HomeMy WebLinkAboutMINUTES - 08121997 - D1 D. 1
BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY
Adopted this order on August 12 , 1997 by the following vote :
AYES : Supervisors Uilkema, Gerber, Canciamilla and Rogers
NOES : None
ABSENT: Supervisor DeSaulnier
ABSTAIN: None
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SUBJECT: 1997 Performance Report By Office Of The Sheriff
Warren Rupf, Sheriff-Coroner, presented the 1997 Performance
Report submitted by the Office of the Sheriff .
IT IS BY THE BOARD ORDERED that the report from the Sheriff-
Coroner on departmental performance is ACCEPTED.
I hereby certify that this is a true and correct copy of
an action taken and entered on the minutes of the
Board of Sup sors on t date shown.
ATTESTED: 12 1125
PHIL BA H OR,Clerk the Board
of Superv' d Cou ministrator
ev
Deputy
CC : Sheriff-Coroner
County Administrator
D. I
1997 PERFORMANCE REPORT
SUBMITTED BY
OFFICE OF THE SHERIFF
Office of the Sheriff
1997 Performance Report
Section I - Depprtment Overview
A. Responsibilities
1 . Mission Statement
• The Contra Costa County Office of the Sheriff will provide the
most efficient and effective law enforcement services possible.
These services will be rendered with the most effective
expenditure of available resources. Our standard of conduct
will, at all times, be compassionate and unbiased, consistent
with the "Law Enforcement Code of Ethics". To earn the public's
continued trust, confidence, and support, our efforts and
demeanor will always strive to conform to the high standards
expected by the public. We shall uphold the constitutional rights
of the public and individuals alike. We shall be fair, just, and
responsive to the public needs and feelings, while enforcing the
law and carrying out our primary mission to protect life and
property.
2. Administrative Services and Functional Divisions
a. Administrative Services
• Provide the highest quality of organizational planning and
fiscal and personnel management for the attainment of all
departmental goals and objectives.
b. Patrol Division
• Provide a timely, professional response to calls for service
and crime suppression through the use of a highly visible
pro-active patrol force.
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c. Investigations Division
• Provide efficient, timely, and thorough criminal investigations
to determine facts as they relate to the innocence or guilt of
those suspected of criminal activity.
d. Technical Services Division _
• Provide professional services and technical assistance to
Office of the Sheriff members, other governmental agencies
and the public in the areas of communications, management
information services, and fleet services. Serve as the central
repository for all Office of the Sheriff records.
• Process all civil and criminal documents, as well as conduct
investigations in a timely manner, as directed by any court
and within the guidelines mandated by law.
e. Forensic Services Division
• Provide a high level of timely, thorough, accurate, and
objective physical evidence analysis,.consultation, and crime
scene processing service.
• Provide a timely, thorough analysis of Coroner's cases to
determine the cause of death.
f. Detention Division
• Provide constitutionally-safe and secure detention facilities
for those members of the public who are legally remanded or
placed in the custody of the Sheriff. Provide out-of-custody
programs for qualified individuals.
g. Court Services Division
• Provide the most effective level of court security in the
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Superior and Municipal Courts.
B. Organizational Structure
1 . Functional Divisions
• The Office of the Sheriff consists of three bureaus divided into
six divisions plus Administrative Services. The Field Operations
Bureau contains the Patrol and Investigations Divisions. The
Support Services Bureau contains the Technical Services
Division and Forensic Services Division. The Custody Services
Bureau contains the Detention Division and Court Security
Division. Administrative Services reports directly to the Sheriff.
2. Organizational chart
Sheriff
Undersheriff
Administrative
Services
Commander Commander Commander
Field Operations Support Services Custody Services
Bureau Bureau Bureau
Patrol Investigative Tech. Svc. Forensic Detention Security/Trans
Services Services Division Svc. Division Services Services
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Section II - Resources
A. Financial Resources
1. The Office of the Sheriff.general fund expenditure budget by
service area is as follows:
Service Area Amount Share
Custody Services $34,200,000 44%
Field Operations 28,000,000 36%
Support Services 12,600,000 16%
Administration 3,000,000 4%
Total $77,800,000 100%
2. The Office of the Sheriff revenue budget by category is as
follows:
Category Amount Share
Proposition 172 '/2 Cent Sales Tax $34,400,000 57.7%
Contracted Police & Dispatch Services 10,700,000 18.0%
Custody Services Related Revenue 6,200,000 10.4%
P-6 Unincorporated District 2,700,000 4.5%
Crime Laboratory Fees 2,500,000 4.2%
All Other (Grants, Reimbursed Training, etc.) 3,100,000 5.2%
Total $59,600,000 100%
3. The Net County Cost (NCC) is $18,200,000.
B. Personnel Resources
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1 . Authorized Staffing
Sworn Employees
Classification Adm. Pat. Inv. Det. Ct. Svcs. Tech. Svcs. For. Total
Sheriff 1 1
Undersheriff 1 1
Commander* 3
Captain 1 1 1 1 4
Lieutenant 2 10 1 9 1 1 1 25
Sergeant 5 42 11 26 5 1 1 91
Deputy 3 217 23 214 52 5 6 520
Chief, Lab. 1 1
Sup. Criminal. 2 2
Criminalist 9 9
*One Commander authorized for Field Operations Bureau, Custody
Services Bureau, and Support Services Bureau.
Sworn Total 13 270 35 250 58 8 20 657*
General Employees
Classification Adm. Pat.lnv. Det. Ct. Svcs. Tech. Svcs. For. Total
Sup. Dispatch. 7 7
Dispatcher 48 48
Specialist 2 10 12
Sheriff's Aide 24 1 25
Ld. Fing. Exam. 1 1
Fing. Exam. 3 3
Ld. Fing. Tech. 1 1
Fing. Tech. 7 7
Lab Aide 3 3 _
Clerical Sup. 1 1 1 3
Clerical Spec. 5 2 7
Sr./Exp. Clerk 7 3 3 31 19 7 70
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Data Entry Clk. 1 1
Acct. Clerk 5 5
Classification Adm. Pat. Inv. Det. Ct. Svcs. Tech. Svcs. For. Total
Exec. Secty. 1 1
Secretary 1 1 1 2 1 6
Head Cook 3 3
Lead Cook 10 10
Lead DSW 4 4
DSW 14 14
Toxicologist 6 6
Comp. Tech. 1 1
Equip. Writer 1 1
Chief Mgt. Svc. 1 1
ASA 111 1 1
Fiscal Officer 1 1
Comm. Direct. 1 1
Comm. Spec. 1 1
Data Analyst 1 1
CIS Director 1 1
Records Mgr. 1 1
Sup. Pro. Tech. 1 1
Food Svs. Dir. 1 1
Sup. Svcs. Dir. 1 2 3
Sup. DSW 1 1
Admn. Aide 1 1
General Total 17 4 4 113 84 32 254
Grand Total 30 274 39 363 58 92 52 911
2. Recent Staffing Trends
• In September 1992, the Office of the Sheriff suffered severe
staff losses in all job classes. Sworn and general employees
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were reduced 7% and 24% respectively. The overall staffing
level was reduced by 10% or about 130 positions for 1992-93.
Since that time, approximately 50 positions have been added
back for various grant and revenue producing programs.
C. Affirmative Action
1. Work Force Data
• In 1980, the Office of the Sheriff had 500 employees of which
114 were female (23%), 34 were black (7%), 19 were Hispanic
(4%), and 8 were other minorities (2%). In comparison, these
numbers for 1997 are: 837 total employees of which 243 are
female (29%), 98 are black (12%), 60 are Hispanic (7%), and 43
are other minorities (5%). Further improvements in hiring and
promoting minorities have been hampered by budget cutbacks
and the normal delay in meeting minimum requirements.
• With regard to hiring Deputy Sheriffs, over the past three years
50% of all Deputies hired have been either female or minority.
In general employee hiring, the figure is even higher. This effort
has helped the Sheriff's Office staffing reflect the rich ethnic and
culturally diverse community we represent.
• With respect to reflecting greater diversity throughout the
organization, the Sheriff has recently promoted a female to
Commander; an Asian to Supervising Criminalist; and two
females, one black, and one Hispanic to Sergeant. All of these
promoted individuals were deserving candidates.
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D. Sick Leave
1. Usage (December 1 , 1994 - November 30, 1996)
Permanent Yearly Annual Annual
Division Employees Total Hrs. Average Median
Admin. 28 700 25.0 8
Patrol 258 10678 44.8 32
1 nvest. 45 664 14.7 14
Detention 322 14623 45.1 43
Ct. Svcs. 57 2120 37.2 36
Tech. Svcs. 76 4207 66.0 42
Forensics 37 1769 47.8 24
Totals 823 41253 42.2 32
2. Trends
• When comparisons were last available, the Office of the Sheriff
had the lowest average sick leave usage of any County
Department. The annual median usage rate for over 600 sworn
employees is thirty-two hours, or four days usage out of twelve
days accrued. This is an extremely low rate of usage which is a
source of great pride to the Office of the Sheriff.
E. Staff Development
1 . Performance Evaluations
• The Office of the Sheriff must be able to depend upon
satisfactory work performance from its employees in order to
achieve its objectives. Performance evaluations are the
supervisory measurement of the employee's on-the-job
performance of assigned duties. Therefore, performance
evaluations are completed on all non-management, non-
probationary employees, sworn or general, on an annual basis.
Non-management probationary employees are evaluated
monthly. Management employees are subject to specialized
performance goals and reviews.
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• Performance evaluations are completed in order to accomplish
the following: to encourage strengths and improve weak areas
of performance, to improve communication within the
organization, to recognize special skills and training possessed
by employees, to stimulate employees to enter a self-
improvement program, and to establish realistic employee goals
and objectives.
• Performance evaluations are used to review an employee's
performance in conjunction with any or all of the following:
promotional process, transfers, disciplinary action, and
probationary assessment. Employees who are not satisfied
with their evaluation may request a review.
2. Staff Professional Development
• The Office of the Sheriff encourages employees to take
advantage of the training programs offered by the Contra Costa
County Training Institute, the Federal Bureau of Investigations,
the Department of Justice, etc. Staff is also urged to participate
in continuing education programs, to become involved in
professional organizations, and to take advantage of state
training where appropriate.
• At least semi-annually, all managers are assembled at an off-
site location for a full day of training and staff development.
Recent topics include workplace issues such as: adapting to
change, leadership, problem-solving techniques, and County
policies (ADA, FMLA, etc.).
F. Automation
1 . Overview
• Automated systems play a critical role in Department
operations. They allow the gathering, disseminating and
archiving of millions of documents and other forms of
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information, track calls for service and employee activities,
identify crime patterns and basically make the provision of
modern law enforcement services possible. Many current
systems are under-utilized because of inadequate clerical
staffing and/or are reaching or surpassing anticipated system
"life" expectancies. Many are also too old to support more
contemporary technologies that are faster, easier to use and
that require significantly less man hours to support. The lack of
adequate support technical staff also limit system uses.
2. Role of Automation in the Office of the Sheriff:
• Call handling - A computer-aided dispatch system is
installed for receipt, assignment and recording calls for
service.
• Record archiving - Information on incidents resulting in a
written report are transferred to an automated records
management/image management system.
• Automated jail management system - The Detention
Division uses this system to track inmates, property,
incidents and other major aspects of jail management.
• Video mugshot - The Detention Division uses this system for
recording in-custody arrestees, for automated development of
photo line-ups, and for database access to physical descriptors.
• Justice automated warrant system - The Office of the Sheriff
uses this for tracking active warrants issued by Contra Costa
County courts.
• Lab automation system - The crime lab uses this for assigning
and tracking of physical evidence.
• Property evidence system - The Office of the Sheriff uses this
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for tracking found property and seized evidence.
3. Recent and Planned System Changes
• A database system for searching unidentified bullets and
cartridge cases against seized guns will be implemented within
a few months.
• An aging CAD/RMS/IMS system will require significant work to
include moving to a PC-based dispatch center. Planned
changes also include development of an automated report
writing system that will save substantial man hours and will
greatly improve access to records.
• Mobile data terminals will need to be replaced within the next
few years. Their replacement will be "smart" terminals that will
support the automated report system.
• The Office of the Sheriff is in the process of expanding its wide
area network. Several locations already operate on a WAN that
will be expanded to include all stations as time and funding
permit. This network will allow direct access to various local,
state and federal data bases essential for investigation and
enforcement purposes.
• The Office of the Sheriff is in the process of planning, with other
law enforcement agencies, a regional record management
system that will allow for regional access to specific records
dealing with criminal histories, vehicles, crime analysis and
other fields of mutual interest. The project, being researched by
the County Chiefs' Technical Advisory Committee, is called
"RMS 2001."
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Section III - Customer Services
A. Technical Services Division
Provides professional services and technical assistance to the Office of
the Sheriff and other governmental and public agencies. These services
include: Automated Systems Management, Civil Process,Communications,
Extraditions, Fleet Services, and Records.
1 . Automated Systems Management
a. Service Delivery System
• Staff is responsible for assessing the automation needs of
the Office of the Sheriff and planning for future systems as
well as providing day to day support to computer users in
the Office of the Sheriff and the installation/implementation
of personal computers.
• Staff supports and maintains a number of computer
systems and computer networks that provide
communications and information to Local Law Enforcement
and Public Safety agencies. Service includes both central
office and field support.
• The Office of the Sheriff computer systems include:
Computer Aided Dispatch, Records Management, Jail
Management, Image Management (Crime Reports), Crime
Lab Case Management, Property Management, Civil
Process, Video Mug Shot, and the Wide Area Network.
We also support and maintain associated computer
systems that link the Office of the Sheriff to other Federal,
State and local agencies.
b. Customer Profile
• The primary customers of Technical Services Division are
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the public, the media, Office of the Sheriff personnel, and
several contract police departments which include:
Pittsburg, Rio Vista, Clayton, Moraga, Orinda, Lafayette,
Danville, and San Ramon. Secondary customers include all
of the county and local law enforcement agencies, and
some additional public safety agencies such as Fire and
Emergency Medical Services.
c. Customer Relationships
• The division interacts with customers relative to regulatory
requirements, contracts for service and advisory support.
Customers access the services via; telephone, radio
communications, system terminals, computer work stations
on both local and wide area networks. Service is supplied
both remotely and on-site as needed.
2. Civil Process
a. Service Delivery System
• Receiving, processing and executing civil documents.
• Managing and accounting successful executions.
• Extraditing and delivering of local and out of state fugitives.
b. Customer Profile
• Persons involved in civil proceedings include: plaintiffs,
defendants, creditors, debtors, attorneys, registered process
servers, third party litigants, federal/state/local courts, State
Board of Equalization, IRS, State Franchise Tax Board,
private collection agencies, and property management
persons.
• Fugitive detail services are provided to: District Attorneys
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Office, Attorney Generals Office, County and local law
enforcement agencies, Federal/state/local corrections
institutions; the fugitives and attorneys.
c. Customer Relationships
• Our services are accessible by personal walk-in contact,
telephone or mail.
• All of our customers require full cooperation, interpretation,
and proper jurisdiction to complete the process.
3. Communications (Dispatching)
a. Service Delivery'System
• The Dispatch Center provides dispatching and support
services on demand to the Office of the Sheriff, contracted
public safety agencies, other county departments and the
public. Sheriffs Dispatchers process telephone calls for
assistance, provide radio dispatching on a multitude of
frequencies, process computer inquiries, and provide the
critical link between the citizen requesting help and the
agency member responding. The amount and type of
services provided may be defined by contract and dictated
by required process and staffing levels. Authorized staffing
has been returned to the 48 person level which existed in
Fiscal Year 1992/1993. Calls for service continue to
increase.
b. Customer Profile
• Citizens call the Dispatch Center either on one of our
regular telephone numbers (emerg. or non-emergency) or
on 9-1-1 . The service area includes 600 square miles and a
population of 364,250. They represent every social and
economic level of Contra Costa County. Customer calls
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range from life or death emergencies to referrals to diverse
services.
• Dispatcher Center customers also include the Public Safety
Agencies for which we provide service. These include the
Office of the Sheriff, Clayton, Contra Costa Community
College District, Danville, Lafayette, Moraga, Orinda,
Pittsburg, Rio Vista and San Ramon. Services are also
provided for AC Transit, the County Housing Authority and
other county departments.
c. Customer Relationships
• The Dispatch Center provides professional services to all of
our users.Telephone calls are received via 7 digit
emergency and non-emergency lines and via 9-1-1.
Dispatchers process calls using a CAD (Computer Aided
Dispatch) system and respond with the appropriate
services. The hearing impaired have direct access by TDD.
Foreign language calls are routed through a translation
service.
• Tours are provided for civic groups, schools and scouts
emphasizing the proper use of 9-1-1 and an overview of the
services available to the community.
4. Fleet Services
a. Service Delivery System
• Fleet Services tracks the service needs of the Office of the
Sheriff fleet of vehicles and ensures that the vehicles are
rotated and serviced on a regular basis. Most of the
vehicles are picked up for service by the service technician
or cadets working through our Patrol Division.
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b. Customer Profile
• The Unit provides service to all divisions of the Office of the
Sheriff.
c. Customer Relationships
• Primary customers are the Office of the Sheriff and the
contract police department of Lafayette. Vehicle Service
requests are generated by the vehicle operators and routine
maintenance is tracked and reported by the County General
Service Department.
5. Records Unit
a. Service Delivery System
• Service delivery is accomplished in both course of business
and on demand modes. Records receives documents and
information and performs standard operations such as
recording, filing, extracting information, statistical tabulation
and distribution. It also responds to requests for
information, records, and assistance twenty-four hours per
day.
b. Customer Profile
• Records provides service to the Office of the Sheriff and
other law enforcement and criminal justice agencies who
require information which is in the possession of or available
to Records staff from many sources, but primarily Office of
the Sheriff records. Most of this customer base's needs,are
immediate and are our first priority. Services are also
provided to members of the public who may require
information pertaining to an event to which the Office of the _
Sheriff responded or information about law enforcement
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activities of the Office of the Sheriff. Records also handles
several types of licensing activities pursuant to statute and
ordinance. Records also provides repository and records
management services to four contract city police
departments.
c. Customer Relationships _
• Records is open to the public on normal business days
between 9:00 a.m. and 1:30 p.m. During these hours, the
public may transact business at the front counter for
obtaining information or for obtaining the various licenses
and permits which are issued by Technical Services
Division. A substantial amount of business with the public is
accomplished by telephone and mail.
• Records is open to Office of the Sheriff staff and officers
from other law enforcement agencies twenty-four hours a
day, seven days a week. However, law enforcement
service is usually provided by telephone, or computer
communications.
B. Patrol Division
1 . Service Delivery System
• The unincorporated areas of Contra Costa County are served
by three Station Houses. Each Station House is commanded
by a Lieutenant who acts as the "chief of police". Western
Contra Costa County is referred to as the Bay Station and is
housed in the West County Detention Facility in Richmond.
Eastern Contra Costa County is referred to as the Delta Station
and is housed in the Oakley Annex. Central County is referred
to as the Valley Station and is housed in store front rental
property in Alamo.
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• A new Station House, Muir Station, to be located at the Field
Operations Building in Martinez, will be operational October,
1997. This station will be responsible for Pacheco, Clyde, Bay
Point and the unincorporated areas of Martinez and Concord.
This will continue to bring us closer to the communities we
serve.
• The Station Houses are supported by a special enforcement
unit (J Team). This team provides tactical flexibility and is a
multi-tasked enforcement tool available to Station House
Commanders and other division commanders.
• Since our annual report of 1996, we have added two valuable
assets to our inventory. The first is a Bell 407 Helicopter. The
primary mission of this air asset is to enhance our search and
patrol capabilities in the Delta, and to provide an observation
platform during emergencies and disasters. The second is a
new state-of -the-art Mobile Command Post.
• Bay Station and Delta Station have "Resident Deputies".
Resident Deputies are assigned to areas with significant
problems such as Bay Point and North Richmond. They are
relieved of routine beat responsibility. They interact with
schools, service organizations, and Municipal Advisory
Counsels, within their respective communities by acting as
direct links between the community and the various services
provided by the County. Code Enforcement, Abandoned
Vehicle Abatement, and Crime Prevention are examples of such.
services.
• Since our annual report of 1996, we have added two Resident
Deputies to our existing program. The new positions are
partially funded through the Federal COPS Program. The new
positions are in the communities of Discovery Bay/Byron and EI
Sobrante.
• Each of the four municipalities contracting with the Sheriffs
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Office is headed by a Lieutenant who acts as chief of police.
Those cities each provide distinctive blue uniforms and city-
marked police cars for their personnel.
2. Customer Profile
• It is our mission to provide the highest level of police services
possible to address the needs of our citizens. The citizens who
reside in the unincorporated areas of the County are as diverse
as the County itself. To facilitate the accomplishment of our
mission, annual training is provided to all line personnel in the
areas of cultural and racial diversity, and interpersonal
communications.
3. Customer Relationships
• Patrol Division staff provides a 24 hour presence and response
to the public safety needs of approximately 293,000 residents in
an area of approximately 521 square miles. In a calendar year,
Patrol personnel are dispatched to, or initiate, in excess of
200,000 contacts or events.
• Given the number of contacts or events referenced above, the
Sheriff's Office receives relatively few formal or informal
complaints. All complaints are investigated and, if appropriate,
steps are taken to make adjustments to improve our current
level of service. In most instances, the complainant receives a
written response regarding our findings, and if appropriate,
remedies. The Office of the Sheriff receives far more letters
of appreciation and commendation then complaints.
C. Investigations Division
Provides both follow-up and initial investigation of serious crimes in
the unincorporated areas of the County and, under contract, to several
cities, as well. This includes the investigation into such incidents as _
homicides, rapes, assaults, robberies, and thefts. The Investigation
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Division also conducts investigations into criminal activity involving
narcotics, prostitution, gambling, and crimes against juveniles. The
responsibilities of the Division are based upon both legal and. locally
adopted mandates. The Investigation Division is divided into the
following sub-units: Administration, General Criminal Investigations,
Juvenile/Sexual Assault, Narcotics, Investigations, Special
Investigations,Homicide Investigations, and Clerical Support.
1 . Service Delivery System
• The vast majority of the cases are referred for further
investigation by the Patrol Division. Prioritization of these cases
allows us to more efficiently utilize our resources. Highest
priority is given to cases involving persons as actual victims of
violent or potentially violent crimes. Our primary service is that
of investigating criminal activity, documenting our investigations,
and presenting the results of our investigations to the District
Attorney's Office for prosecution. In this process, we recover
stolen property and arrest criminals.
• Since our annual report of 1996, we have added a Domestic
Violence Unit to the Investigation Division. These positions
were funded by a grant which is a collaborative effort between
this Office and the Office of the District Attorney. A Detective,
Sheriff's Specialist, and Data Entry Clerk have been assigned to
this unit. They are responsible for the investigation and tracking
of domestic violence cases. They work closely with the Office
of the District Attorney and Battered Womens' Alternatives to
provide the necessary support for the victims of these crimes.
• In anticipation of the dictates of Megan's Law, an investigator
was given full responsibility for tracking sexual registrants in
Contra Costa County. Since staffing this position, each of the
ten high-risk offenders registered in our jurisdiction, have been
located and their addresses have been verified. All new
registrants have been interviewed by the investigator and we
will continue to do so. A local data base is being developed that
should aid in the investigation of future sex crimes.
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2. Customer Profile
• Our customers consist of victims of crimes, as well as .criminal
offenders. We truly serve a cross section of the community.
3. Customer Relationships
• Customers access our services by either becoming the victims
of or the witness to, crimes. Those who prey upon others also
risk becoming our customers. The absence of any significant
citizen complaints in 1995 indicate an acceptable level of
customer satisfaction.
D. Administrative Services
Administers the personnel system, which includes hiring and
employee relations. Prepares the Office of the Sheriff budget and
tracks expenditures throughout the fiscal year. Coordinates all law
enforcement and detention training, concealed weapons licensing,
internal affairs, and policy development as mandated by federal, state,
and county law. Administrative and Community Services (ACS)
conducts crime analysis studies and disseminates crime trends and
patterns internally as well as to law enforcement agencies throughout
the county, collects and disseminates criminal intelligence relative to
gang activity and organized crime, and provides Drug Abuse
Resistance Education (D.A.R.E.) training to unincorporated County
public schools.
1 . Service Delivery System
• Service is delivered through a combination of automated
systems (CAD/RMS, ACCJIN, computer-based spreadsheet
and graphics programs), publications (Crime Information
Bulletins, special "Alert" bulletins, analysis and reports (specific
subjects), and personal contact (D.A.R.E., public forum, etc.).
2. Customer Profile
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• The Office of the Sheriff serves both internal and external
customers. External customers are served through a variety of
programs including Drug Abuse Resistance Education. (DARE),
Neighborhood Watch, and the Citizen's Crime Prevention
Academy.
• The Office of the Sheriff also interacts with community
customers by involvement in a number of organizations
including: Battered Women's Alternatives, Tosco Citizen's
Advisory Panel, Advisory Council Against Domestic Violence,
Assistance League, and Community Awareness and
Emergency Response.
• Another important group of external customers'are the Contract
Cities and Special Districts. An active association is maintained
with all Police Services and Communications Contracts as well
as all Special Districts. Staff members prepare contract
services proposals and special research projects requested by
these agencies. The represent the Office of the Sheriff in
meetings with contract community groups and provide other
assistance as directed. Although these services are specifically
addressed to serve the community, they also provide an equally
valuable service to various internal customers by supplying a
continuous flow of information and cooperation to other Sheriff's
Office Divisions and Executive staff.
• Administrative Services also serves other government agencies
such as the Auditor's Office, Assessor's Office, Administrator's
Office, and Community Development.
• Internal customers include Investigations, Patrol, Support
Services, and Custody Services.
3. Customer Relationships
• A close working relationship is maintained especially with Field
Operations (crime analysis), community groups (Neighborhood
Watch), Volunteer Services, other agencies (schools, special
districts, etc.), and other County offices such as Personnel,
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County Counsel, Risk Management, and CAO's Office.
E. Forensic Services
Consists of five sections: Coroner's Office, Criminalistics Section,
Drug/Alcohol/Toxicology Section, Central Identification Services, and
Property and Evidence Services.
1 . Coroner's Office
a. Service Delivery System
• The Coroner's Office has the mandate to "inquire into" all
deaths enumerated in Section 27491 of the Government
Code, with the primary tasks to: determine positive
identification of deceased, determine cause of death, and
determine the manner/mode of death.
• The Coroner must provide for the disposition of unclaimed
decedents, and conduct Coroner's inquests open to the
public for all officer-involved deaths.
b. Customer Profile
• The Coroner's office serves both the general public and a
variety of professional personnel from the medical and law-
enforcement community. While completing an investigation,
the staff may be in contact with any one or more of the
following: decedent's next of kin, decedent's medical care
provider, investigative agencies, funeral directors, news
media, transplant bank personnel, and the public.
c. Customer Relations
• The Coroner's Office obtains and distributes information to
the proper health agencies on communicable diseases
discovered. The Office maintains information on causes of
death to show trends, and works closely with many public,
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medical and investigative agencies. The Office maintains a
relationship with the Northern California Transplant Bank to
facilitate the removal and delivery of designated organs and
tissues to ensure the wishes of the deceased and/or his/her
family is carried out.
2. Criminalistics Section
a. Service Delivery System
• The Criminalistics Section provides crime scene
investigation, evidence examination and expert court
testimony for criminal investigations. The Section provides
examinations of blood and seminal fluid, including DNA
analysis; firearms, including the use of ballistics imaging
technology (IBIS); comparisons of toolmarks, tires and
shoes; and trace evidence materials, such as hair, fibers,
paint and glass. Crime scene examinations can range from
processing an entire crime scene to providing specialized
assistance such as crime scene reconstruction, blood
spatter interpretation, or documentation of physical
evidence findings at autopsies.
• The level of technical staff remains at the same number
available in 1974. The increased county population and a
dramatic increase in violent crime have resulted in
insufficient personnel to provide timely and comprehensive
forensic services to our customers. State-of-the-art
technologies provide near conclusive identification of
criminal perpetrators. However, these sophisticated
methods require more time to perform than prior methods.
Due to the demands of the court system the Section
generally concentrates on those cases that are pending trial.
Insufficient personnel severely restricts examinations which
could develop investigative leads. If more investigative lead
cases could be examined, this might reduce costly man-
hours of police investigative time. In addition, the
Criminalistics Section has not been able to provide much
support in the investigation of white collar crime and welfare
24
fraud since the loss of our questioned document examiner in
1990. These cases are currently referred to private sector
forensic laboratories at an increased cost to the law.
enforcement agencies and the District Attorney's office.
b. Customer Profile
• The Criminalistics Section provides its services to any public
or private entity.
c. Customer Relationships
• All Criminalistics Section services are provided on request
from clients. The forensic services provided to city law
enforcement agencies are on a fee-for-service basis.
Services to the Sheriff's Office, the District Attorney's Office,
Narcotic Enforcement Teams and the CHP are provided at
no cost to those agencies. The Criminalistics Section also
provides laboratory examination services on a limited basis,
for a fee, to out of county law enforcement agencies, private
attorneys and the public.
• In an attempt to provide improved investigative tools to our
clients, we offer crime scene investigations on a 24 hour
basis to collect evidence from recovered stolen vehicles.
Contra Costa County has a major car theft problem, with
approximately 3000 cars reported stolen in this county in
1996. This program is funded by a portion of a $1 fee
assessed by DMV on each vehicle registered in the county.
• In an effort to assist law enforcement agencies in identifying
those responsible for shooting crimes, we participate in a
cooperative program with the Oakland Police Department
Crime Laboratory, the Santa Clara County Crime
Laboratory, and the Bureau of Alcohol, Tobacco and
Firearms Laboratory to utilize a computerized
bullet/cartridge case database (IBIS). Evidence recovered
from throughout the county is entered into the database in
an attempt to develop investigative leads. The laboratory is
25
also working to establish a network of these computers
following the 1-80 corridor from the Bay Area through
Sacramento to Reno.
3. Drug, Alcohol, and Toxicology Section
a. Service Delivery System
• The Drug, Alcohol and Toxicology Section provides the
examination and expert testimony on the following types of
evidence: dangerous drugs, driving under the influence
(DUI) of alcohol and drugs, clandestine drug laboratories,
and Coroner's toxicology.
b. Customer Profile
• All governmental agencies in Contra Costa County are
served. The majority of this casework is performed for local
police departments, the CHP and the Sheriff's Office. Other
laboratory clients include the Public Defender's Office, the
FBI, city and district fire departments, school districts,
special districts, and private businesses and the public.
c. Customer Relations
• All services from this section are offered on a fee-for-service
basis. State of_the art equipment has been acquired by
actively pursuing funding through grants coordinated by the
Office of Criminal Justice Planning.
4. Central Identification Services
a. Service Delivery System
• Central Identification Services provides: comparisons of
inked fingerprints for the purposes of verifying or
establishing an individual's identification, comparisons of
inked prints and crime scene latent prints, and operates the
CAL-ID Automated Fingerprint Identification System.
26
• State law provides guidelines for the operation of the
Automated Fingerprint Identification System and the
creation of the county governing Board to oversee the
system. The members of the Contra Costa County Board
are (1) Supervisor Gayle Uilkema, (2) Sheriff Warren Rupf,
(3) District Attorney Gary Yancey, (4) Michael Menesini,
Mayor of Martinez, (5) Chief Robert Bradshaw, Concord
Police Department, (6) Chief William Lansdowne, Richmond
Police Department, and (7) Tom Fisher, Member-at-Large
(Chevron Information Center, San Ramon). The level of
service provided by Central Identification Services is
determined by this Board.
b. Customer Profile and Relationships
• The Central Identification Services provides service to all
County police departments on a shared cost basis and to
any public or private client for a fee.
5. Property and Evidence Services
a. Service Delivery System
• Property and Evidence Services provides the security and
maintains the control and integrity of property and evidence
for the Sheriff's Office, four Contract Cities, Superior Court
and two Narcotic Enforcement Teams. The types of property
received are: hazardous chemicals, bio-hazardous
materials (i.e. bloody clothing; rape kits; lab specimens),
narcotics and dangerous drugs, large sums of money and
jewelry, and firearms (i.e. assault weapons, rifles, shotguns,
pistols, revolvers).
b. Customer Profile
• The Property Services customer profile consists of the
Sheriff's Office; the Contract Cities of Danville, San Ramon, _
Lafayette, Orinda; Central and West Narcotic Enforcement
Teams; District Attorney's Office; Superior Court; and the
27
public. The Contract Cities and Superior Court are charged
a fee for services.
c. Customer Relationships
• The customer relations for Sheriff's Office, District Attorney's
Office, Contract Cities and Narcotic Enforcement Teams
can best be described by the similarities to a public library.
Stored items can be checked out for court, for lab analysis
or whatever is needed and subsequently returned.
Identified items are returned to their rightful owners. Any
unclaimed items that are in good condition are disposed of
through auction, charitable organizations or departmental
use.
F. Custody Services
1. Service Delivery System
The Custody Services Bureau is committed to the principles of inmate
management by direct supervision and providing a harmonious
working environment for all employees assigned to the Bureau.
Equally important is providing constitutionally safe and secure housing
within the detention facilities for those members of the public who are
legally remanded or lawfully placed into the custody of the Sheriff.
The Custody Services Bureau maintains and operates three separate
detention facilities and one custody alternative program for
incarcerated individuals. They include: Martinez Detention Facility
(MDF), West County Detention Facility (WCDF), Marsh Creek
Detention Facility (MCDF) and Custody Alternative Facility (CAF). The
MDF is the primary pre-sentenced inmate detention facility which has
direct supervision of maximum security inmates, has a large transient
population and houses state prisoners awaiting trial in the county. The
MDF conducts mental health evaluations of all inmates and houses
mental health inmates. As the County's booking facility, the MDF
provides 24-hour medical service and conducts all inmate
classifications to determine the appropriate detention facility for
housing each inmate.
28
The staff at the MDF provide training coordination for the entire
Custody Services Bureau. The WCDF is the secondary pre-sentenced
inmate detention facility. It provides direct supervision for medium
security inmates (non-violent, non-threatening to community), provides
co-educational programs (houses women as well as male inmates),
houses a transient population and houses state prisoners awaiting trial
in the County.
The MCDF provides direct supervision for non-violent, sentenced,
male inmates. This facility offers a diverse inmate education program.
Classes offered include Adult Basic Education, computers, woodshop,
landscaping and substance abuse recognition. Classes are attended
by over 80% of the MCDF inmates. The newly-renovated Sheriff's
firearms range is located at the MCDF.
Court Services Division provides security in all Municipal and Superior
Courts which include: Bay, Delta, Mt. Diablo, Walnut Creek/Danville,
Bay-Juvenile, Martinez-Juvenile and Superior Courts. They provide
transportation to all county facilities and select transports to state
facilities throughout the state. From 300-400 inmates are transported
daily with five buses, thirteen vans and two Patrol vehicles..
Court Services Division provides:
• security and transportation for inmates to and from detention
facilities to all designated court locations.
• security and transportation for inmates to and from various state
facilities.
• protection during court proceedings.
2. Customer Profile
• Customers are incarcerated inmates and their family or friends
who depend upon the Office of the Sheriff for professional
attention and assistance.
• Customers also include other county law enforcement agencies
29
who transfer arrestees to the county.
• Court Security Division customers can include judges,.public
defender, district attorney, legal technicians, private attorneys
and other visitors to the courtroom.
• 95% of customers who access the detention services are
formal/informal assistance requests.
3. Customer Relationships
• Professional visitors (i.e., law enforcement, prosecution,
probation, parole, etc.) Frequent detention facilities from other
city, state and federal agencies. Courts, as well as legal
representation from private attorneys, public defenders and
district attorney offices also look to the Office of the Sheriff for
assistance in detention services.
• Detention facilities have established several streamlined
systems which have significantly improved requested services.
These include: pre-scheduled visiting, easy accessible
detention information provided via posting of facility regulations
in lobby areas and a telephone recording for frequently asked
questions.
• Professional assistance is frequently provided to other
jurisdictions or agencies with similar inmate related problems or
detention facilities utilizing the direct supervision paradigm.
• A close working relationship is maintained between the courts,
detention facilities, Public Defender's Office, District Attorney's
Office and various outside law enforcement agencies.
Section IV - Annual Performance
A. Technical Services Division
30
1 . Automated Systems Management
a. Performance Indicators
• The Automated Systems Management Unit has been
responsible for maintaining and providing user support for a
growing number of automated systems and networks. While
the staffing level has not increased, the number of systems
as well as the number of users has grown. The systems
under their control have been in operation twenty-four hours
a day, seven days per week with minimal downtime. The
unit has constantly upgraded the technology level of all
systems despite little or no training in the new technologies.
The number of systems, hours of availability, and number of
users supported by this group is far greater than in any other
county department. The addition of an Automated Report
Writing System will double the number of computers that
require support from this unit.
b. Accomplishments
• Applied for a received a Federal Grant for an Automated
Report Writing System and equipment to upgrade the
Communications Center. This system will simplify the report
writing process and save patrol deputy time that can be
redirected to the concept of Community Based Policing. The
project has been expanded beyond the grant requirements
to enable progressive changes in the dispatch environment,
increase employee productivity and provide improved
service to the community.
• Obtained surplus computer equipment from the State of
California which allowed an extensive upgrade to an aging
Jail Management System.
2. Civil Process
31
a. Performance Indicators
• An increase in overall service requests and the legal time
limits required in civil process continues to impact the
clerical and sworn staff assigned to this critical function.
Volunteers are utilized but there availability is limited_ . Part
time employees are utilized in the effort to maintain the
service level.
b. Accomplishments
• Civil processings decreased from 14,000 in 1995 to 11 ,500
in .1996. This was primarily caused by changes in the law
that allowed independent process servers to perform this
function. Staff time has been redirected to handle increases
in other Civil functions.
• Civil evictions and extraditions continue to be the most labor
intensive activities. Evictions increased from 3394 in 1995 to
3605 in 1996. Extraditions increased from 118 in 1995 to
136 in 1996.
An Image Management System has been installed for the
efficient storage of current and dated documents. These
documents are required to be maintained by law. New
computers were installed at workstations to ensure
maximum employee productivity.
3. Communications
a. Performance Indicators
• During 1996, there were 410,029 calls for service (CAD
Incidents). The source of these Computer Aided Dispatch
calls included: 7 digit telephone calls (32%), field voice
radios (30%), 911 telephone calls (21%), mobile data
terminals ( 11%), and other (6%).
32
4. Fleet Services
a. Performance Indicators
The rotation of the Office of the Sheriff vehicles is not sufficient
to maintain a safe and dependable fleet. The primary barrier to
maintaining a safe, dependable fleet of vehicles is the lack of
sufficient funding.
b. Accomplishments
• Eleven patrol vehicles were replaced in 1996. This did little
to address an aging fleet, consisting of 260 vehicles. The
majority of our vehicles have over 100,000 miles and are
over 5 years old. Funding has been provided to replace 65
vehicles and this will occur in Fiscal Year 1997/1998. Similar
funding will be necessary in future years to maintain fleet
integrity.
5. Records
a. Performance Indicators
• The primary performance indicators for Records are
incoming crime/incident reports and warrants. Several other
types of documents are received and many tasks are
performed which are not related to these two subjects, but
they are the most critical subject matter and the most
voluminous. With respect to each, several tasks are
performed upon receipt and many more during the life cycle
of the report or warrant.
• Records handled in 1995:
Original reports: 35,000
Report Copies Distributed: 140,000
33
Supplemental reports: 12,000
Active Warrants Managed: 45,000
Warrants Entered Wanted Pers. 12,000
• Records has an authorized staff of only sixteen, including
the Manager and Clerical Supervisor. This is compared to a
staff of 22 in 1992. The 1992 level was also inadequate
being approximately equal to 1984 levels even though work
loads had appreciably increased. Staffing in Records, for the
types of support work it is expected to perform, is less both
relatively and in some cases numerically than in other law
enforcement agencies in Contra Csta County, all of which
are smaller than the Sheriffs Office. As a result of this, the
quality of data and information which we provide to law
enforcement users is less than adequate. Information which
other agencies collect and find useful is not captured due to
lack of staff and other resources. For example, we are
unable to enter into the Records Management System, most
vehicles listed in crime reports; neither do we enter Sheriffs
Office arrest into the Records Management System. Also,
very little time is available. to review and correct information
which is entered, which reduces the reliability and therefore
the usefulness of the information which is available to Patrol
officers and Investigators.
B. Patrol Division
1. Performance Indicators
• Part I Serious Offenses declined by 2% overall with a decrease
of 50% in homicides and 12% in burglaries. 2% is significant in
that there was an increase in unincorporated population. Our
residents, and those who reside in the contract cities, live in five _
of the six communities which experience the least reported
crimes per capita in the county.
34
• A recent audit of our COPS Program conducted by the
Department of Justice indicated that our use of the funded
personnel met or exceeded their program goals, especially in the
areas of community policing.
2. Accomplishments
• Twenty-six of the "Clinton Cops" have been hired, trained and
assigned to Patrol Division. They have been deployed where
the need was most demonstrated.
• The J Team now has two squads, each consisting of 1 Sergeant
and 5 Deputies.
• Two Resident Deputies have been assigned to EI Sobrante and
Discovery Bay/Byron in addition to the on-going Resident
Deputy Programs in Bay Point, North Richmond and Oakley.
• Realized a significant increase in Neighborhood Watch Meetings
through the use of the Sheriffs All Volunteer Extended Services
(S.A.V.E.S.) Program, especially in the Eastern portion of
the County.
• The sixth year of Camp L.E.G.I.T., a summer day camp in North
Richmond.
• Holiday Toy Drive for North Richmond.
• Continuation of the Project Pride Grant, serving the North
Richmond Housing Authority. The success of this program
resulted in the addition of a third Deputy with responsibility for
the Rodeo Area.
• The below figures represent towing activity for calendar year
1996:
Total vehicles towed from public streets 1,915
Total # stolen vehicles recovered 103
35
Number of aband. vehs. (22669 CVC) 907
Vehs. towed under CVC 14602.6 266
• The below figures represent the number of vehicles removed by
the A.V.A.P. program from private property:
Identified 220
Towed _ 41
Voluntary Removal 163
• Sheriffs Volunteer Services Bureau donated 52,766 hours in
calendar year 1996. Using a value of $20.13 per hour (which is the
hourly rate for a Deputy Sheriff fresh out of the Police Academy),
our volunteers provided $1 ,062,180 worth of service free to the
Office of the Sheriff.
C. Investigation Division
1. Performance Indicators
• Historically, the success of the investigative process has been
judged by the closure rates for Part I Crimes. Overall, these
rates were good in 1995, with the exception of property crimes
that have been forced down in priority due to staffing cuts, and
in gang-related crimes.
2. Accomplishments
• The Investigation Division has initiated two new programs; the
Domestic Violence Program, and the Sex Registrant Program.
Both programs are the result of collaborative grants. Homicides
in 1996 decreased by 50% and clearances increased by 23%.
• During 1996, 7,347 cases were referred to the Investigation
Division.
36
D. Administration Division
1 . Performance Indicators
• Delivered twenty two Advanced Officer classes to all Deputies and
Sergeants
• Provided ongoing optional remediation firearms training.
• Tested 1280 recruit candidates hiring 23.
• Tested 88 lateral candidates hiring 14
• ACS's Crime Information Bulletin Services is easily accessed and
used regularly by all agencies. A supply of Bulletin Information
forms are kept on hand a all police stations in the County. Based on
the frequency that this services is used by Detetives, it is a valuable
investigative tool, linking all agencies in the county for relatively little
cost.
2. Accomplishments
• Delivered all required POST/STC mandated training.
• Maintained reduced overtime for firearms instructors through
use of added training staff.
• Provided full time Advanced Officer Coordinator for every
Advance Officer class.
• Designed and' delivered necessary quarterly training to all
Managers.
• Tested firearm proficiency for all sworn personnel
• Updated Department Manual
• Updated Internal Affairs Manual
37
• County-wide D.A.R.E. Program serving twenty-two schools
• • Crime bulletin serving agencies through the Bay Area..
• Development of crime analysis program supporting directed
Patrol by the J-Team.
E. Forensic Services
Section IV - Annual Performance
E. Forensic Services Division
1 . Coroner's Office
a. Accomplishments
• Of the total 6113 reportable deaths in the county for 1996, the
Coroner's Office handled 1885 cases, performed 556 complete
autopsies and 98 inspection autopsies. These cases were
completed by the Coroner's Office staff consisting of one
lieutenant, one sergeant, six deputies, and two clerks, with
assistance from three contract forensic pathologists and three
volunteers. The Office operates with a minimum staff and
equipment necessary to complete its mission 24 hours a day.
2. General Criminalistics Section
a. Performance Indicators
• In 1996, the 6 criminalists and the 2 crime scene investigators
assigned to the Criminalistics Section handled 1 ,783 requests
for service over a broad range of evidence types.
• Forensic examination services must be timely. Not only to meet
the needs of the court, but as a service to the community, to
rapidly identify criminals and exonerate the falsely accused. In
addition, prompt forensic analysis may reduce police
investigative costs, as a result of fewer man-hours required to
38
identify a suspect. Our current staffing level does not provide for
prompt examination results in he majority of cases.
b. Accomplishments
• We have been successful in continuing two programs, the
Vehicle Theft Program and the Integrated Ballistics Identification
System (IBIS) with only the addition of one position for the
Vehicle Theft Program. The Vehicle Theft Program has
processed many vehicles that would not otherwise have been
examined for physical evidence. This program has resulted in
over 50 CAL-ID "hits" where fingerprints were identified thereby
generating an investigative lead for the police agency. The
evidence processing services are available on a 24 hour basis
through the use of on-call overtime. Due to the burden that this
mandatory overtime places on the staff, we hope to add 2
positions to provide 24 hour service with the use of minimal
overtime.
• The IBIS Program has been added without the use of additional
personnel, in part, through the use of Department volunteers.
Under this program, bullet and cartridge case evidence received
from crime scenes are entered into the computer database.
Weapons recovered from individuals under investigation for
various crimes are testfired and compared against the evidence
database. This technology permits the association of cases
previously unknown to be related. Whether this program can
continue without the addition of permanent personnel is
currently under evaluation. It is likely that the addition of a data
entry technician will be required for the long term success of
this program.
3. Drug, Alcohol and Toxicology Section
a. Performance Indicators
• Six Forensic Toxicologists and two Laboratory Aides are
assigned to the Drug, Alcohol and Toxicology section. 10135
cases were examined in 1996 in four primary areas; Drugs,
39
Alcohol, Toxicology and Clandestine Drug laboratories.
• Methamphetamine laboratories comprise the majority of these
crime scenes. It is not surprising to find that 40% of the drug
cases submitted involved Methamphetamine.
• In an effort to control costs, in 1979 the Criminalistics
Laboratory accepted the responsibility to provide an alcohol
testing program for all law enforcement agencies in the County.
We received an Office of Traffic Safety grant to begin this
program. Seven breath testing instruments were distributed
throughout the county. Funds from alcohol fines were used to
support the program and to place additional instruments in
police departments.
• Currently the 15 instruments distributed throughout the county
have exceeded their life expectancy and are constantly under
repair. In 1995, 4,263 cases related to drinking drivers were
submitted and expert testimony averaged 1.3 hours per day.
• In 1993, to reduce County operating costs, the Laboratory
initiated Toxicology services to the law enforcement agencies,
the Coroner's Office, private businesses and citizens. 198
Toxicology cases were examined in 1993. 1 ,267 cases were
examined in 1996, a 640% increase.
4. Central Identification Services
a. Performance Indicators
• In 1996 the Latent Print Section's four Examiners: received
more that 4,400 requests for latent print examinations ,
searched 1,713 latent prints in the Automated Latent Print
System, hit.376 latent prints in the system, had a 221/6 percent
hit rate, conducted manual comparisons in 1,989 cases, and
processed items of evidence for latent prints in 784 cases.
• The Inked Fingerprint Section's six Technicians: processed in
excess of 27,500 booking fingerprint cards, cross-referenced
40
19,000 of the cards were identified to an existing record,
searched 8,200 cards in the Automated Fingerprint Identification
System resulting in more than a thousand identifications, and
identified 304 of the people identified were determined to have
given a false name when booked.
b. Accomplishments
For the last four years, we have had the best fingerprint hit
rate in the state.
5. Property and Evidence Services
a. Annual Performance
• In 1996 the two full time property clerks: received 10,733 items,
and processed 40,000 transactions.
• The number of transactions has doubled in the past 7 years
while the number of staff has remained the same.
• Currently Property Services has 1003,483 pieces of bar coded
evidence.
F. Custody Services
A. Performance Indicators
Positive performance indicators for the past year in Custody Services
Bureau have been:
1 . minimal civil lawsuits or legal redress alleging misconduct or
mistreatment.
2. limited number of citizen complaints directed at staff.
3. outstanding marks from County, State and Federal regulatory
annual and bi-annual inspections at the Martinez Detention Facility,
West County Detention Facility and Marsh Creek Detention Facility.
41
These include: State Board of Corrections inspection covering
California Code of Regulations (Title 15), State Fire Marshal
inspection and County Board of Health inspection.
4. the ability to house approximately 800 inmates at the Martinez
Detention Facility, which was Board of Corrections rated at 515,
without major incidents.
5. Court Services Division assisted in conducting criminal
arraignments for 40,853 in-custody inmates in Municipal and
Superior Court, assisted in 2,552 in-custody preliminary hearings
and investigated 181 security incidents at court facilities.
B. Accomplishments
1. Bureau-wide
a. Major upgrading of the Jail Management Computer System.
b. Implementation of a medical co-payment plan for inmates which
sets the cost of providing health care to inmates.
c. Re-painted and re-carpeted areas of all facilities.
d. E-Mail implemented to increase the efficiency of
communications with managers.
e. New inmate telephone contract signed which generates
additional revenue to the Inmate Welfare Fund.
f. Inmate Pro-Per policy re-drafted.
g. Custody Services Bureau policies and procedures manual
updated, including Electronic Home Detention and Work
Alternative Program guidelines.
2. Martinez Detention Facility
42
a. Significantly improved routine building and equipment
maintenance enhancement at the Martinez Detention Facility
via continued use of computerized tracking of work orders.
b. MDF fire system upgraded.
c. Total implementation of video imaging booking photograph
system at the Martinez Detention Facility.
d. Pre-arranged scheduled inmate visiting at the MDF.
e. Activation of inmate medical phone triage system at the MDF
and WCDF.
f. In excess of 31 ,000 meals provided to the homeless by the
MDF (generated approximate revenue of $120,000).
3. West County Detention Facility
a. Activation of inmate medical phone triage system at the MDF
and WCDF.
b. Female inmate program (12,320 square foot building)
completed at the WCDF. Allows female inmates equal access
to library, educational and religious programs and facilities
within a safe and secure environment.
c. Housing unit courtyards fenced at the WCDF to provide added
security and flexibility. U.S. Navy Construction Battalion
donated in excess of $200,000 worth of installation labor.)
d. A total of 93 WCDF inmates received their GED certificates and
5 inmates received their high school diploma. This represents a
100% increase over the 93/94 school year.
4. Marsh Creek Detention Facility
a. The MCDF inmate fire fighting and emergency rescue unit
43
responded to 31 calls for assistance during the first six months
of 1997.
b.' During the 96/97 school year, 36 inmates at the MCDF received
their GED.
c. The MCDF wood shop produces several hundred wood toys
and refurbished bicycles which are distributed to needy children
during the Christmas season.
d. Plans are underway to install additional security devices (door
alarms, external lighting and razor wire)at the MCDF to
discourage escapes and introduction of contraband.
5. Custody Alternative Facility
a. The Electronic Home Detention training program was
established for outside agencies. CAF staff is currently
providing training to lineups at the WCDF.
b. In-custody work release program re-established.
c. Improved communication between CAF and Superior and
Municipal Courts.
d. CAF policies and procedures updated.
e. New two year lease signed. Renovation of building to begin
shortly. New modular units are to be installed for EHD and
WAP staff.
f. Instituted a $15.00 fee for police reports.
g. "Good Time/Work Time" no longer given to EHD participants.
h. Goal set to establish a pre-sentenced program for the purpose
of reducing the inmate population in all facilities.
44
I. Entry of EHD and Parole participants into JAWS.
j. Contract with CYA for urinalysis testing which will result in an
annual savings of approximately $13,000 for CAF and $4-
$6,000 for the MDF.
k. Numerous CAF staff members have attended or are scheduled
for computer classes.
I. Participation by staff in law enforcement sponsored EHD
meetings as well as "Keys to Inmate Management Conference".
m. 80,103 CAF custody days saved during fiscal year 96/97.
n. Value of custody days saved during fiscal year 96/97:
(1) WAP $1 ,822,439.00
(2) County Parole $ 964,473.00
(3) EHD Program $1,939,094.00
o. Revenue generated during fiscal year 96/97:
(1) WAP $ 626.242.00
(2) County Parole $ 194,730.00
(3) EHD Program $ 482,349.00
p. 241,576 hours of community service provided by WAP
participants.
6. Court Security Division
a. Completed a comprehensive security survey for all court
facilities.
b. Implemented security orientation/training for all support staff
assigned to Superior and Municipal Courts.
c. Restored all security functions at court facilities affected by
45
arson fires including: Mt. Diablo Municipal Court, Walnut Creek
Municipal Court and Martinez Superior Court.
d. During .1996 moved 91,300 inmates with no escapes and one
minor injury. Transportation vehicles drove over 300,000 miles
with only three minor accidents. Moved more than 2,000
inmates to state prison and made 1 ,500+ prisoner removals
from state prisons, state hospitals and other county jails.
e. As a unit, ensured inmates are delivered to numerous court
locations each weekday. Handle last minute requests from the
courts, deal with a myriad of agencies and answer numerous
questions from staff and other Contra Costa County
departments responsibly and professionally.
Section V-Challenges and New Directions
A. Technical Services Division
1 . Automated Systems Management
a. Challenges
• The rapidly developing information and communications
technologies provide services not only to the public, but also
to the criminal elements in our society. These changes
highlight the need for law enforcement to have fast reliable
access to information contained in numerous locations. The
challenge is to link agencies together to provide fast reliable
information, to include; crime reports, subject information,
criminal history, photos and fingerprints. Easy access to this
organized information will make the task of law enforcement
and Criminal Justice, easier and more efficient.
• There is a critical need to obtain adequate technical support
staff.
• Procure necessary funding for critical systems maintenance
and upgrades.
46
b. New Directions
• No longer can the Office of the Sheriff plan for its own
technological advancement without coordinating with the
entire Law and Justice community. The new direction is to
build cooperative technological projects that provide benefits
to the region as well as the individual office. Current_.planning
includes:
• An automated report writing system. This will allow crime
reports to be completed on a computer in a patrol vehicle and
stored electronically. This will save time and make the
information immediately available to those who need it.
• A county wide arrest history file. This information is currently
distributed among all the law enforcement agencies in the
county. This file will provide a complete subject arrest history
for any location in the county.
• A Law and Justice document management system. This
would allow all paperwork required in the investigation,
prosecution and disposition of criminal cases to be tracked
and managed electronically. A savings of time and paper
files will enhance the justice system.
2. Civil Process
a. Challenges
• The flow of Civil process is controlled by the various Orders of
the Court and is ever increasing. The mandate to comply with
legal time lines can only be accomplished with funding for
additional sworn and clerical staff.
b. New Directions
• Our fees are governed by law. Efforts are being made by the
California Sheriffs Association to propose new legislation to
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increase civil process fees to cover the actual cost of
providing the service.
3. Communications
a. Challenges
• Technological advances and the Federal Grant will allow for
the upgrade and replacement of the existing CAD hardware
and the migration to a PC-based environment. It is very
desirable and more cost-effective to be able to interface with
other automated systems in use by the Office of the Sheriff.
• Recruitment, training and retainment of qualified candidates
for the position of dispatcher continues to be a top priority.
Staffing shortages remain a critical issue and have caused
personnel to work an unacceptable number of overtime hours.
Current training efforts are making a positive impact and
continued focus should resolve staffing shortages.
• Our authorized staffing for dispatchers has been increased to
48 positions. This was the staffing level for Fiscal Year
1992/1993. Additional.staff is still necessary to maintain our
service level and meet the expectations of the public we
serve.
b. New Directions
• The Communications Center remodel project will provide
ergonomic workstations, a PC-based CAD/RMS system, an
improved voice radio system and increase the productivity
and retention of dispatch personnel.
4. Fleet Services
a. Challenges
• The safety of the Office of the Sheriff members and the public
is at risk due to our inability to replace critical law enforcement
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vehicles in a timely manner. Safe, dependable transportation
of personnel and equipment is critical to the Sheriffs Office
law enforcement responsibilities. To meet these needs the
Office of the Sheriff, in conjunction with the General Services
Department, must have a realistic vehicle rotation
procurement plan. Funding must be made available to make
such a plan viable.
• Increase fleet support staffing to ensure adequate and timely
fleet management.
b. New Directions
• The Office of the Sheriff has proposed a fleet management
plan that includes the timely rotation of vehicles to ensure the
safety of the Office of the Sheriff members. We continue to
work with the County Administrator and the General Services
Department to identify funding to allow the implementation of
the plan.
5. Records
a. Challenges
• The greatest challenge faced by Records is the continuation
of basic service to it customers with the existing staff and
equipment. Additional staff will allow a return to normal
business hours, ensure records information is processed
correctly and allow for internal audits which are required by
the State Department of Justice.
b. New Directions
Records, like the Office of the Sheriff in general, will continue to
vigorously pursue more efficient means of doing its work. For the
Records Unit, this means automation of data collection and
information storage and dissemination. It is our intent that data
collection will occur as close to the source as possible rather than
at the second or third time the data is handled. It is also important
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that this be done in such a manner that workloads for those
initially collecting the data does not increase. Record's optimal
role in the future is ensuring and improving data quality and the
availability of information to other elements of the department and
records management rather than being a paper handling and
data entry point.
B. Patrol Division
1. Challenges
• Even though significant progress has been made in the
replacement of Patrol vehicles, this must continue as a work in
progress.
• Development of Automated Report System to increase available
officer time and decrease time until documents become available.
2. New Directions
• It appears that the state will fund two new positions for Marine
Patrol Services, and an additional patrol boat. This is based on
the success of our current program.
• The establishment of a Juvenile Diversion Program in each of our
four Station Houses. It will provide an alternative to incarceration
and probation to first-time, misdemeanor offenders. This will be a
collaborative effort between this Office and Probation. It will
potentially benefit our youth and at the same time reduce
Probation's workload.
• Legislative changes which will secure funding to abate
abandoned and derelict vessels in the Delta.
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C. Investigation Division
1. Challenges
• It is essential that staffing levels be augmented and appropriate
equipment be provided.
• The division will be challenged to obtain vehicle replacements
needed for existing staff, plus additional support equipment that is
not presently available to include portable radios and laptop
computers.
2. New Directions
• The division will seek staffing for an investigative Task Force that
can concentrate on serious problems such as gang activity, serial
criminals and violent fugitives. In addition, there is a growing
need to create a "white collar crimes" unit that can address high-
tech crimes. Finally, there is a continuing need to gain back the
general, sexual assault and narcotics investigator positions
eliminated during the early nineties as a result of budget
reductions. Additional staffing needs are estimated at ten
Deputies, one Sergeant and one clerk.
• The Office of the Sheriff needs to create an automated report
writing system which will mean a whole new direction in felony
investigations. Investigators will have much quicker access to
reports and will, in turn, be able to serve warrants and file
complaints sooner. The use of such as system would represent
the single greatest improvement to felony investigations in a
decade!
• Acquiring an investigative task force and while collar crimes unit
would also present new directions for the Division, moving it away
from a strictly reactive to a prevention-oriented operation. This
could have a significant impact on overall Part I Crimes rates,
particularly as they relate to gang activity.
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D. Administrative Services
1 . Challenges
• It is essential that aging support equipment (computers, software,
audio video equipment, etc) be replaced in order to maintain the
viability of programs.
• Reduce department vacancies to zero.
• Acquire additional floor space to expand recruiting.
2. New Directions
• The development of an ACS automated report system will
improve information flow to the public and other agencies,
enhance investigation of major crimes, and substantially reduce
report time. Working with Support Services, Administrative
Services must aggressively pursue this potential.
E. Forensic Services
Section V - Challenges and New Directions
E. Forensic Services Division
A . Coroner's Office
a. Challenges
• To maintain our professional status while reducing costs
wherever possible by becoming more innovative and
automated.
• To maintain our equipment and physical plant within the
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allocation limits available.
b. New Directions
• To maintain our focus on completing our mandated tasks in a
professional manner while keeping costs to a minimum by:
• Actively enforcing the inspection autopsy clause in the
forensic pathology contract, thereby decreasing costs.
• Actively train members of the medical community in signing
death certificates on natural deaths.
Completing the office automation network to handle the increased
workload without the need to increase staff, which in turn, will
allow for the completion of a comprehensive annual report
document.
F. Custody Services
Detention Division
• Sworn staff levels are extremely low for the inmate
population. Maintaining the safety of staff and the community,
under these conditions, is problematic.
• Increased inmate populations due to "Three Strike"
legislation, domestic violence legislation and increased bail
amounts or bail schedule changes are negatively impacting
existing facilities.
• Improve and increase constructive training provided to sworn
and general staff.
Court Security Division
• Increase advantageous communications with Superior and
Municipal court judges.
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• Complete all recommended structural changes at court
facilities to improve security.
2. New Directions
Detention Division
• Implement innovative and cost-effective automated data
systems designed to enhance productivity and increase
community satisfaction.
• Implement standardized word processing software at all
detention facilities.
Court Security Division
• Implementation of entry screening equipment at all court
facilities.
• Work closely with Court Administration to secure adequate
funding through State trial courts.
• Re-implement Judicial Protection Unit.
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