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Pride Rides: Mayor’s Convoy, Public Defender’s Truck, Assessor’s Last-Minute Call and a Big Surprise From Eric Mar

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by Joe Eskenazi
SF Weekly, The Snitch
June 24, 2009

Answers are trickling in from our elected officials on how they plan on cruising at this weekend’s Pride Parade. Starting at the top, Mayor Gavin Newsom takes the same approach with vehicles as he does with spokesmen — if one is good, then more is great!

A letter from staunch Newsom supporter and District 6 supervisor candidate David Villa-Lobos disseminates info from the mayor’s office to the hundreds of folks expected to march in the Newsom’s convoy: Leading things off is the mayor’s Lincoln town car, ahead of the mayor’s convertible, and followed by marchers in “Mayor’s pride t-shirts” which will be celebrating the 40th anniversary of Stonewall. Since whomever fired off this material from the mayor’s office seems to have copied elements of it from the 2008 release, it’s possible that the infamous hybrid SUV will be the lead vehicle, not the town car.

Going in a completely different direction is Public Defender Jeff Adachi, who will be riding in a white Chevy big bed dump truck — “We’re too poor to afford a float,” notes Adachi, who has been engaged in a long-running game of “budget chicken” with Newsom and his allies on the board. “We’ll have 100 in our contingent with several banners,” continued Adachi. “You’ll know us because we’ll be blasting ‘Fight the Power’ (by the Isleys) and John Lennon’s ‘Power to the People.’ We’ll also have t-shirts with our signature quote: ‘Getting you off since 1921.'”

Assessor Phil Ting is, to put it mildly, not in a position to ask the city’s archdiocese for the keys to the Popemobile. His aide, Katie Muehlenkamp, told us that, depending upon automotive “overheating issues,” Ting would opt for a modern or classic convertible (both would be donated) with the likely choices being a new Ford Mustang or sweet 1950s-era Pontiac Bonneville.

But the award for thinking outside the box goes to rookie Supervisor Eric Mar, who will be riding on a bicycle built for seven. Mar’s Legislative aide, Lin-Shao Chin, confirms it’ll be her, her boss, “and five of Eric’s friends” on the red seven-seater.

Of course, that’ll bring up new and exciting connotations involving the “San Francisco Seven” for Mar…

Point Adachi: Controller’s Audit Bolsters Claim That Farming Out Cases to Private Attorneys Would Cost City More

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by Joe Eskenazi
SF Weekly, The Snitch
June 24, 2009

Some of you may remember the very public tête-à-tête between Public Defender Jeff Adachi and Supervisor Sean Elsbernd earlier this year. Sparked by Adachi’s request to hire more paralegals, Elsbernd said the public defender was “horrible” at keeping a budget, while Adachi replied that Elsbernd “has no idea what he’s doing.” The spat kicked off Adachi’s ongoing feud with the mayor over budget cuts and resulted in Elsbernd siccing the city controller on Adachi’s office to hunt for wasteful spending.

Controller Ben Rosenfield released his audit yesterday, and it was tossed onto the desks of city officials this morning. And if Elsbernd was hoping to embarrass the public defender — that didn’t happen. It could be argued that Rosenfield’s report bolsters Adachi’s much (much, much) repeated claim that cuts to his budget will result in cost overruns in the near future, as cases would have to be farmed out to private attorneys who earn more, work shorter hours, and insist on drawing overtime pay. (that’s certainly the argument Adachi wasted no time in making via a press release — but never forget that the public defender is both a shrewd attorney and a politician). In summary, here’s what the audit found:

Skipping right to the money shot, the controller found that private attorneys — who earn a higher hourly wage than public defenders, work sane hours, and wouldn’t be copacetic with the 10 to 30 hours of unpaid overtime PDs log every week — took an average of 395 days to handle a felony case between 2005 and 2009. Public defenders, meanwhile, averaged 219 days.

For misdemeanor cases, private attorneys required an average of 150 days while public defenders took 130.

Seizing upon the controller’s findings, Adachi claimed that the mayor’s plan to slice $1.9 million off his office’s budget would result in the city paying up to $1.4 million more per year as the public defender would be forced to farm out 2,600 cases to private attorneys.

There were other numbers that reflected well on Adachi’s office: Since 2003, San Francisco has upped its paralegal total from one to 14.6 “full-time equivalent” employees, altering its ratio from one paralegal to 82 attorneys to one for every 5.6. Still, the national standard is one for every 3.4.

Similarly, the caseload for felony defenders has fallen from 269 yearly in 2003 to 218 now — but the national guideline is only 150. Misdemeanor defenders’ caseload was 873 in ’03 and is a devilish 666 now. National standard: 400.

Other numbers, however, while not necessarily bad, aren’t the sort of thing Adachi would see fit to put in a press release. For one, his office’s caseload has dropped 3 percent since 2005, but his budget has gone up by 22 percent. Sifting through the numbers, this is apparently explained by a significant beefing up of Adachi’s felony attorney cadre. Two-thirds of the additional money that has gone to his office in recent years has gone to defending felony suspects; he’s jumped the number of full-time equivalent felony defenders from 45 in 2003 to 57 now; misdemeanor attorneys saw their ranks fall from 17 to about 15.7. (Because this is “full-time equivalents” you can have multiple people working part-time to make up one full-time position; hence the fractional workers).

And while the PD’s office is handling 42 percent fewer misdemeanor cases than it did a decade ago (14,469 in 2000; 8,460 now) the number of felony cases has jumped in that time period (10,990 to 12,932 — that’s 18 percent).

Judges (and District Attorneys) have long whined that Adachi is loath to take pleas and aggressively sends his lawyers into court battles — so it’s not entirely clear if Adachi’s budget and staffing augmentations are a result of more cases, or if it’s the other way round.

One thing is for certain, though: Anyone hoping Adachi would be shamed — or silenced — by this audit bet on the wrong horse. The board of supervisors will weigh in on whether to restore the cuts to Adachi’s office later this week. That audit was pretty well-timed, don’ t you think?

City Controller: Public Defender Provides Most Cost-Efficient Means of Representing Poor

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San Francisco – A report released by the San Francisco City Controller on the San Francisco Public Defender’s Office case costs has found that the office’s representation of 28,000 people each year is the most efficient and cost-effective way to provide legal representation to those who cannot afford lawyers, according to Public Defender Jeff Adachi.

“The findings of this report show that cutting the Public Defender’s Office by $1.9 million would cost the city as much as $1.4 million more per year if my office is forced to outsource 2,600 cases to private attorneys,” Adachi said.

According to the report, the cost of having the Public Defender’s Office handle felony or misdemeanor cases is much less than outsourcing cases to private attorneys, who charge $85-$120 per hour. According to the Controller’s analysis, it costs the city as much as 10% less per felony case to have the public defender provide representation. In misdemeanor cases, it costs the city as much as 25% less per case to have a public defender provide representation.

The report also noted that the Public Defender’s Office provides many services not offered by private attorneys, such as helping over 2,000 people each year clear their records upon proof of rehabilitation.

The report also analyzed the office’s caseload, finding that the Public Defender’s Office has experienced an 18% increase in felony cases since FY 2000-2001 and a reduction in misdemeanor cases. According to Adachi, the Public Defender’s Office has also experienced a 33% increase in serious cases, including homicide.

“The increase is also due to the fact that in this economic downturn, fewer San Franciscans can afford to hire an attorney,” said Adachi.

The Report found that the office’s felony attorneys carry 45% over the maximum recommended caseloads, and that attorneys handling misdemeanor cases handle 66% over the recommended caseload, according to a national standard set by the National Advisory Committee.

In addition, the Controller’s Report found that the office had reduced its staff by six positions, that its attorneys had voluntarily taken pay reductions to help the city address its deficit and that cases handled by deputy public defenders had fewer delays.

The San Francisco Board of Supervisors is considering the Public Defender’s request to restore budget cuts to the department later this week.

Link to the Controller’s Report.

Is SF privatizing legal defense for the poor?

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By Tim Redmond
San Francisco Bay Guardian
Politics Blog
June 23, 2009

The San Francisco Public Defender’s Office is facing a budget cut of about $1.9 million — small change compared to the city’s half-billion deficit. But the reduction comes at the same time as the San Francisco Superior Court is budgeting an additional $1.2 million for handling cases that the public defender can’t.

And that’s led to some serious intrigue in the Hall of Justice. Among other things, Public Defender Jeff Adachi has charged that the presiding judge of the Superior Court, James McBride, is trying to take all of the misdemeanor cases away from the PD’s office and give them to private defense lawyers.

Like most privatization schemes, this one would either save the city money or cost money, depending on who’s doing the figures. But it would mark a dramatic change in the way San Francisco provides legal defense for indigent people.

And it comes at a time when several judges have openly criticized Adachi’s aggressive legal tactics and suggested that he pushes too many cases to trial instead of settling them with the district attorney.

In essence, the critics say, Adachi’s working too hard for his clients — and clogging up the courts in the process. At the same time, Adachi has infuriated both the mayor and some judges by saying that if his budget is cut, he will have to stop taking some serious cases — and hiring private lawyers for those defendants will cost the city far more than it is saving with the PD budget cuts.

The story goes back to January 2009, when Adachi appeared before the Board of Supervisors Budget and Finance Committee and asked for money to hire two new paralegals. The committee refused, citing the budget crisis.

“I informed the committee that without additional paralegal support, I would be forced to decline representation in several complex felony cases, due to a 33 percent increase in homicide cases and a 10 percent increase in felony cases,” Adachi wrote in a Feb. 12, 2009 letter to the Commission on Judicial Performance.

Adachi then informed McBride that he was prepared to start rejecting a few felony cases. Since the Constitution guarantees free legal representation to all, the Superior Court assigns cases the PD can’t take (typically because of a conflict of interest) to private lawyers.

The clear threat here was that the public would lose money on the deal: The court, which gets some of its funding from the city, would pay the private lawyers $106 an hour to handle the felonies — far more than Adachi pays his staff. “And my folks don’t work by the hour,” Adachi told me. “They’re on salary and all of them work a lot more than 40 hours a week.”

The message from Adachi: Give me my funding now, or you’ll wind up paying far more later.

Two days after Adachi formally announced that he would start declining some felony cases, McBride sent an unsolicited and somewhat unusual letter to the mayor and the supervisors. The letter never mentioned Adachi’s threat — but pointed out that the number of misdemeanor cases filed in San Francisco had dropped by nearly 51 percent over the last decade. It seems entirely likely that the McBride letter was related to Adachi’s actions and carried its own not-so-subtle message: The PD is asking for more money — but his workload, at least in misdemeanor cases, should be dropping.

That brought to the surface a lingering sore spot at the Hall of Justice, where judges have openly criticized Adachi’s practice of taking misdemeanor cases to trial. In a Feb. 18, 2009 article for the Recorder, a legal newspaper, reporter Evan Hill quoted several judges chiding the public defender.

“I think they’re willing to take marginal cases to trial and take the risk that they’ll lose them for the purpose of overworking the system and overworking the DA’s office,” Judge Kevin McCarthy was quoted as saying.

The issue of how many cases the public defender takes to trial is an old one. Some PD’s argue that it’s usually better for a client to cop a plea and get a reduced sentence, and that lawyers shouldn’t be pressured to try cases. Adachi makes no secret of his interest in seeing cases go to trial — for one thing, he says, it helps his staff hone their skills and makes them better lawyers. But it also gives the PD’s office more leverage in negotiating pleas — if the district attorney thinks that a case may go to trial, and it may end in acquittal, the defendant will get a better deal.

Adachi says that his office wins 40 percent of the cases that go to trial. But trials are expensive and time consuming, and eat up court resources. So many judges would much rather see minor misdemeanor cases settled quickly.

In fact, McBride told me that misdemeanor cases go to trial in San Francisco five times as often as the state average. “It’s an indication that the system isn’t doing as good a job of disposing of these cases,” he said.

On Feb. 4, 2009, McBride met — at his request — with Controller Ben Rosenfield, who was preparing an audit of the PD’s office. Present at the meeting were Deputy Controller Peg Stevenson and two lawyers who sit on the San Francisco Bar Association panel that monitors the way the courts assign criminal cases to private counsel.

Adachi says he got a phone call shortly afterward. “According to one person who attended the meeting,” he wrote in his letter to the judicial panel, “the subject of the meeting was to discuss the possibility of having the Public Defender removed from handling misdemeanor cases and transferring these cases to the private bar.”

Adachi used that information to file a complaint against McBride with the judicial panel. “In the seven years I have served as a public defender,” he wrote, “I have never seen a judge attempt to intercede in a budgetary matter involving the Board of Supervisors and the Public Defender or District Attorney.”

And the numbers sure are curious: Why would the courts need additional money for outside counsel in almost the exact same amount as Adachi’s budget is being cut? The budget analyst’s report shows that the court projects $200,000 more will be needed to defend the case of the SF 8 — a major murder trial that will be working its way through the courts this year. Adachi’s office represents one of the seven defendants, but since it’s considered a conflict to handle more than one of a multiple group charged with the same crime, the private bar will handle the others.
Why the other $800,000? Nobody has much of an explaination.

There’s no love lost between Adachi’s office and McBride. In a rare proceeding, the Commission on Judicial Performance publicly admonished McBride in November, 2008 for, among other things, improperly forcing the Public Defender’s Office off of criminal cases.

“I believe the above actions are being taken against the Public Defender’s Office in retaliation for complaints made by several public defenders in [the admonishment case],” Adachi wrote.
McBride denied that he was trying to take misdemeanor cases away from the public defender. “I never suggested that,” the judge told me. “In fact, the private bar adamantly doesn’t want those cases.”

One of the two lawyers present at the Feb. 4th meeting, Betsy Wolkin, told me she has little recollection of it and couldn’t comment on what anybody said. The other lawyer, Julie Traun, was out of town and couldn’t be reached for comment.

Stevenson’s handwritten notes on the meeting, which I obtained under a Sunshine Ordinance request, shed little light on the issue and show only that there was some discussion of the cost of hiring private lawyers to take cases that the PD’s office can’t. And Stevenson told me she doesn’t remember any discussion about removing the PD’s office from misdemeanors.

McBride did acknowledge that there was some talk of what would happen if Adachi stopped taking new cases — “that’s one solution to a PD who doesn’t have the budget, they stop taking cases” — but never indicated that that would be a preferable alternative.

One court insider, who spoke only on the condition of anonymity, told me that the Adachi was playing a sort of brinksmanship: “There’s a perception that Jeff isn’t willing to share the budget pain with everyone else, that he’s demanding more when everyone else gets cuts,” the insider said. “He’s threatening not to take cases, then he’s complaining that they want to take cases away from him.”

But Adachi sees it as a very different battle. “We are very aggressive in fighting for our clients,” he told me. “We do a great job. Some people would rather we just settle cases and get them out of the way.”

An Evidence-Based Report on the Community Justice Center

by Jeff Adachi

Now that it has been operational for three months, the Community Justice Center (CJC) should be evaluated based upon a factual and empirical analysis of objective data from the cases that have been heard in the court.  With the upcoming budget hearings focusing on the city’s dire financial situation, there will no doubt be a discussion as to whether the court is on the road to fulfilling its promise or whether the money spent on this court could be better invested elsewhere.

It is important at the outset, to separate the discussion of funding for the court from the operations and outcomes of the court.  The question of whether the cost of the court is justified should be viewed independently from the question of whether the court is doing what was promised.   Whether the court is producing its intended outcomes is a separate issue from what it costs to operate, or whether the money could be put to better uses.  There will always be other competing uses of funds and it is unfair to compare uses that have different objectives or outcomes from that of the court.

Before there can be an honest debate, there must be accurate information upon which to rely upon which to assess the legal and social outcomes realized by the court.  While anecdotes may be informative, they rely largely on the party reporting the event.  For example, one might say, “I saw a person who received services from the court who was able to really turn their life around, and I could tell that she was happy and wanted to be there.”  This may be true or it may not be — it is simply the subjective opinion of the person reporting the event.  What is more telling is whether the specific legal and social outcomes that were set for the individual were met, and whether the resulting change in behavior affected the community.

According to the original needs assessment, completed in 2008, which set for the plan for the CJC, the purpose of the court was to address problems such as “drug dealing, aggressive panhandling, graffiti, prostitution and public urination.”   The court’s representatives promised that it would be a change-agent in the Tenderloin, which has long been perceived a containment zone for crime.  A community poll revealed that the top complaint involved “drug dealing, and drug and alcohol abuse.”  The court was to provide “leadership and a coherent approach to coordination of service delivery … within the justice system.”   The concept was simple: a host of services would be offered on-site to persons who needed or wanted services through the court.  These services were to include drug treatment, mental health programs, support groups, counseling, career development and job training.

I began staffing the court myself when it opened in March 2009 and am familiar with its operations.  In the spirit of providing an accurate and evidence-based evaluation of the court’s first three months in operation, I offer a number of informational points for the discussion that may follow.

1) What type of case is being heard at the CJC?

The types and numbers of cases are easily determined by listing the case by its case type, and the number of these cases heard at the court.  This will provide information about the type of cases that are being referred to the CJC, and the type of cases that are not being referred there.  Based on the cases I have seen at the CJC, the case types include the following categories:

a.       Public nuisance – Penal Code 372

b.      Obstructing the sidewalk – MPC 22(a)

c.       Lodging – Penal Code 647(e)

d.      Possession of paraphernalia – Health and Safety Code 11364 HS/M

e.      Petty Theft – Penal Code 484

f.        Possession of narcotics – Health and Safety Code 11350a HS/F

g.       Under the influence of a narcotic – Health and Safety Code 11550 HS/M

h.      Marijuana possession – Health and Safety Code 11357

i.         Possession with intent to sell – Health and Safety Code 11351

j.        Drug Sales – Health and Safety Code 11352a

k.       Assault & Battery – Penal Code section 32

l.         Vehicle code infractions

m.    Miscellaneous crimes

To avoid confusion, since some cases have multiple charges, each charge must be counted. There should also be a separate count as to the number of cases.

2) What are the legal outcomes of these cases?

The term “legal outcome” refers to the disposition in court on a particular case.  There are a number of legal outcomes that commonly occur:

a.       Discharged cases (cases which appear on the court calendar but are not charged)

b.      Bench warrant (case is filed but the accused fails to appear)

c.       Dismissed/pending after performing community service through the CJC

d.      Dismissed/pending after referral to pretrial diversion program

e.      Dismissed/pending after referral to drug diversion program

f.        Dismissed/pending after referral to a drug program

g.       Court date rescheduled

h.      Continued on probation

i.         Case resolved through guilty plea

“Pretrial diversion” is a program that is operated by Pretrial Diversion, Inc. a long-time non-profit organization that handles cases at the Hall of Justice.  Established by statute many years ago, the Pretrial Diversion program provides community service opportunities for first time offenders.  Pretrial diversion is not available at the Community Justice Center per se; however, the court has used pretrial diversion as a means to dismiss cases when a person has agreed to perform community service at the CJC.

Drug Diversion is a program operated by the Adult Probation Department.  Participants agree to engage in drug treatment and receive a dismissal if they successfully complete a program, which usually lasts six months.  Drug Diversion is a program available at the Hall of Justice.  It is not available at the Community Justice Center, but again, the court has used drug diversion as a means to dismiss cases when a person has agreed to participate in drug treatment.

In addition, there should be a separate accounting of cases of people who did not appear for the court and the number of people who did appear.  There should be an accounting of the people who appeared at the CJC to receive services but did not have a pending case.

3) What are the social outcomes of these cases?

‘Social outcome’ refers the outcomes that the participant achieves as a result of participating in the CJC.  Social outcomes include community service, mental health treatment, etc.  Social outcomes do not include the assessment process.  The number of clients assessed can be accounted for individually; there should be one assessment counted per case.  Social outcomes include:

a.  Mental health treatment at the CJC

b.  Shelter bed through the CJC

c.  Drug treatment through the CJC

d.  Social security  eligibility obtained through CJC

e.  Referrals to outside agencies for services

f.  Referrals to AA/NA

g.  Return to the Hall of Justice (when a case-type is rejected by the CJC or client otherwise deemed not to be an appropriate candidate for the court)

4) Are the social outcomes meeting the overall objective of the court, and how do they impact the community differently than a case outcome at the Hall of Justice?

This would involve an analysis of the social outcomes to determine which of the outcomes could be achieved at the Hall of Justice and which were unique to the CJC.

5) Are the legal outcomes meeting the overall objective of the court, and are the outcomes different than a case outcome for a similar case-type at the Hall of Justice?

This would involve a comparison of the legal outcome to determine which of the outcomes could be achieved at the Hall of Justice and which outcomes were unique to the CJC.

The final two questions involve the cost of the court.  As noted above, these questions should be analyzed separately from questions 1-5, which relate to the case and social outcomes.

6) How much is the CJC costing the city, and how are the resources being used?  A related question is:  How much is being spent by the state and federal government on the CJC?

I have not seen a budget for the CJC as of yet.  However, as far as I can tell, there are four types of costs that are attributable to the CJC:

a.  City personnel charged to the operation of the CJC that is being funded through the city’s general fund or grant sources

b.  Court personnel  charged to the operation of the CJC that is being funded through the Superior Court

c.  City personnel that is not being funded through any CJC monies but are being used to staff the court’s operations

d.  Court personnel that is not being funded through any CJC monies but are being used to staff the court’s operations

e.  Construction, overhead, and operational expenses funded by the city

f.  Construction, overhead and operational expenses funded by the state

g.  Lease, construction, overhead and operational expenses funded by the federal government

These categories draw a distinction between costs accrued by the Superior Court and costs charged to the City and County.  It should be noted that the Superior Court receives state funding and funding from the city.  Some departments receive funding from multiple sources.  For example, according to the Mayor’s budget analyst, the Sheriff is allotted five (5) deputy positions at an annual cost of $515,000 to staff the CJC.  However, the Sheriff is also allotted two additional deputies through the Superior Court (cost unknown).  Thus, the Sheriff has a total of 7 positions allotted to its department through the CJC.    I also understand that a new holding cell will be built at the courthouse at a cost of $700,000.  I believe $200,000 has already been spent, though no construction has begun yet.

7) Could these resources be used in a more efficient and effective way to obtain the outcomes sought by the CJC?

This is the question, I believe, that will be at the heart of the budget discussions.  While the outcomes of the CJC are laudable, the debate should focus on whether those outcomes are being met.

An independent researcher named Melissa Sills volunteered to do a study of the available data from the Public Defender’s office for the CJC cases we have handled to date.  This report answers many, although not all, of the questions above.   Questions 1-5 are analyzed according to the available data.  Note that while the Public Defender’s office handles the bulk of the cases at the CJC, there is only limited data for those cases handled by private attorneys since we do not maintain those files.   However, those cases are included in the case count to give a complete accounting of all of the cases heard at the CJC.  Ms. Sills did not attempt to analyze information concerning the cost-efficiencies, since we did not have access to the CJC budget or other financial information about how much is being spent at the CJC.  I have requested a budget for the CJC from the Mayor’s budget office, but have not received one to date.

I have shared this with the staff of the CJC and other interested stakeholders in the spirit of working towards an objective and straightforward review of the operations of the court.    I will hold my opinions for the time being and let Ms. Sills’ report speak for itself.

Read the report here.

California wants to cut legal aid attorneys for poor

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Associated Press, 6/15/09
By Deborah Hastings

Lawyers for the poor, who say they already are stretched to the breaking point by huge caseloads and dwindling staff, face layoffs across the country as local governments slash spending in these hard economic times.

Nowhere is the threat to public defenders more apparent than in California, the state with the biggest population — at 38 million_ and the largest deficit — $24.3 billion and counting.

There’s far more at stake than cutting jobs, say prosecutors and defense lawyers alike. Eliminating attorneys for the indigent may actually cost more money than it saves.

Unlike any other public service, court-appointed counsel cannot be scaled back. According to the Constitution, every criminal defendant, rich or poor, gets one. If the defendant can’t pay, the government does. And if public defenders aren’t available, private attorneys must be hired, at rates costing at least twice as much and often more.

“Counties can’t just say `I’m not going to pay,'” said San Francisco Public Defender Jeff Adachi, who’s locked in a very public fight with Mayor Gavin Newsom over a recent directive to cut the defense lawyer’s budget by nearly $2 million.

Adachi said his office would be devastated and would have to fire 15 to 20 attorneys, about 20 percent of his staff.

Then, he said, “The whole system would begin to fail.”

Defendants would sit in jail longer, increasing incarceration costs, Adachi said. Cases would be delayed while private attorneys get up to speed, creating bigger clogs in a legal pipeline that barely trickles now.

Adachi’s current budget is nearly $24 million — “less than half what the police and sheriff’s departments spend in overtime,” he notes. Slashing it would mean farming out 6,000 cases to private lawyers, ranging from misdemeanors to felonies. That would cost $3 million to $4 million, Adachi estimates, or up to twice as much as the cut itself.

“It’s robbing Peter to pay Paul,” he said, because, inevitably, it’s the county general fund that has to pay the extra costs — the same fund that pays for his office. “It’s really shortsighted.”

Sacramento County has already laid off 18 staffers, and will give pink slips to 29 attorneys if it doesn’t get a fiscal break quickly. Los Angeles County Public Defender Michael Judge said he doesn’t know how much will be cut from his office, which employs about 600 attorneys and is the state’s largest indigent defense system.

“I don’t know if I’m going to have to lay anybody off yet,” he said.

Then there’s further recession fallout, including shrinking amounts of state funds.

San Francisco and Los Angeles have experienced layoffs before in less dire recessions. But when expensive bills started coming in from private lawyers, stunned county officials rehired public defenders, who’d been doing the same job for considerably less.

Desperate Sacramento County officials face a deficit of $140 million and say legal services for the poor may be cut by 24 percent.

Prosecutors haven’t been spared, either. The district attorney’s office is braced to lose $13 million and 46 attorneys _about 23 percent — during the new fiscal year.

“It’s bad for the system all the way around,” said the DA’s chief deputy, Cindy Besemer. “It’s to the detriment of everyone involved. Victims get hurt because everything is left hanging. The longer you delay a case, the harder it is to prove because you’re asking people to testify about something that happened a year ago.”

The problems are far from unique to California.

Minnesota eliminated the jobs of 53 public defenders, or about 12 percent of the staff. Last summer, the office stopped representing parents involved in child welfare cases, referring them instead to counties, which hired private lawyers.

“The counties incurred a lot of costs they weren’t happy about,” said John Stuart, head of the state’s public defender office. “It was about 9 percent of our caseload.”

So far, Minnesota has avoided more attorney cuts, partly by finding unusual ways of generating revenue, including increasing the license fees of lawyers by $75.

“It’s like telling the county pothole-filling crews to chip in an extra $10 to pay for the asphalt,” Stuart said dryly. “But it’s better than not following the Constitution.”

Unlike California, where counties bear the burden of funding public defenders, Minnesota has a statewide office.

Court systems across the country also are targeted for drastic cuts. Some courtrooms will go dark for at least one day a month to save costs, adding more weight to backlogged dockets.

In Los Angeles County, which has the nation’s largest court system with nearly 600 courtrooms, steep cuts will force nearly all operations to shut down one Wednesday per month, beginning July 15. But the furlough plan may not be enough to avert laying off 25 percent of the court’s 5,400 employees, officials warned.

Though President Barack Obama’s economic stimulus package has made billions available, it’s still not enough to plug every budget hole.

“We’re already in a very precarious position,” said Fresno County Public Defender Kenneth Taniguchi, whose central California district lies in a vast agricultural area that supplies much of the nation’s produce.

“It’s inadequate right now as it is,” he said. “It’s not a pretty picture.”

Copyright © 2009 The Associated Press. All rights reserved.

Public Defender Rally at City Hall

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On Thursday, June 18, 10 a.m. on the Goodlett Steps of San Francisco City Hall, the community will rally in support of public defense and budget justice.

Nearly 28,000 adults and youth rely on the Public Defender’s Office for legal representation and reentry programs. Mayor Gavin Newsom’s proposed $1.9 million budget cut will debilitate our ability to represent our clients and their families. A strong Public Defender’s Office eliminates inefficient court delays and unnecessary jail time, freeing up money for needs like healthcare, housing, and education. Join us in letting the Board of Supervisors know that you cannot put a price on constitutional rights!

Confirmed speakers include:

  • Jeff Adachi, San Francisco Public Defender
  • Rev. Calvin Jones Jr., Providence Baptist Church
  • Doug Yamamoto, Glaziers & Glassworkers, Local 718
  • Eva J. Paterson, Executive Director, Equal Justice Society
  • Anamaria Loya, Executive Director, La Raza Centro Legal
  • Dorsey Nunn, Executive Director, All of Us or None
  • Jane Kim, San Francisco School Board Member
  • Carlos Villarreal, Executive Director, San Francisco National Lawyers Guild

Public comment for the Board of Supervisors Budget and Finance Committee budget hearing will be held on Monday, June 22, 2009, at 5 p.m. at City Hall.

Please come out and show your support! Download our flyer here.

Crime, Coercion and the CJC

By Jeff Adachi

One of the ongoing debates of late surrounding the Community Justice Court concerns the question of how to force a person to change their behavior.  The CJC might be viewed as a social experiment to determine whether coercion is effective in changing behavior.  Will an alcohol addicted person who is hailed into court for passing out on the sidewalk stop drinking because he or she is in court facing some type of sanction?  What about a mentally ill person?  Will judicial sanctions keep them from acting outside the law or engaging in destructive or obsessive behavior directly related to their mental illness?  What about the crack user who continually endangers his health and drains his pocket book in order to get that one last hit?  Will that person be more likely to stop their drug use if they are subjected to punishment?  What about a homeless person who, night after night, sleeps on the sidewalk?

I recently met a brilliant author and political historian named Arthur Evans who wrote a book titled “Critique of Patriarchal Reason.”  In Chapter Two, in a section titled “The Coerciveness of Law,” Evans writes, “whereas customs hold sway through social pressure, and personal values motivate through individual feeling, laws coerce through governmental or judicial machines set up to enforce them.”

Most people choose to comply with the law because that is how they have been conditioned.    Laws that forbid malum in se conduct (conduct that is “bad” in and of itself) are usually followed by those who do not wish to violate social norms or customs that they have been taught.  Other laws are followed because of personal values.  A person who purposely throws an empty cup of coffee from his or her car while driving does not share the personal values of a person who strongly disfavors littering.  Only if the person is “caught” and sanctioned will the person be motivated to change their behavior.

This eventual and resulting change in behavior, of course, assumes the litterer’s rational thought process.   For a person who acts out of mental illness, or the kind of mental derangement that comes with abusing drugs, irrational decision making is rarely influenced by fear of sanctions.  Most people who are addicted to drugs do not think, “I should stop using or selling drugs because I might go to prison.”  If that were the case, we would not have 60% of the people in prison there for using or selling drugs.

Most of the new cases that appear at the CJC fall in the category of loitering, illegal lodging, obstructing the sidewalk, and possession of paraphernalia and marijuana, petty theft and “public nuisance.”  Those less likely to find their way into the CJC are litterers (only 1 case thus far), graffiti artists (3 cases), prostitutes (2 cases) and those fighting on the street (1 case).

As Evans writes, “[a] certain arbitrariness is likewise involved in the making of the laws . . . whatever the commanding entity decrees, is law.  Hence in both their creation and execution, laws are arbitrary and coercive.”   Many people think laws against possessing a small amount of marijuana are less about right and wrong and more about enforcing a shrinking minority view that marijuana should be outlawed in order to protect society from its harm.   On the question of the law’s moral judgment, Evans argues, “laws need not have anything at all to do with right and wrong,” and “even when laws are passed to enforce supposedly universal values, they often turn out to re-enforce the value system of the principal backers of the commanding entity.”

So what are the values of the commanding entity?  At the CJC, it is largely the police, who decide which cases are sent there.  The police would probably say that they are responding to the needs of the greater community, who expect and demand that certain laws are enforced.  But the laws that are enforced are really a combination of what the legislators have decided the laws should be, what laws the police decide to enforce and of course, what crimes are committed in a particular neighborhood.

Evans speaks from personal experience.  As a pioneering civil rights activist in New York, he organized colorful and effective protests against unfair treatment and laws against gays and lesbians.  His successful protests included taking over the clerk’s office and offering only gay (not straight) marriages to surprised callers and enlisting a troop of tuxedoed gay rights activists to greet then New York Governor Nelson Rockefeller at the opening night of the Opera.  (He was hauled away.)  He remembers the days when gays and lesbians could be arrested for showing public affection or violating the infamous “sodomy” laws which outlawed same-sex consensual relationships on the ground that these were “crimes against nature.”  Ironically, these laws were justified on the grounds that they would deter homosexuality and coerce persons not to engage in same-sex relationships.

While it may be debatable whether laws punishing people for sleeping on the sidewalk and loitering are inherently unfair, when we begin criminalizing status offenses and using that as leverage to try and coerce behavior, we are enforcing the culture and demands of a commanding entity.  A homeless person who commits a crime because of their status as a homeless person who is living on the streets becomes a ward of the court, and is then required to modify their conduct to adhere to certain conditions, i.e. find a job, live in a shelter, enroll in classes or seek public benefits.  Of course, this can all be said to be in the best interest of the person.

CJC case-in-point involves a woman who is in her later years and was charged with a theft offense.  She had been ordered to participate in a reentry program for women, but had not complied with the program requirements.  Her case was then transferred to the CJC, and she was linked with a social worker who helped identify her needs, and recommended engagement in services.  Her treatment plan included AA meetings, meeting with a housing counselor and attending a reentry program.  While these needs are pressing, the woman was recently evicted from her apartment and will soon be homeless.  Although she receives social security, her monthly payments are much less than her rent.  As a result, most of her time is spent trying to cope with her impending homelessness.  CJC can offer a temporary shelter, up to 7-days, but there are no easy fixes beyond this.  Although she is good about showing up for court, there is no cure for the poverty she is struggling against.   The CJC judge has given her speeches and tried to encourage her to turn her life around, but when it comes to dealing with issues of poverty, there is little the court can offer.    Overwhelmed with her housing problems, she has not complied with her treatment plan.  Unfortunately, no amount of coercion will likely change that.

Whether the law can be used effectively as a tool to change long term behavior and coerce specific outcomes is questionable, particularly when the person does not want to change or lacks the rational decision making process necessary to modify their behavior.  Putting substance abuse and mental illness treatment aside, crimes involving poverty are not immediately solvable unless substantial resources are made available.  Tangible needs cannot be satisfied by speeches and encouragement.  Housing (as opposed to shelter), treatment on demand, food and health services do not magically appear, even at the Community Justice Center.

SF Public Defender Calls Mayor’s Budget Cuts Shortsighted

San Francisco, CA – San Francisco Public Defender Jeff Adachi said on Monday that the Mayor’s proposed $1.9 million cut to the Public Defender’s Office will cost the city millions more in the years ahead and take an unnecessary toll on poor people in the justice system.

“The Mayor’s proposed budget cut is shortsighted because it will cost the city millions more in the long run. I do not control the number of criminal cases that are filed. The Mayor has left me with no choice but to outsource thousands of cases to private attorneys,” Adachi said.

Adachi warned that Mayor Newsom’s proposed budget cut would force him to lay off 12-15 attorneys and would require him to withdraw from representing as many as 6,000 clients in the coming fiscal year. Because legal representation for poor people accused of a crime is constitutionally mandated, the city is required to cover the cost of outsourcing cases to private counsel. “I estimate the cost of outsourcing these cases to private attorneys at between $3 and $4 million per year, which is more than the $1.9 million the city would save by cutting our budget,” he said.

Adachi also warned that cutting his staff would increase other costs to the city. “When a city doesn’t provide adequate resources to public defenders, it ends up paying for trial delays, extended incarceration, appeals, and even costly lawsuits brought by the wrongfully convicted. These inefficiencies tie up money that should be used on San Francisco’s other pressing needs, like healthcare, housing and education.”

Adachi’s office of 93 deputy public defenders and 70 support staff handle over 24,000 cases each year. Individual public defenders handle as many as 200 misdemeanor cases at any given time or 50-70 felony cases. According to Adachi, the office is currently contending with a dramatic increase in the representation of defendants facing serious criminal charges, including a 35 percent increase in homicide and other serious felony cases.

Adachi will appear before the Board of Supervisors on June 18 and 25 to advocate for the restoration of the Public Defender’s Office budget.

The mission of the Public Defender’s office is to provide vigorous, effective, competent and ethical legal representation to persons who are accused of crime and cannot afford to hire an attorney. Established in 1921, the San Francisco Public Defender has a long, proud history of providing top-notch representation to its clients, and championing programs that help people turn their lives around.

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Study Confirms that Public Defender Reentry Program Saves Money, Lives

SAN FRANCISCO – The first study to assess the impact of the San Francisco Public Defender’s Office reentry social work program found that alternatives to incarceration, reduced sentencing, and avoided jail days obtained as a result of reentry advocacy saved California state prisons over $5,000,000 and San Francisco County over $1,000,000.

The Public Defender’s Office reentry unit provides its adult clients with an innovative blend of legal, social, and practical support through three programs: Clean Slate Program, Children of Incarcerated Parents program, and the social work services component.

“Our clients’ legal problems are often the symptoms of larger social issues – drug addiction, mental illness, homelessness, unemployment – that cannot and should not be ignored. By addressing the social service needs of our clients, we obtain the best outcome for our clients, their families and our entire community. This not only saves the city and state millions of dollars, it ultimately saves lives,” Deputy Public Defender and Reentry Unit Manager Simin Shamji said.

Reentry is a cornerstone of the interdisciplinary legal defense team approach employed by the Public Defender Office. Reentry social workers and deputy public defenders provide a vigorous legal defense by addressing underlying and contributing social and behavioral health needs. Reentry social workers have extensive knowledge of San Francisco social services and treatment networks, as well as deep relationships with the social services staff and directors to which they connect their clients. They also provide legal advocacy in the form of offering alternatives to incarceration, based on a clients individual circumstances and demonstrated need.

The study, conducted by LFA Group, evaluated clients’ legal and social outcomes as a result of their engagement with Public Defender’s Office reentry social workers. The evaluation consisted of review of randomly-selected case files whose cases were filed in court between May 1, 2007 and December 31, 2007 and resolved by the fall of 2008. According to the report:

  • Nearly all Reentry clients experience some form of victory through their participation in Social Work Services. Of the clients with some type of victory during their engagement with Reentry Social Work Services, almost all (98%) saw improvement in their legal cases over the likely sentence they would have faced without Reentry Social Worker services: these defendants had less severe sentences (for example, jail instead of prison; community-based program or probation instead of jail) and in some cases shorter sentences, and experienced other legal victories such as early release from a jail sentence. They also experienced personal and social successes such as becoming ready to seek drug treatment.
  • Reentry clients are less likely to be sentenced to prison. Of those Reentry clients facing a prison sentence, 83% received an alternate sentence, allowing them to avoid prison. More than one-quarter (29%) who had been facing a potential jail sentence were given an alternative sentence that allowed them to avoid incarceration altogether.
  • The impact of Reentry Social Worker support is evident even beyond sentencing. A majority (59%) of Reentry clients sentenced to jail were awarded early release from San Francisco County Jail.
  • Reentry client legal outcomes result in cost savings for the criminal justice system. Avoided prison days due to alternative and reduced sentencing for the 66 clients sampled resulted in a savings of over $5,000,000 to California state prisons. Avoided jail days for the sample due to alternative and reduced sentencing and early release resulted in a savings of over $1,000,000. The net savings for San Francisco County jail after the cost of averted prison sentences served in jail is added to the jail savings is $110,577.

Download the full Reentry Unit social work program 2007-2008 evaluation or executive summary here:

Reentry Unit Social Work Services Evaluation – Executive Summary

Reentry Unit Social Work Services Evaluation – Full Report

To learn more about how the Public Defender’s Office supports reentry, download recent reports on the Clean Slate Program and Children of Incarcerated Parents program here:

Clean Slate Program 2007-2008 Evaluation – Executive Summary

Clean Slate Program 2007-2008 Evaluation – Full Report

CIP Evaluation 2008 – Executive Summary

CIP Evaluation 2008 – Full Report


The mission of the Public Defender’s office is to provide vigorous, effective, competent and ethical legal representation to persons who are accused of crime and cannot afford to hire an attorney. Established in 1921, the San Francisco Public Defender has a long, proud history of providing top-notch representation to its clients, and championing programs that help people turn their lives around.

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