Tag: SF Sheriffs Deputy

A Step Forward: Sheriff Moves to Advance Administrative Code Proposal

We’re pleased to report a positive development in our long-standing effort to update San Francisco’s Administrative Code to include clear recognition of the Sheriff’s Office. After months of internal review, the Sheriff’s Department has now taken a significant step forward.

Sheriff Refers Proposal to City Attorney

SF Sheriff Admin Code
SF Sheriff Admin Code

On September 24, Undersheriff Katherine Johnson informed us that the department’s legal team has completed its review of our proposed Administrative Code amendment. The Sheriff has now directed that the matter be sent to the Office of the City Attorney for formal drafting of legislative language.

“Once that is completed, someone will follow up with you.”

– Undersheriff Katherine Johnson

We commend the Sheriff’s Office for advancing this process and look forward to the next stage of collaboration.

What This Means

This action brings us closer to correcting a structural oversight: the absence of the Sheriff’s Office in the Administrative Code. Unlike Police and Fire, the operational responsibilities of San Francisco’s elected law enforcement agency are not formally codified in city law.

Our proposal seeks to fix that by defining the functions the Sheriff’s Office already performs under Penal Code § 830.1(a), the San Francisco Charter, and longstanding public safety practice. These include:

  • Jail operations
  • Law enforcement services
  • Court security
  • Emergency and mutual aid response
  • Civil process enforcement
  • Transportation of persons in custody

By placing these responsibilities in the Administrative Code, we strengthen institutional clarity and ensure legal consistency across the City’s public safety departments.

A Shared Path Forward

This step confirms that the Sheriff’s Office recognizes the value of codifying its role — not only for operational stability but for long-term transparency and accountability. We stand ready to assist the City Attorney as they begin crafting legislative language that reflects both the constitutional authority and the day-to-day realities of the Sheriff’s Office.

We believe this shared path will benefit the people of San Francisco and provide a stronger foundation for the professionals who serve under this Office every day.

Message to Our Members

To the members of the SFDSA: your voice, your work, and your service matter. This action is a direct result of continued advocacy and persistence. We believe this change will support your work and reinforce the legal structure behind your service.

To the public: we are committed to ensuring that our city’s elected law enforcement agency receives the same legal foundation as other departments. This is about fairness, function, and future readiness.

What’s Next

We will continue to monitor the drafting process and provide monthly updates to our members and the public as the City Attorney prepares formal language for introduction to the Board of Supervisors.

Our next public update will be issued in October 2025.

Thank you to Sheriff Miyamoto and his team for this important step forward. We look forward to working together in good faith to complete this process.

For questions or feedback, contact us at president@sanfranciscodsa.com

A Hard-Capped Bitcoin Reserve for an Uncertain World

Why SFDSA is building a Bitcoin Reserve

In 2021, SFDSA took its first step into Bitcoin. In 2025, we added more. Those decisions weren’t about chasing headlines; they were about building a durable Bitcoin Reserve—a portion of assets set aside to protect our members’ future purchasing power across decades, not news cycles. A reserve is the opposite of speculation. It is quiet, disciplined, and designed to endure.

SFDSA bitcoin reserve

What a “reserve” really means for members

Every public-safety organization keeps cash for near-term operations. A reserve is different: it’s the long-horizon ballast that isn’t meant to be spent next month or even next year. Historically, gold served that role for nations because no one could print it. Bitcoin extends that idea into the digital era—a bearer-style asset with a fixed maximum supply of 21,000,000. That cap is not a policy promise; it’s embedded in open-source code and enforced by thousands of independent nodes worldwide.

The practical implication for members is straightforward: when the world is noisy—deficits, inflation scares, banking stress—a portion of our assets sits outside that noise, in a network where issuance is known ahead of time and cannot be increased to solve political problems. The goal isn’t to “beat the market” next quarter. It’s to preserve purchasing power through the kinds of long arcs that shape retirement and family security.

Why Bitcoin fits the reserve role

Hard cap, transparent schedule. Bitcoin’s supply is capped at 21 million, released on a schedule that becomes less inflationary over time. Approximately every four years, the “halving” reduces new issuance; today roughly ~450 new BTC are mined per day—a number that will keep falling until issuance effectively approaches zero. Everyone can verify this, in real time, on a public ledger.

Portability and neutrality. Unlike a bank deposit, Bitcoin is not someone else’s liability. It can settle globally, any hour of the day, without waiting for a custodian to open on Monday morning. For reserve purposes, that portability is a form of resilience.

Auditability. Reserves are most trustworthy when they can be observed, not merely reported. Bitcoin’s ledger is public. Balances can be proven on-chain without exposing operational details.

Scarcity, explained in human terms

There are roughly eight billion people and twenty-one million possible coins, ever. If divided evenly, that’s about 0.002625 BTC per person—262,500 satoshis. That simple ratio is the beating heart of the reserve concept: we are intentionally accumulating a slice of something the world cannot make more of.

How a Bitcoin Reserve operates—without bureaucracy

We are intentionally keeping this strategy rules-light and principle-driven:

  • Accumulate on weakness. Price volatility is the toll you pay for long-term scarcity. We add on meaningful pullbacks, in measured tranches, rather than trying to call tops or bottoms.

  • No leverage, no lending. A reserve should not depend on borrowed money or third-party rehypothecation. We own spot exposure and keep it unencumbered.

  • Never forced sellers. Operating cash and near-term obligations remain separate, so we are not compelled to sell into temporary downturns.

  • Periodic review, not constant tinkering. We look at the reserve in the context of total assets on a sensible cadence (e.g., annually), adjusting with a long-term lens.

This approach keeps the mechanics simple while aligning with the purpose of a reserve: endurance.

What members can expect to see

We’ll talk to members like owners—because you are.

  • Quarterly snapshot: holdings, cost basis, and current market value in plain English.

  • Context, not hype: how the reserve behaves alongside our cash and other holdings across rolling multi-year periods (because pensions and family plans are multi-year realities).

  • Education you can use: short explainers on topics like volatility, the 21-million cap, and how to read a reserve update.

Addressing the big questions directly

“Bitcoin is volatile—why put it in a reserve?”
Because a reserve is a long game. Volatility is the price of admission for an asset whose issuance shrinks over time. We handle it by only adding in drawdowns, avoiding leverage, and keeping operating needs separate.

“Is this all we hold?”
No. A reserve is one component of a diversified base. Cash and short-duration instruments fund operations; the Bitcoin Reserve is the hard-capped portion that aims to defend purchasing power over long horizons.

“What if the regulatory or technical environment changes?”
Bitcoin’s rules are public and globally distributed. Our process—accumulate gradually, avoid leverage, keep reporting simple—remains robust across regulatory headlines. The network has operated continuously for over a decade with transparent issuance. Our reserve is designed to adapt without panic or policy whiplash.

What success looks like over time

Success is not a single price target. It’s a profile:

  • The reserve grows in satoshis—our share of the 21-million cap—especially during periods when markets are fearful.

  • Members can verify what we report and understand the rationale for each addition.

  • Over 5–10 years, the reserve behaves like a stability anchor against creeping inflation in wages, equipment, healthcare, and family expenses that affect our membership in real life.

  • The strategy remains boring by design: steady, comprehensible, and hard to break.

Why now—and why us

Public-safety professionals know better than most that calm isn’t guaranteed. You prepare in the quiet moments for the turbulent ones. The Bitcoin Reserve is that preparation applied to finance: an asset with known, finite supply accumulated with discipline so that our members’ future purchasing power isn’t left at the mercy of policy cycles.

We began in 2021, reinforced the position in 2025, and we’ll keep building—quietly, consistently, on the dips—because scarcity is on our side and time is the ally of patient reserves.

SFDSA: protecting those who protect San Francisco—and protecting their future with a reserve measured in satoshis, not speculation.

Why We’re Going Public: The Fight to Define the Sheriff’s Role in San Francisco Law

After over a year of stalled progress and unanswered letters, the San Francisco Deputy Sheriffs’ Association is officially going public with monthly reports on our efforts to correct a long-standing legal omission in San Francisco’s Administrative Code — an omission that affects every resident’s public safety and the future of the Sheriff’s Office.

Admin Code Missing SFSOThe Problem: A Department with No Definition

While the San Francisco Police and Fire Departments are fully defined in both the City Charter and the Administrative Code — with operational duties, funding mechanisms, and emergency roles clearly outlined — the Sheriff’s Office is not. This omission is not only outdated, it’s dangerous. It leaves our city’s elected law enforcement agency out of the very legal framework that governs how city departments operate and cooperate.

This is not about politics or power grabs. It’s about codifying what the Sheriff’s Office already does, aligning it with Penal Code § 830.1(a), the San Francisco Charter, and state law.

What We Did

In collaboration with legal experts and legislative advisors, we proposed new Administrative Code language that would establish a simple section titled:

SEC. 2A.26 – Office of the Sheriff

This section mirrors the structure used for other public safety departments and affirms what the Sheriff’s Office already does every day — operate jails, conduct law enforcement duties, transport prisoners, serve court orders, and respond to emergencies. It brings transparency, consistency, and legal protection to a department that is vital to San Francisco’s safety.

We presented this language to both the Sheriff’s Office and Supervisor Matt Dorsey’s office earlier this summer. Supervisor Dorsey and his staff received it constructively and expressed openness to the effort.

The Silence — and the Delay

Despite our outreach and clear language confirming that the proposal does not restrict or redefine the Sheriff’s constitutional authority, we have received no written response from the Sheriff’s Office since July 7. Verbal confirmation was given that their attorneys are still reviewing it — but no timeline, no counter-proposal, and no forward movement has followed.

That silence is why we’re taking this to the public.

August 15: Public Reporting Begins

As of August 15, 2025, the SFDSA will release monthly public updates on the progress — or lack thereof — regarding this Administrative Code amendment. These updates will document all outreach, responses, delays, and resistance. The public has a right to know why San Francisco’s elected Sheriff remains undefined in city law while other departments are explicitly protected and empowered.

We hope these reports will spur action, not division. We remain fully willing to collaborate with the Sheriff and any City Supervisor ready to help fix this foundational oversight.

Why It Matters

This is about more than legal language. It’s about fairness. It’s about ensuring San Francisco’s Sheriff’s Office — a department that touches thousands of lives daily — is no longer left out of the city’s own governing code.

The status quo leaves room for confusion, manipulation, and political interference. Defining the Sheriff’s Office in the Administrative Code brings clarity, stability, and accountability — not just for the department, but for the residents we serve.

🔔 Next Public Report: September 15, 2025

We encourage all community members, policymakers, and media to follow this process closely. Transparency starts here.

If you’d like to support this effort or have questions, please contact us at 415-696-2428.

San Francisco Deputy Sheriffs’ Association Launches First-of-Its-Kind AI Recruitment Agent on X

FOR IMMEDIATE RELEASE

@AskSgtKen

San Francisco, CA — July 22, 2025 — The San Francisco Deputy Sheriffs’ Association (SFDSA) has officially launched its groundbreaking AI-powered assistant, @AskSgtKen, on the social platform X (formerly Twitter) — making it one of the first publicly known real-time AI recruitment agents operated by a U.S. law enforcement labor association.

Built by SFDSA President Ken Lomba, AskSgtKen is not a scripted chatbot. It is a fully autonomous AI agent powered by natural language processing, capable of answering public questions, sharing safety briefings, and guiding interested candidates through the San Francisco Sheriff’s Office hiring process — all in real time and with human-like conversation.

“This isn’t a menu-based chatbot. AskSgtKen is an intelligent, adaptive AI that interacts directly with the public 24/7,” said Lomba. “It’s a tool designed to build transparency, drive recruitment, and bring modern innovation to public safety outreach.”

AskSgtKen is unique among law enforcement tools in three critical ways:

  • It runs on a public-facing social media platform (X) — not hidden behind a website.

  • It uses real artificial intelligence to understand and generate unscripted responses, not pre-written menus.

  • It was launched by a labor association — a rarity in public safety and union organizing.

From daily safety briefings to community trivia and detailed recruiting guidance, AskSgtKen brings a new model of digital engagement to the public safety space. It represents the SFDSA’s forward-thinking approach to connecting with San Francisco’s diverse communities and helping guide qualified individuals into meaningful careers as deputy sheriffs.

This launch follows SFDSA’s broader strategy of modernizing communication, enhancing transparency, and recruiting the next generation of law enforcement professionals through ethical and innovative tools.

Follow and engage with @AskSgtKen on X here: https://x.com/AskSgtKen

About the San Francisco Deputy Sheriffs’ Association (SFDSA)

The SFDSA represents the sworn deputy sheriffs of San Francisco. Dedicated to protecting the city and supporting its members, the Association advocates for fair working conditions, community engagement, and forward-thinking public safety solutions.

Press Contact:

Ken Lomba

SFDSA President

415-696-242

San Francisco Deputy Sheriffs’ Association Stands in Full Support of Mayor Lurie’s Emergency Bill to Combat Fentanyl, Homelessness, and Public Safety Challenges

San Francisco, CA — The San Francisco Deputy Sheriffs’ Association (SFDSA) proudly announces its unwavering support for Mayor Daniel Lurie’s ambitious legislative efforts to address the pressing crises of fentanyl addiction, homelessness, mental health, and public safety in our city. The proposed ordinance represents a bold and necessary step forward, allowing San Francisco to respond to these critical issues with unprecedented speed and efficiency.

The legislation, which accelerates contract approvals, enhances public safety recruitment, and permits private donations to support key initiatives, is a decisive move to overhaul outdated bureaucratic processes and meet the urgent needs of our community.

SFDSA Ken Lomba & Mayor Lurie

Ken Lomba, President of the SFDSA, praised Mayor Lurie’s leadership, stating:

“Mayor Lurie’s bold action demonstrates his commitment to putting the safety and well-being of San Franciscans first. This legislation is the swift and decisive response our city needs to address the intersecting crises of public safety, homelessness, and fentanyl addiction. By streamlining processes and empowering leaders to act quickly, we can deliver real results that restore public trust and make San Francisco a safer, healthier place for all. The SFDSA stands fully behind Mayor Lurie and his vision for our city.”

The SF Chronicle recently highlighted the legislation’s key provisions, including:

  • Streamlined Approvals: Department heads can approve contracts, grants, and leases valued between $10 million and $50 million, significantly reducing the typical nine-month timeline for competitive bidding.
  • Public Safety Hiring: Accelerated recruitment and onboarding processes for critical public safety positions, including deputy sheriffs and 911 operators.
  • Private Funding Support: A six-month window allowing the mayor’s office to solicit and accept private donations to address homelessness and behavioral health crises.

The ordinance also requires robust oversight measures, including annual reports to the Board of Supervisors on services delivered, funds raised, and outcomes achieved, ensuring accountability and transparency.

The SFDSA recognizes the gravity of San Francisco’s challenges and applauds Mayor Lurie’s focus on rapid action and results. This legislation offers a path forward to build 1,500 new shelter beds, open 24/7 crisis centers, and address severe public safety staffing shortages.

As an organization dedicated to the safety and security of all San Franciscans, the SFDSA urges the Board of Supervisors to approve this critical legislation without delay. Together, we can take a monumental step toward reclaiming the safety and dignity of our city.

For media inquiries, please contact:
Ken Lomba, President
San Francisco Deputy Sheriffs’ Association
Phone: 415-696-2428

About the SFDSA
The San Francisco Deputy Sheriffs’ Association (SFDSA) represents the dedicated men and women of the San Francisco Sheriff’s Department. Committed to public safety, community engagement, and justice, the SFDSA supports policies and initiatives that improve the well-being of all San Franciscans.

SFDSA’s Relentless Campaign Amplified London Breed’s Failures Like No One Else

The SFDSA ran the most aggressive and far-reaching campaign against London Breed, ensuring her failures dominated the public narrative. While other groups hesitated to directly confront Breed’s record, the SFDSA fearlessly led the charge, making her leadership synonymous with the city’s most pressing crises. With precision, strategy, and bold execution, the SFDSA amplified Breed’s shortcomings to a larger audience than any other organization in the race, setting the tone for the entire mayoral election.

What makes this victory even more significant is that the SFDSA was the only public safety union to endorse Daniel Lurie as a candidate for mayor. This bold and independent move proved pivotal in securing his victory, positioning the SFDSA as a leader in shaping the future of San Francisco.

London Breed's Destruction of San Francisco

Exposing Breed’s Failures and Championing Change

The SFDSA’s campaign focused on holding Breed accountable for six years of ineffectiveness. By emphasizing her mismanagement of critical issues—like the fentanyl crisis, homelessness, and the defunding of law enforcement—the SFDSA became the loudest and most impactful voice in the election.

  • Unmatched Endorsement Strategy: While other public safety unions avoided directly challenging Breed, the SFDSA endorsed Daniel Lurie, a candidate whose platform aligned with our mission to restore public safety and accountability in San Francisco.
  • Dominating the Narrative: Viral nicknames like “Fentanyl Breed,” “Defunder Breed,” and “Homeless Czar Breed” became shorthand for her administration’s incompetence, shaping how San Franciscans viewed her leadership.

This bold decision to endorse Lurie and attack Breed set the SFDSA apart as a driving force for change, influencing public opinion and the course of the election.

Daniel Lurie: The SFDSA’s Vision for Leadership

The SFDSA’s endorsement of Daniel Lurie wasn’t just a political move—it was a commitment to addressing San Francisco’s most pressing challenges. Lurie’s platform focused on:

  • Restoring Public Safety: Increasing staffing for law enforcement and addressing the city’s spiraling crime rates.
  • Fighting the Fentanyl Crisis: Implementing meaningful reforms to curb overdoses and hold drug dealers accountable.
  • Solving Homelessness: Pursuing innovative and effective solutions to get individuals off the streets and into supportive housing.

By endorsing Lurie, the SFDSA sent a clear message: public safety and accountability must be at the heart of San Francisco’s future.

SFDSA’s Multi-Pronged Campaign Strategy

The SFDSA executed a highly focused campaign that leveraged both modern and traditional outreach tools to ensure its message reached San Francisco voters.

Social Media Campaigns with Over 2 Million Views

The SFDSA’s social media campaigns were a game-changer. With over 2 million views, our posts and videos ensured that San Francisco voters repeatedly encountered our messaging in various forms.

  • Targeted Messaging: Ads and videos zeroed in on Breed’s most glaring failures, linking her directly to rising crime, the fentanyl epidemic, and homelessness.
  • Viral Impact: The SFDSA’s online content didn’t just inform—it sparked outrage. Nicknames like “Fentanyl Breed” trended locally, driving conversations across social platforms and further embedding her failures in the public’s mind.

Mailers That Left No Room for Doubt

We sent out approximately 300,000 mailers citywide, detailing Breed’s disastrous record.

  • Farrell-Focused Mailers: Two versions promoted Mark Farrell, emphasizing his strong stance on public safety and fiscal responsibility as a direct contrast to Breed’s weak leadership.
  • Anti-Breed Messaging: The remaining mailers honed in on her failures, ensuring that voters were armed with the facts about her inability to govern effectively.

Online Videos and TV Commercials

The SFDSA didn’t stop at social media. Professionally produced online videos and TV commercials reached voters on multiple platforms.

  • Unflinching Criticism: Videos showcased Breed’s failures in stark detail, leaving no ambiguity about the consequences of her policies.
  • Expanding the Conversation: By reinforcing these messages on television and online, we ensured Breed’s shortcomings were part of every voter’s conversation leading up to Election Day.

Partnering with Breexit.org

Recognizing the need to expand our reach even further, the SFDSA became the largest donor to Richie Greenberg’s Breexit.org, an anti-Breed PAC dedicated to exposing her failures and unseating her.

  • Collaboration for Maximum Impact: While Breexit.org provided an additional platform for anti-Breed messaging, our significant contributions helped amplify their efforts, ensuring the message spread widely.

No other organization matched the SFDSA’s commitment to exposing Breed. Our partnership with Breexit.org further underscored our leadership in the fight to unseat her.

The SFDSA: A Bold Voice for Change

What sets the SFDSA apart is that we stood alone in holding Breed accountable while supporting Daniel Lurie as the candidate to lead San Francisco into a new era.

  • Unique Endorsement: As the only public safety union to endorse Lurie, the SFDSA demonstrated both foresight and commitment to bold, necessary change.
  • Relentless Advocacy: The SFDSA’s campaign was uncompromising in exposing Breed’s failures and elevating Lurie’s vision, providing voters with the truth that no one else was willing to share.

The Result: A New Era for San Francisco

Daniel Lurie’s victory marks a turning point for San Francisco. With Lurie as mayor-elect, the city now has a leader ready to prioritize public safety, tackle the fentanyl epidemic, and implement meaningful solutions to homelessness.

The SFDSA’s campaign was instrumental in this outcome. By exposing Breed’s failures and promoting Daniel Lurie as the city’s best hope, the association not only influenced the election but also demonstrated the power of strategic advocacy in shaping the city’s future.

As San Francisco moves forward, the SFDSA remains committed to working with Lurie to ensure that public safety, accountability, and reform remain top priorities. This campaign wasn’t just about defeating London Breed—it was about setting a new standard for leadership that truly serves the people. And we delivered.

Exposing the Lack of Action: How the San Francisco Sheriff’s Office is Failing Recruitment and Retention

Slow Recruitment PlansIn the competitive landscape of law enforcement, the ability to attract and retain qualified personnel is not just a goal—it’s a necessity. For the San Francisco Sheriff’s Office (SFSO), however, this has become an area of significant failure. The challenges we face are not solely due to external factors or the inherent difficulties of law enforcement recruitment. Instead, much of the problem lies within the SFSO itself, particularly due to the lack of decisive action and strategic use of available resources by its leadership.

The Opportunity: Funding for Top Step Salaries

Every year, the City of San Francisco allocates a budget to the SFSO that is designed to fully fund each deputy position at the top pay step. In simple terms, this means that the Sheriff’s Office has the financial backing to offer new hires a higher starting salary than what is currently being offered. This could be a significant advantage in a job market where competitive pay is a major factor in attracting qualified candidates.

However, despite this opportunity, the SFSO continues to start new deputies at Step 1—the lowest possible salary step. This approach not only underutilizes the budget but also puts the SFSO at a disadvantage compared to other law enforcement agencies that offer higher starting salaries. Potential recruits, when faced with the choice between a higher starting salary elsewhere and the lower offer from the SFSO, are understandably choosing the better pay.

The Authority: The Power to Hire at Higher Steps

What makes this situation even more concerning is that Sheriff Miyamoto has the authority to hire new deputies at higher steps—such as Step 2 or higher—especially in circumstances where there is a severe and documented recruiting and retention problem. This isn’t just a policy buried in bureaucratic paperwork; it’s a practical tool designed to help departments like ours overcome recruitment challenges by making the job more attractive to prospective hires.

Currently, the SFSO is experiencing exactly the kind of staffing shortages that this authority was meant to address. Our recruitment efforts have not kept pace with the demand, leading to understaffing that strains our existing deputies and compromises public safety. And yet, despite having both the financial resources and the authority to offer more competitive starting salaries, the Sheriff has not taken this critical step.

Lagging Behind: The Competitive Landscape

To understand how far behind the SFSO is in its recruitment strategy, consider the practices of other law enforcement agencies across California. For instance, the San Francisco Police Department (SFPD), Oakland Police Department, and Alameda County Sheriff’s Office have adopted more flexible and inclusive hiring practices. These agencies accept multiple written examination options, including the POST Entry-Level Law Enforcement Test Battery (PELLETB) and the National Testing Network (NTN) Frontline exams. Additionally, they recognize Basic Police Academy certifications and associate degrees as valid qualifications.

This flexibility allows these agencies to draw from a larger pool of applicants, including those who may have already passed the PELLETB exam or who have pursued higher education. By contrast, the SFSO’s exclusive reliance on the NTN exam as the sole written examination option unnecessarily narrows our applicant pool. We are effectively telling qualified candidates that they need to jump through additional hoops just to be considered for a position, while other agencies are offering a more straightforward and accessible path to employment.

Missed Opportunities: The Consequences of Inaction

The consequences of these missed opportunities are severe. Every unfilled position increases the burden on our current deputies, who are already stretched thin. This not only affects their morale but also their safety and effectiveness in carrying out their duties. Furthermore, the public’s safety is at risk when we do not have enough deputies to adequately patrol our streets, manage our jails, and provide necessary services to the community.

In his public and internal communications, Sheriff Miyamoto has expressed support for eliminating Step 1 pay for certain positions, acknowledging the need to make the SFSO more competitive. However, words without action are meaningless. The Sheriff has yet to implement the necessary changes to take advantage of the budget that already exists and the authority he possesses.

A Call to Action: What Needs to Be Done

It’s time for the SFSO to stop lagging behind and start leading. The funding is there. The authority is there. What’s missing is the will to act. Sheriff Miyamoto must use the resources at his disposal to hire new deputies at competitive rates, starting at Step 2 or higher. Additionally, the SFSO should align its hiring practices with those of other forward-thinking agencies by offering multiple written examination options and recognizing academy certifications and degrees.

The stakes are too high for inaction. The safety of our community, the well-being of our deputies, and the effectiveness of our law enforcement efforts depend on a fully staffed and motivated force. The time for change is now.

The SFSO’s leadership needs to recognize the urgency of our recruitment challenges and take immediate, decisive action. The tools and resources are available—it’s time to use them effectively. By doing so, we can ensure that the San Francisco Sheriff’s Office not only meets the current demands but also sets the standard for law enforcement recruitment and retention in California.

How Mayor London Breed Defunded the Sheriff’s Office

San Francisco’s public safety has been in a precarious position due to Mayor London Breed’s approach to handling the city’s law enforcement agencies, particularly the Sheriff’s Office. Despite growing concerns about understaffing, rising violent incidents in jails, and the critical need for better resource allocation, Mayor Breed’s decisions have led to what many see as a strategic defunding of the Sheriff’s Office. This article delves into the details of how this has unfolded.

Defunder London Breed

Civilianizing Police Positions

One of the key moves by Mayor Breed has been the civilianization of police and deputy sheriff positions. By replacing sworn officers with civilians in various roles and introducing so-called “ambassadors” without police powers, the Mayor has significantly reduced the number of operational deputies and police officers. While the intention is to increase the presence of mental health professionals and address crime as a mental health issue, this shift has left police officers and deputy sheriffs struggling to cope with the escalating demands of their jobs. This reallocation of responsibilities has effectively reduced the number of police and deputies available to handle the core functions of law enforcement, further straining the already overstressed system.

Denying Critical Funding Requests

The Mayor’s budgetary policies have directly impacted the staffing levels within the Sheriff’s Office. In recent years, the number of deputy sheriffs has been declining, leaving the department dangerously understaffed. The latest figures indicate that there are currently only 611 deputies, a number far below what is needed to ensure public safety and manage the city’s jails, courts, and booking facilities effectively.

A clear example of this is Mayor Breed’s denial of the Sheriff’s request for $500,000 specifically allocated for recruiting new deputies. This refusal to fund essential recruiting efforts has further exacerbated the staffing crisis, leaving the department unable to attract and retain the personnel needed to function effectively. Without adequate funding for recruitment, the Sheriff’s Office cannot compete with other law enforcement agencies offering better hiring incentives and support.

Pausing Hiring and Promotions

In June 2020, Mayor Breed took the drastic step of pausing all police and sheriff’s hires and promotions to conduct an audit of law enforcement exams to root out bias. While addressing bias is important, this move has significantly hampered the already strained Sheriff’s Office. The pause put on hold exams for hundreds of potential jobs and promotions, leaving 636 people eligible to become deputy sheriffs without the opportunity to be hired or promoted​ (SF mayor pauses police,…)​. This strategic pause has created a bottleneck in the hiring pipeline, delaying the entry of new deputies into the force and exacerbating the understaffing issue.

Progressive Justice System and Jail Closures

Mayor Breed’s focus on a progressive justice system has also contributed to the current challenges. She has been a strong proponent of closing jails and opposing the construction of new ones, aiming to reduce incarceration rates. In 2015, she led the effort to reject an $80 million grant from the State Public Works Board to build a new jail, favoring alternatives to incarceration such as mental health treatment and substance abuse programs​ (San Francisco superviso…)​.

As a result, San Francisco’s jails are now overcrowded and often on lockdown due to the high number of inmates, many of whom are violent offenders. The facilities were not designed to handle such a high concentration of violent individuals, leading to increased incidents of violence within the jails and making it even more challenging for the understaffed Sheriff’s Office to maintain order and safety. The progressive justice system has also led to several issues:

  1. Lack of Sunlight: Inmates who do not receive adequate sunlight are at risk for vitamin D deficiency, which can lead to weakened bones, fatigue, and a weakened immune system. Additionally, the lack of natural light exposure can contribute to depression and other mental health issues.
  2. Limited Recreation Space: Physical activity is essential for maintaining physical and mental health. The lack of recreation space in overcrowded jails leads to a sedentary lifestyle, increasing the risk of cardiovascular diseases, obesity, and other health problems. Mentally, the absence of regular exercise can exacerbate stress, anxiety, and depression.
  3. Reduced Rehabilitation Opportunities: The shortage of deputies has resulted in inadequate security for rehabilitation programs, including educational classes, vocational training, and religious meetings. Without sufficient deputies to ensure safety and security during these activities, many rehabilitation programs are curtailed or canceled, depriving inmates of critical opportunities for personal development and reintegration into society.
  4. Crowded and Inadequate Facilities: The remaining jails were not built for maximum security and are ill-equipped to handle the increase in administrative separation inmates and protective custody inmates. This overcrowding and inadequate infrastructure compromise safety and security, both for the inmates and the staff.

Additionally, the overcrowded conditions and lack of deputies have severely hindered the ability to provide necessary supervision during rehabilitation activities such as educational classes, vocational training, and religious meetings. Without adequate security, these programs are often curtailed or canceled, depriving inmates of crucial opportunities for personal development and rehabilitation.

Public Safety Buildings Built Citywide

Despite the critical need for facilities and resources for the Sheriff’s Office, Mayor Breed has prioritized other public safety projects over addressing these needs. Significant investments have been made in building and renovating multiple public safety facilities citywide, including:

  1. A new San Francisco Animal Care and Control headquarters, completed in March 2021 with a budget of $76.4 million​ (San Francisco Animal Ca…)​.
  2. The new Fireboat Station No. 35, completed in February 2022 at a cost of $51 million​ (Fireboat Station No. 35…)​.
  3. The new SFFD Station 49 (Ambulance Deployment Facility), completed in May 2021 with a budget of $50.1 million​ (New SFFD Station 49 (Am…)​.
  4. The Ingleside Police Station Replacement, an ongoing project with a budget of $53 million​ (Ingleside Police Statio…)​.
  5. The 9-1-1 Call Center renovation, an ongoing project with a budget of $9 million ​(9-1-1 Call Center | Pub…)​.
  6. Disaster response facilities, including the renovation of Kezar Pavilion, with a budget of $137 million​ (Disaster Response Facil…)​.

While these projects address various public safety needs, the lack of comparable investments in the Sheriff’s Office highlights a clear disparity in resource allocation. This selective investment strategy suggests a bias and a lack of support for the Sheriff’s Office, further undermining its ability to function effectively.

Lack of Hiring Incentives and Public Support

Mayor Breed’s administration has also failed to implement any hiring incentives to attract new deputy sheriff applicants. Unlike other law enforcement agencies that offer signing bonuses, competitive starting salaries, and comprehensive benefits packages to attract talent, the San Francisco Sheriff’s Office has been left without similar support. This lack of hiring incentives makes it challenging for the Sheriff’s Office to compete in a highly competitive job market.

Despite the pressing need for more deputies, the Mayor’s office has not provided adequate funding for recruiting efforts or offered any substantial incentives for new applicants. The lack of urgency in addressing the hiring crisis is evident, as there have been no public statements or campaigns initiated by the Mayor to attract new recruits to the Sheriff’s Office. This oversight, combined with a misleading presentation of the budget figures—inflated by $13 million from contract negotiations—creates an illusion of increased funding and support that does not translate into tangible improvements for the deputies.

Shift in Policy Due to Public Pressure

Mayor Breed initially supported the “Defund the Police” movement, cutting $120 million from the budgets of both San Francisco’s police and sheriff’s departments in response to demands from Black Lives Matter protesters​ (Behind London Breed’s ‘…)​. However, as crime rates surged and public dissatisfaction grew, she shifted her stance, requesting more funding for the police to address rising crime, including open-air drug dealing and retail theft. Despite this shift, the Sheriff’s Office continued to face significant budgetary constraints and lack of support.

Public Safety Concerns

Public safety concerns have been on the rise since 2021, with a survey indicating that 70% of San Franciscans feel the quality of life has worsened over the past few years due to increased crime and public safety issues​ (San Franciscans concern…)​. Property crimes and violent crimes have seen significant increases, and the general public’s dissatisfaction has grown, highlighting the need for more robust law enforcement support and resources ​(Here’s what San Francis…)​.

Mayor London Breed’s approach to managing the Sheriff’s Office has led to a significant reduction in its effectiveness and resources. By civilianizing positions, neglecting critical staffing needs, pausing essential hiring and promotions, focusing on a progressive justice system, denying essential funding for recruiting, failing to make public statements to attract new applicants, and not implementing hiring incentives, the Mayor has effectively defunded the Sheriff’s Office. The result is an overstressed, understaffed department struggling to meet the demands of public safety in San Francisco.

It is imperative for the city’s leadership to reassess their priorities and provide the necessary support to ensure the safety and security of both the deputies and the public they serve. Without a strategic and balanced approach to resource allocation and support, the challenges facing the Sheriff’s Office will continue to grow, putting the safety and well-being of San Francisco’s residents at risk.

“Paid for by the San Francisco Deputy Sheriffs’ Association PAC. Not authorized by a candidate or committee controlled by a candidate. Financial disclosures are available at sfethics.org.”

San Francisco Sheriff’s Office Faces Severe Staffing Crisis Due to Protracted Hiring Process and Lack of Support from City Leadership

San Francisco’s Sheriff’s Office is grappling with a severe staffing crisis, exacerbated by an inefficient and prolonged hiring process that takes significantly longer than neighboring departments. Despite a clear need for more deputies to ensure the safety and functionality of the city’s jails, bureaucratic delays, administrative hurdles, and a lack of support from city leadership have hindered recruitment efforts.

Prolonged Hiring Process

The San Francisco Police Department (SFPD) boasts a hiring timeline of 6 to 8 months, a stark contrast to the 9 to 16 months it takes the Sheriff’s Office to hire a deputy sheriff. According to Sheriff Paul Miyamoto, getting applicants through the office’s background check process alone can take between four to five months. When combined with San Francisco’s notoriously slow civil service hiring process, the total time to hire a new deputy often exceeds a year ​(San Francisco Needs 4,0…)​​(Why S.F.’s workforce sh…)​.

This discrepancy raises questions about the efficiency of the Sheriff’s Office’s internal processes. If a comparable agency like the SFPD can complete its hiring in 6 to 8 months, the extended timeline for the Sheriff’s Office suggests that the problem lies within its own department and decisions. This inefficiency hampers the office’s ability to attract and retain qualified candidates, exacerbating the staffing crisis.

Impact on Jail Conditions

The consequences of this staffing shortfall are dire. San Francisco jails are overcrowded and understaffed, leading to increased violence and chaos. Inmates, many of whom are mentally ill or addicted to drugs, are often left without adequate supervision or support. This has resulted in frequent lockdowns and violent confrontations, further straining the already limited resources of the Sheriff’s Office​ (SF jails_ Chaos is the …)​​(San Francisco doesn’t g…)​.

Former Assistant Sheriff Michael Marcum emphasized that jail inmates are part of the community and deserve better treatment. The lack of adequate staffing and resources not only affects the inmates but also the deputies, who are forced to work excessive overtime to cover the staffing gaps. This reliance on overtime is financially unsustainable and leads to burnout among deputies ​(San Francisco doesn’t g…)​.

Inefficiencies and Bureaucratic Hurdles

The current hiring process is riddled with inefficiencies. For instance, background investigators often require three people to verify an address, which is an undue consumption of time and resources. Additionally, there is a limited number of vehicles available for investigators, leading to further delays as they share cars to complete their tasks ​(240716 Letter to Sherif…)​.

The Deputy Sheriffs Association has proposed several solutions to address these issues, including employing outside vendors to assist with background investigations, prioritizing high-quality candidates, and offering higher starting pay to new hires. Despite these suggestions, the bureaucratic delays continue to impede progress ​(240716 Letter to Sherif…)​.

Lack of Support from City Leadership

Mayor London Breed’s administration has been criticized for not providing sufficient support to the Sheriff’s Office. Despite the pressing need for more deputies, the Mayor has not approved any money for recruiting efforts. During contract negotiations, there were no proposals for hiring incentives, and efforts to eliminate the first step in pay to attract more applicants have been delayed ​(Letter to Ardis Graham,…)​​(Mayor London Breed’s Co…)​​(Letter to Mayor, Sherif…)​.

The Mayor’s recent budget proposal, while claiming to invest in public safety, has disproportionately favored the SFPD over the Sheriff’s Office. The proposed budget includes funding for four new police academy classes and significant investments in public safety technology, but fails to address the critical staffing shortages in the Sheriff’s Office adequately ​(Mayor London Breed Prop…)​.  The department that truly got defunded was the Sheriff’s Office and the Sheriff did nothing about it.

defunded sheriff

Additionally, the Sheriff has the authority to hire entry level deputies at a higher pay step with the approval of funds by the controller, but this has not been implemented effectively. The failure to utilize this provision has further hampered recruitment efforts​ (Letter to Ardis Graham,…)​​(Mayor London Breed’s Co…)​.

San Francisco’s Sheriff’s Office is in the midst of a staffing crisis that threatens the safety and well-being of both inmates and deputies. The prolonged and inefficient hiring process, combined with a lack of political will and budget constraints, has exacerbated the situation. Immediate action is needed to streamline the hiring process, implement proposed solutions, and ensure that the Sheriff’s Office can recruit and retain the necessary staff to operate effectively. Without these changes, the cycle of understaffing and over-reliance on overtime will continue to undermine the safety and functionality of San Francisco’s jails. The city’s leadership must prioritize these reforms and provide the necessary support to address this urgent issue.

Mayor London Breed’s Dangerous Move: Civilianizing Law Enforcement and Undermining Public Safety

Mayor London Breed’s recent push to expand the use of civilian ambassadors in place of traditional law enforcement officers has sparked significant concern among public safety advocates. By hiring Transit Ambassadors instead of increasing the number of law enforcement Fare Inspectors, Breed is advancing a strategy that many argue undermines effective law enforcement and jeopardizes public safety in San Francisco.

The Rise of Civilian Ambassadors

The San Francisco Municipal Transportation Agency (SFMTA) recently announced job openings for Transit Ambassadors. These roles are designed to provide customer service and promote safety on public transit, aligning with Mayor Breed’s broader initiative to replace traditional law enforcement officers with civilian roles across various sectors of the city.

Ambassadors vs. Fare Inspectors: A Critical Difference

The new Transit Ambassador positions are fundamentally different from the existing role of Transit Fare Inspectors. Fare Inspectors, who hold limited peace officer powers under California Penal Code 832, have the authority to issue citations to fare evaders—a crucial function given that fare evasion has surged to over 20% of riders. This increase in fare evasion is a serious problem that significantly impacts the SFMTA’s budget, reducing the income necessary for maintaining and improving transit services.

The Dangers of Civilianization

Mayor Breed’s expansion of the civilian ambassador program presents several critical issues:

  • Lack of Enforcement Power: Transit Ambassadors do not have the authority to issue citations or make arrests. Their role is limited to providing information and promoting compliance through education. This lack of enforcement power could undermine efforts to curb fare evasion, which is already a growing problem that threatens the SFMTA’s financial stability.
  • Public Safety Risks: The shift towards civilianization in law enforcement roles raises serious questions about public safety. Fare Inspectors are trained to handle confrontations and enforce laws, whereas Ambassadors are primarily focused on customer service. The presence of Fare Inspectors can deter potential fare evaders and ensure a safer transit environment.
  • Erosion of Law Enforcement Effectiveness: By replacing trained law enforcement officers with civilian roles, the city risks diluting the effectiveness of law enforcement efforts. Fare Inspectors not only enforce fare compliance but also play a crucial role in maintaining order and safety on public transit. Their absence could lead to increased disorder and crime.

The Broader Impact on Law Enforcement

Mayor Breed’s approach to civilianization extends beyond the transit system. This strategy reflects a broader trend in San Francisco’s law enforcement policy, where civilian roles are being prioritized over traditional law enforcement positions. This shift raises concerns about the long-term implications for public safety and the ability of law enforcement agencies to effectively perform their duties.

Tough Talk on Crime, but Do Actions Match?

Mayor Breed frequently talks tough on crime, asserting that criminals will be held accountable. However, her actions paint a different picture:

  • Inaction on Sheriff’s Office Recruitment: Despite the critical need for more deputies, Mayor Breed has not taken significant steps to increase recruitment for the San Francisco Sheriff’s Office. There have been no substantial efforts to enhance the wages and bonuses for sheriff’s deputies, unlike the measures taken for the police department.
  • Civilianization Over Law Enforcement: Instead of bolstering the ranks of trained law enforcement officers, Breed has focused on expanding civilian roles. This approach aligns more closely with the policies of former District Attorneys Chesa Boudin and George Gascon, who advocated for reducing traditional law enforcement in favor of civilian oversight and intervention—a stance often criticized as part of a socialist agenda.

A Call for Pro-Law Enforcement Policies

It is crucial for city leadership to prioritize effective law enforcement and public safety over the expansion of civilian roles. While the role of Transit Ambassadors can enhance customer service and community engagement, it should not come at the expense of enforcing laws and maintaining public safety. Expanding the number of Fare Inspectors, who possess the authority and training to handle fare evasion and other violations, would provide a more balanced and effective approach to managing the city’s transit system and overall public safety.

Mayor London Breed’s push for civilianization through the expansion of the Transit Ambassador program represents a significant shift in San Francisco’s approach to law enforcement. This strategy raises serious concerns about the effectiveness of fare enforcement and the broader implications for public safety. The decision to prioritize Ambassadors over Fare Inspectors could ultimately compromise the safety and security of all residents. It is essential to recognize the value of traditional law enforcement roles in maintaining order and ensuring public safety. Investing in trained law enforcement officers, rather than expanding civilian roles, is crucial for the well-being and security of San Francisco’s communities.

Mayor Breed’s tough talk on crime must be matched by actions that support and enhance law enforcement capabilities. Anything less risks aligning her more with the controversial policies of Chesa Boudin than with a genuine commitment to public safety.