re-offenses, including restraining orders (emergency protective orders as well as civil orders), misdemeanor arrests and felony arrests.

 

  • Create protocols that ensure that the probation officer's communication with domestic violence victims includes the following areas:

1) Ways victims can report violations of probation and/or re-offenses,

2) How victims can contact the probation officer responsible for the case of their abuser,

3) Make written information regarding the resources and remedies available to them as victims of a domestic violence crime.

Develop a tracking system to see whether the probation officer provided the above and all other information and materials specified in your polices to the victim of domestic violence.

 

  • In light of recent domestic violence homicides, ensure that current policies and protocols are followed consistently and effectively. Work with the Police Department and the District Attorney's office to develop system for timely and effective communication between departments and to develop clear protocols for revocation of probation for probationers who violate the terms of their probation and/or are arrested for new offences.