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Home My WebLink AboutMINUTES - 08041998 - D1 f P2 P .f THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CAILHOR;NIA Adopted this Order on August 4, 1998 by the following vote: AYES: Supervisors Uilkema, Gerber, DeSaulnier, Canciamilla and Rogers NOES: None ABSENT: None ABSTAIN: None SUBJECT: DEPARTMENTAL REPORT FROM THE SHERIFF- CORONER IT IS BY THE BOARD ORDERED that the 1998 departmental performance report from the Office of the Sheriff is ACCEP'T'ED. I hereby certify that the foregoing is a true and correct copy of an action taken and entered on the minutes of the Beard of Supervisors on the date shown. ATTESTED: " � ,,, � Phil Batchelor, Clerk of the Beard of Supervisors and County Adm=inistrator By i� =ne'f Mffluen, Deputy Clerk xsuntu a f (Saaaatra (900ta Warren E Rupf Ishem June 19, 1998 Honorable Jim Rogers, Chairman Contra Costa County Board of Supervisors 651 Pine Street, First Floor Martinez, California 94553 Dear Supervisor Rogers; I am forwarding to you the Annual Departmental Performance Report for the Office of the Sheriff. This report is a broad-based snapshot of the Sheriff's Office. As,an elected official, my evaluation of how well we have done over the last year must come from the electorate, however, I feel a strong obligation to work with the Board, and in that spirit, I offer the attached report. Over the years, the impact of budget cuts and the loss of personnel has charged the way this Office conducts its business. This report describes the many ways we've operated with reduced resources along with the concerns that have arisen from that reducedlevel. My office has seen some recovery from the economic crisis of the early 1990's and I would predict that with the continued support of your Board, the public and the State Legislature, we can continue to optimistically plats for the future. The attached report was co top managers and accurately reflects the collective thinking of my office. I WVA 8 E3F►F, Sheriff WER:mjf Post Office Box 391 Martinez, California 94553-0039 ,925}335-1500 Al 5-4-95 Clauxtba orf Tantra (Costa (Office of #4rr S§4eriff Warren E.Rupf $herM June 19, 1998 Honorable Jim Rogers, Chairman Contra Costa County Board of Supervisors 651 Pine Street, First Floor Martinez, California 94553 Dear Supervisor Rogers: I ares forwarding to you the Annual departmental Performance Report for the Office of the Sheriff. This report is a broad-based snapshot of the Sheriff's Office. As an elected official, my evaluation of how well we have done over the last year must come from the electorate, however, I feel a strong obligation to work with the Board, and in that spirit, I offer the attached report. Over the years, the impact of budget cuts and the loss of personnel has changed the way this Office conducts its business. This report describes the many ways we've operated with reduced resources along with the concerns that have arisen from that reduced level. My office has seen some recovery from the economic crisps of the early 1990's and I would predict that with the continued support of your Beard, the public and the State Legislature, we can continue to optimistically plan for the future. The attached report was co top managers and accurately reflects the collective thinking of my office. inc ely, WA a UPF, Sheriff WER:mjf Post Office Box 391 • Martinez,California 945530039 (925)335-1500 "Community Policing Sind I850....'� ................................................................................................................................................................... ............ .............................................. ................................................................ ...... ............................ ..................... .............................................................................................................................. ......................................................................................... ....................................... ....................................................... ............................................ ................... .. ....... 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....................................................................................................................................................................... ................................................................................................................................................................... f Office of the Sheriff 1998 Performance Report Table of Contents 1. Overview............................................................ ...............I II. Resources Financial............................................................................8 Personnel..........................................................................0 Automation......................................................................14 ill. Customer Services Field Operations Bureau.................................................16 Support Services Bureau................................................20 Custody Services Bureau.......... ............................ ......30 IV. Annual Performance Field Operations Bureau.................................................33 Support Services Bureau................................................35 Custody Services Bureau...............................................43 V. Challenges and New Directions.................................46 Field Operations Bureau.................................................47 Support Services Bureau................................................43 Custody Services Bureau...............................................54 - .' SECTION I OVERVIEW A. Responsibilities 1. The Office of the Sheriffs Mission Statement is as follows: 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 consistent with the "Law Enforcement Code of Ethics." To maintain 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 individuals. 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. The Responsibilities of the Functional Units are: a. Administrative Services Provide the highest quality of organizational planning and fiscal and personnel management to attain 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. 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. Page 1 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. Emergency Services Division Provide assistance to emergency response agencies and the general public in preparing for and coping with the aftermath of natural and.human caused disasters. This mission is accomplished through the functions of Planning, Training, Community Education, Emergency Communications, Emergency Response and Disaster Recovery. g. 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. h. Court Services Division Court Security Division provides security to the Consolidated Courts of Contra Costa County through the assignment of court Bailiffs and additional security personnel to Courtrooms and during transport of inmates to and from appearances. B. The Organizational Structure is described and illustrated below: Page 2 The Office of the Sheriff consists of three bureaus divided into seven divisions plus Administrative Services. The Field Operations Bureau contains the Patrol and Investigations Divisions. The Support Services Bureau contains Technical Services, Forensic Services and Emergency Services Divisions; the Sheriff assumed responsibility for Emergency Services', in December, 1997. The Custody Services Bureau contains the Detention and Court Security Divisions. Administrative Services reports directly to the Sheriff. The Office of the Sheriff works in partnership with other County law and justice agencies, as well as with state, federal and other local law enforcement agencies. OFFICE OF THE SHERIFF Sheriff/Coroner Undersheriff i i Administrative Services Commander Commander Commander Field Operations Support Services Custody Services Bureau Bureau Bureau Patrol investigative Technical 1 Emergency Forensic Detention Security/ Division Services Services Services Services Services Transportation Division Division Division Division Division Services Division Page 3 7t Administrative Services contains four Units which provide internal support to the Office in planning, public relations, personnel and fiscal functions In addition, Administrative and Community Services {ACS} works with neighborhood organizations, community organizations and schools to facilitate civic training and special events. Sheriff/Coroner Undersheriff Chief,Management Services Personnel& Professional Standards Administrative& Planning& Finance Unit &Resources Unit Community Services Resources Unit Unit L Page 4 I3.i 8-4,-98 The Field Operations Bureau provides community policing, criminal investigative and some special services in the unincorporated area of the County, and ander contract in several cities and districts, as well as in the Housing Authority. Resident Deputies form particularly strong community partnerships in communities, working with school, community organizations and Municipal Advisory Councils. Investigations works with Battered Women's Alternatives on issues of domestic violence. The Sheriff's All Volunteer Extended Services (S.A.V.E.S.) involves community members in increasing Neighborhood Watch groups. Commander Investigative Services Patrol Services Division Division Ci! ties/Districtstat Sped County Patrol -t Grants/Contracts Criminal Investigations Investigations Counter Terrorism Marine Patrol j DA Contract Grant Investigator Clerical Support Unit Clerical Support >z Page 5 The Support Services Bureau is organized along functional lines to provide specialized services of a scientific and technical nature; Emergency Services also became a part of this Bureau in 1997. The cooperative nature of each unit's work varies with its content. For example, crime and evidentiary information is shared with federal, state and other local law enforcement agencies; Emergency Services plans with federal, state and local emergency services agencies, and when mobilized may work with Health Services, General Services, FEMA and numerous other agencies depending on the nature of the incident. Commander Technical Services Division morgoncy Services Division I communication Fleet Services civil Unit II i Information Records Systems Forensic Svcs. Division Property S. Criminallstics � OrugtAlcohol/ Evidence Toxicology Coroner Central ID i Page 6 D.! 8-4-98 Custody Services is the largest of the Sheriff's Office Bureaus. It is responsible for the care and custody of persons charged with or sentenced for committing a crime and for providing security to the Court System during legal process. The Bureau works cooperatively with the agencies of the judicial system, Health Services, Office of Education and with community agencies, including Friends Outside to provide services to inmates Commander Detention Court Services Services court Security 'Transportation Martinez West County Detention Detention i Custody Marsh Creek Alternative Detention I Page 7 SECTION II RESOURCES A. Financial Resources 1. The 1997-98 final adopted general fund budget provides for expenditures in the following categories: Custody Services $36,169,000 43.80% Field Operations 28,890,000 34.99 Support Services 13,568,000 16.43 Administration 3,535,000 4.28 Emergency Services 414.000 .50 Total $82,576,000 100% 2. The 1997-98 revenue categories included in the adopted general fund budget are: Prop 172 (Y2 Cent Sales Tax) $36,158,000 62.15% Contracted Police & Dispatch Services 10,829,000 18.61 Custody Services Related Revenue 2,372,000 4.08 Crime Lab Fees 1,320,000 2.27 State & Federal Revenue 1,063,000 1.83 Emergency Services Revenue 240,000 .41 Other (Grants, Districts, Training, etc.) 6,193.000 4.92 Total $ 58,175,000 100% Restrictions on use of revenue: Proposition 172 revenues are limited by state law to fund public safety services. Other revenues are restricted to specific purposes of grants or they represent payment for services rendered. 3. The 1997-98 adopted budget provides for a net county cost (NCC) of $24,401,000. In every fiscal year since 1992-93, the actual net county cost Page 8 DA 8-4-98 for the Sheriff's Office has been significantly below what the adopted budget projected. In 1995-96 and 1996-97 general fund obligations were less than half the projections, reducing county casts by more than $20,000:000 in each of those years. Once again in 199798, Prop 172 revenues are exceeding projections. The major impact of Prop 172 has been to reduce County Cost of Sheriff's Operations. The growth in the Office budget has been financed by outside revenue, a portion of which derives from Prop 172 sales tax receipts. B. Personnel Resources 1. Authorized Staffing The general fund provides authorization for the following 958staff: Classification Adm'. Patrol Invst. Detntn court Tech. Emerg. Foren.: Total Svcs. Svcs. Svcs. Svcs. Svcs. Sworn EmRlmte s: Sheriff 1 1 Undershenff, 1 1 Commander*_, 3* Captain1 1 1 1 4 Lieutenant 2 10 1 5 1 2 5 1 �7 Sergeant 4 42 9 29 5 1 1 1 92 Deputy 3 200 40 203 73 5 6 530 Chief;:Lab. 1 1 Supvsng. crmnist. 2 2 Criminalist 11 11 *One Commander Authorized'for Field Operations, Detention and Support Services Bureaus. Subtotal Sworn 11 ; 253 60 238 79 9 7 22 669 General EmgILDyees: Sheriffs Specialist 1 1 10 12 Sheriffs Aide 23 3 26 Chief Mgmt:Svcs. 1 1 Fiscal Officer 1 1 Director.Spt. Svcs. 2 2 4 ASA Iii 1 1 Admin.Aide 1 1 Exec.Secretary 1 1 Secretary_ 1 1 1 2 1 6 Clerical Supervisor 1 1 1 1 4 Page 9 ............ � f Clerical Specialist 4 2 6 Sr./Expd. Clerk 9 3 3 28 1 21 1 7 73 Account Clerk 1 4 1 6 Supvsng. Disptchr. 7 7 Dispatcher 53 53 Commun. Director 1 1 Records Manager 1 1 Crime Lab. Aide 5 5 Prop.&Evdnc. Mgr. 1 1 Central ID Director 1 1 Ld/Fingpt. Examnr. 4 4 Ld./Fngpt.Tech. 12 12 Toxicologists 8 8 Netwk. Adminstrtr. 2 2 Network Tech. 2 2 Cmputer Sys.Tech. 1 1 Sys.Software Spc. 1 1 NtwkAn./DataPrc. 2 2 DataEntryOprtr. 1 1 Comumnc.Spec. 1 1 Ld.Detn.Svc.Wk. 4 4 Detn.Svc.Worker 14 14 Supv.Det.Svc.Wkr. 1 1 Detn.Svc.Aide 1 1 Food Svcs.Directr. 1 1 Head Cook 4 4 Lead Cook 10 10 Fleet Svc.Coord. 1 1 Sr. Emrg.Pin. Cor. 3 3 Emrg.Ping.Spec. 2 2 Subtotal General 20 5 5 110 1 95 6 44 286 TOTAL 31 258 55 348 80 104 13 66 955 2. Recent Staffing Trends In September 1992, the Office of the Sheriff suffered severe staff losses in all job classes. Sworn and general employees were reduced 7% and 24% respectively. The overall staffing level was reduced by 10% or about 130 positions during fiscal year 1992-93. Additional positions were authorized in 1997, some unfunded and others funded by grants and revenue. The number of personnel increased in Page 10 D.1. 8-4-98 December when the Office of Emergency Services became a part of the Sheriff's Office. The Office has undertaken aggressive recruitment, especially for Deputy and Dispatch staff, to reduce the number of vacant positions. Sheriff Rupf has continued to emphasize the selection of only the most qualified candidates to fill Sheriff's Office vacancies. In terms of the hiring of sworn personnel, only one of every 70 applicants will complete the testing process and be selected for hire. The Sheriff firmly believes that the quality of service we will be able to provide, as well as the overall professionalism of the Office are directly related to the integrity of the hiring process. As the economy improves and private sectorjobs become more available, law enforcement agencies must "scramble"-to compete for the most desirable candidates. Contra Costa County has always excelled in both new approaches to recruiting as well as our thoroughness in the background and testing processes. We will,be increasingly challenged in,the coming years as the "demand" for new peace officers rises while the supply of qualified candidates may be decreasing. C Affirmative Action 1. Work Force Data In 1980, the Office of,the Sheriff had 500 employees of whom 114 were female {23%°}, 34 were African-American {7%°}, 19 were Hispanic {4%), and 8_we- re other minorities (2%0). In comparison we now have 874 total!. employees of whom 255--are female {29%g}, 1.01 are African-American (11.5%),.65are Hispanic (7%), and 45 are other minorities 5% Over the past three years 45% of all Deputies hired have been either female or mincirity. l=or general`employees hired the figure is even higher. This effort to increase ferrule and minority representation has helped the Sheriffs Office staffing reflect the rich ethnically and culturally diverse community we represent. The Sheriff has promoted a number of deserving candidates within the Page i l -D.1 Office this year, including a Filipina and an African-American male to Lieutenant; and two females and an African-American male to Sergeant. D. Sick Leave 1. Usage (December 1, 1996 - November 30, 1997) Division permanent Total Average Employees Hours Used Per Employee Administration 30 921 30.7 Patrol 299 11,867 39.6 Investigation 45 947 21 Detention 304 15,636 51.4 Court Services 57 4,354 76.3 Tech Services 82 3,976 48.4 Forensics 52 2,502 48.11 Totals* 869 40,203 -46.2 *Emergency Services was not a part of the Sheriff's Office during this period. 2. Trends When comparisons were last available, the Office of the Sheriff had the lowest average sick leave usage of any County Department. While sick leave usage has increased in some divisions, overall the Office's average usage is up only four hours over 1997. E. Staff Development Page 12 D.1 8-4-98 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 an employee's on-the-job performance of assigned duties. Therefore, performance evaluations are completed for 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 plans and;reviews at least annually. Performance evaluations are completed to accomplish the following: encourage strengths and improve weak areas of performance; improve communication within the organization; recognize special skills of employees; stimulate employees to improve,their skills; and establish realistic,.goals and objectives for the employee. 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. Any employee who is- nptsatisfied with an evaluation may,request.a review. Z Professional Development The Office of the Sheriff promotes individual professionaldevelopment through..severa! .incentive. programs. The incentive.for safety personnel is tied directly to the Mate of California Commission on Peace Officer Standards and Training "Professional Certificate Program." The incentive for general managers-requires annual .completion of education directly related: to the technical or management duties.of the employee's job. All employees are encouraged to participate in the county's "personal and professional growth„ program,as outlined in ;Administrative Bulletin 'l 12.9. The Office of the'S eriff has an aggressive training plan that provides annual treinfhg. to;all of its management and safety employees. Sergeants and Deputies receive 24 hours of technical and professional training annually. Management employees are:assembled at an off site location for a full day of training and staff development semi-annually. The Professional Standards Page 1.3 .... ......__. and Resources Unit tracks current and pending legislation, current laws (local, state and federal) and policy (County and Office) regarding training, then ensures that all employees are in compliance with those laws and policies. The Office of the Sheriff has a formal "Training Strategy"that lists all safety employee positions and the training required to competently perform the duties of those positions. The training is divided into three categories: mandatory, essential and desirable. The Sheriff's Training Advisory Committee continually reviews this "Training Strategy" and is expanding it to include all positions within the Office. F. Automation 1. Overview Automated systems play a critical role in Sheriff's Office operations. Automated systems allow us to gather, disseminate and archive millions of documents and other forms of information; track calls for service and employee activities; identify crime patterns;and make the provision of modern law enforcement services possible. Many of our current systems are under- utilized because of inadequate clerical staffing and/or because some have reached or surpassed anticipated life expectancies. Many are also too old to support more contemporary technologies that are faster,_easier to use and require significantly less technical hours to support, and some systems are not Year 2000 compliant. The lack of adequate technical staff has also limited systems use. We are recruiting to fill positions established this year. 2. Automation is used in the Office of the Sheriff for: CAD - A computer-aided dispatch system installed for receipt, assignment and recording calls for service. Record archiving - Information on incidents resulting in a written report is transferred to an automated records management/image management system. Page 14 D.1 8-4-98 Automated jail management system-The Detention Division uses this system to track inmates, property, incidents and other aspects of jailmanagement. Video ' mugshot The Detention Division uses this system to create a photographic record of in-custody arrestees,for use as automated photo line- ups and for database access to physical descriptors. Justice automated warrant system -The Office of the Sheriff uses this to track active warrants issued by Contra Costa County courts. Lab automation system The Crime Laboratory uses this to assign and track physical evidence. Property evidence system -The Office of the Sheriff uses this to track found property and seized evidence. Civil system--The Civil Unit uses,this system to track case management and accounting for all.Civil process. 3. Recent and Planned System Changes During 1997 a database ,system for searching unidentified bullets and cartridge cases against seized guns became operational. An aging CAD/ISMS/IMS system will be replaced in June 1998. A capital project is underway to remodel the dispatch center with a completion date of August 1998. Dispatch moved to temporary quarters in December 1997 and is now operating with PC based radio and telephone systems. ergonomic furniture is also now in use and will be in the new center. Laptop computers have been obtained as part of the COPS MORE 98 Federal Grant.. They will replace Mobile Data Terminals' and provide necessary support for the Automated Deport Writing System' which will be operational during the Summer of 1998. Page 15 SECTION Iii CUSTOMER SERVICE ADMINISTRATIVE SERVICES A. Service Delivery System Administrative Services provides leadership and policy direction to the Office. It also links the Office to other supporting and control organizations of County government: the Auditor/Controller, the CAO, Human Resources, etc. The Administrative and Community Services Unit (ACS) provides and promotes DARE, crime prevention, Neighborhood Watch, security surveys, Citizen's Academy, crime analysis and other safety presentations and publications to community groups and residents of the County. B. Customer Profile The customers of Administrative Services are primarily internal, the divisions and employees of the Office. ACS also serves county residents through the preventive education and community relations programs mentioned above. C. Customer Relationships Community organizations and county residents access ACS services by request, usually through referral through other Units of the Sheriffs Office. FIELD OPERATIONS BUREAU Patrol Division - The County of Contra Costa is approximately 805 square miles with a population of 883,000. The Sheriffs Patrol Division provides uniformed law enforcement services to approximately 293,000 residents who live in an area of approximately 521 square miles. Approximately 119,000 of these residents live in the incorporated cities of Danville, Lafayette, Orinda and San Ramon which have police service contracts with the Office of the Sheriff. Patrol Division also provides police Page 16 DA 8-4-98 services to the Special Police Districts of Diablo, Roundhill, Blackhewk, Crockett and Alamo. 'Personnel also are provided to the Housing Authority through grant funding and security,personnel for A.C. Transitunder contract. Finally, Patrol Division is charged with the responsibility of providing law enforcement'services for one of the County's most valuable ecological and recreational resources, the Delta. The Delta waterways are the second largest on the west coast with 1,000 miles of linear coastline in Contra Costa County. A. Service Delivery System The unincorporated areas of Contra Costa County are served by four Station Houses. Each Station House is commanded by a Lieutenant who acts as the "chief of police". West Contra Costa County is served by the Bay Station, housed in the West County Detention Facility in 'Richmond; East Contra Costa County is served by the Delta Station , housed' in the Oakley Annex; South County is served by the Valley Station, housed in store-front rental property in Alamo; and Central County is served by Muir Station, housed at the Field Operations Building in Martinez. The Office also maintains satellite facilities in other store-fronts and sub-stations to increase community presence. The four Station 'Houses and their sub-stations continue to bring us closer to the communities we serve in the unincorporated areas-of the County. 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 Division commanders. Day Station, Muir Station, and .Delta Station have "Resident Deputies". Resident Deputies are assigned to areas with significant law enforcement needs, such as Bay Point and North Richmond. These officers are relieved of routine beat responsibilities to enhance interaction with.schooIs, service organizations, and Municipal Advisory Councils 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. Resident Deputies are also assigned to Discovery Bay/Byron, Oakley and El Sobrante. Page 17 Our Helicopter Air Unit has become a valuable support unit during its first year in operation. The primary mission of the Helicopter Air Unit (STARK'!) is to enhance our search and patrol capabilities in the Delta and to provide an observation platform during emergencies and disasters. STARRI is available for use in any part of the county. B. Customer Profile It is our mission to provide the highest level of police services possible to address the needs of all county residents. We serve all residents of the unincorporated areas of the county, as well as those living in the contract cities, Special Districts and some Housing Authority residences and also people using AC Transit. C. Customer Relationships Patrol Division staff provide a 24-hour presence and response to public safety needs in the community. This year, Patrol personnel were dispatched to, or initiated, in excess of 200,000 contacts or events. Given the number of contacts and events referenced above, the Office of the Sheriff 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. Investigations Division - The 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. This includes investigation into such incidents as homicide, rape, assault, robbery, and theft. The Investigations Division also conducts investigations into criminal activity involving narcotics, prostitution, gambling, and crimes against juveniles. The responsibilities of the Division are based on legally adopted mandates. The Investigations Division is organized in Units that specialize in handling General Criminal Investigations, Juvenile/Sexual Assault, Narcotics investigations, Special Investigations and Homicide Page 18 DA 8-4A8 Investigations. A. Service Delivery System The vast majority of the cases are referred to the Investigations Division for further investigation by the Patrol Division. Prioritization of these cases allows us to 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 1997, we 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 Clerk have been assigned to this Unit. This Unit is responsible for the investigation and tracking of domestic violence cases. In 1997.this .Unit tracked 2,923 cases, of which 692 were.Sheriff's Office cases.. St work closely with the {office, of the District Attorney and Battered Wor ien's Alternatives.to .provide the necessary support for the victims of these crimes. In July of 1.997, the Inv+�stigation� Division, in compliance with Mecgan's Law; assigned a full-time investigator who is responsible for tracking sexual registrants in Contra Costa County. Since staffing this position, each of the.six.high-risk offenders registered in our jurisdiction have been located-and.#heir addresses have been verified, and all 323 registrants have been interviewed by the investigator. We will continue to track.all new registrants. A local data base is being developed within the Division to aid-An the investigation of future sex crimes. B. Customer Profile Our contact:custorners consist of victims cif crimes and,their families, law enforcement personnel and the District Attorney's Office. However, in a broader sense, our customers include all county residents who depend upon us to salve crimes and protect them from future crimes. C. Customer Relationships Customers access our services primarily through referrals from Patrol Page 19 Division or the District Attorney's Office. The absence of any significant complaints indicates an acceptable level of customer satisfaction. SUPPORT SERVICES BUREAU Technical Services Division - provides a variety of services to the Office of the Sheriff and other governmental and public agencies through Automated Systems Management, Civil Process Services, Fleet Management and Records Management. 1. Automated Systems Management - Staff is responsible for assessing the automation needs of the Office of the Sheriff and planning for future systems. These staff also provide day to day support to computer users in the Office of the Sheriff and the installation/implementation of personal computers. A. Service Delivery System 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 Federal, State and local agencies. B. Customer Profile The primary customers of Technical Services Division are the public, the media, Office of the Sheriff personnel, and the contract police departments of 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, Page 20 DA 8-d-98 contracts for service and advisory support. Customers access services vie telephone, radio communications, system terminals, computer work stations on both local and wide area networks. Service is supplied both remotely and on-osite as needed, 2. Civil Process A. Service Delivery System The Civil Unit is responsible for documents related to civil case proceedings. Staff receive, process and execute the documents. They manage and account document executions and handle the extradition and rendition 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 managers. Fugitive.detail services are provided to: District Attorney's Office, Attorney General's, Office, County and local law enforcement agencies, federal/state/local corrections institutions, fugitives and attorneys. C. Customer Relationships - Our services are accessible by personal walk-in contact, telephone or mail. Our staff interacts efficiently and politely with our customers to ensure complete documentation and proper jurisdiction. 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 cells for assistance, provide radio dispatching on amultitude of frequencies, process computer-inquiries, and provide the critical link between the individual requesting help and the agency member responding The amount and type of services provided may be defined by contract or dictated by required process and staffing levels. Staffing has been increased this year in order to meet increasing service demands. Page 21 Individuals call the Dispatch Center either on one of our regular telephone numbers (emergency or non-emergency) or on 9-1-1. The service area includes 644 square miles and a population of 364,254. B. Customer Profile Callers represent every social and economic level in the County. Customer calls range from life or death emergencies to referrals to diverse services. We are currently processing over 444,444 calls for service per year. Dispatch Center customers also include the Public Safety Agencies for which we provide service. These include the other divisions in 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. 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 other community organizations 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. The Fleet Services Coordinator manages nearly 344 vehicles. B. Customer Profile The Unit provides service to all divisions of the Office of the Sheriff and the contract police department of Lafayette. Page 22 DA 8-4-98 C. Customer Relationships 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,lava enforcement-and.criminal justice agencies requiring information which is in the possession of, or available to, Records staff. Informationcomes from many.:spurces, but primarily Office of the Sheriff records. Most of the customers' 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 lave enforcement activities of the Office of the Sheriff. Records 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 during normal business days between 8 a.m. and-v p m. I Dunng these,hours,.the public may conduct business at the front cQunt ,t to obtain information or to obtain the various licenses-a,nd. permits which are Jssued,by Technical Services Division. A substantial amountof 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; Iaw enforcement service is usually provided by telephone or . computer;comhiun.ications: Page 23 Forensic Services Division - 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 Cade, 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 medial and law-enforcement community. While completing an investigation, the staff` may be in contact with any of the following. decedent's next of kin, decedent's medical care provider, investigative agencies, funeral directors, news media, transplant bank personnel, or the public. C. Customer Relationships 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 detect trends, and works closely with many public, 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 are 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 Page 24 W 8-4-98 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 increased county population and a dramatic increase in violent crime have resulted in increased demand for services. This increase in demand cannot be met by existing staff and still 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 prig methods. Due to the demands of the court system the Section generally coticentratei�onAl hos cases that are pending trial. Insufficient personnel severely restnicts'exarninetions which could develop investigative`leads. if more�rnvestigstive lead cases could be exarnined, this might'reduce costly hours of potice'investigative time. In addition, the Criminalistics Section has not been able to`provide much support in the investigation of white cellar crime and welfare fraud since the lass of our questioned dourrent examiner in 1990. These cases are currently referred to private sector forensic laboratories at an increased cost to the law enforcement agencies Arid the district 4ttorriey's'office. B OU§tomer Prof Ie - The Cdrn+ nalistics Section provides its services to any public or private entity upon request n`a fee based system. C Customer Relationships AilCriminalistibs`Sectlan'ser-vices aire provided on req11 uestfrc�m clients. The for"m"al,&se rvices''providled to city law enforcement sigencies are on a fee-for-service basis. {The cities of Brentwood, Danville; El errito. Pittsburg; I ichmond,, San Damon, and Vallejo have opted for an annual fee agreement.) Services to the Sheriffs`aflice, the District Attorney's Office, NarcoticEnforcerrient Teams and the CHF' are provided at no cost to'those agencies`. Cut-cif-county law enforcement agencies, private attorneys and the public can receive limited services f a fee. In an attempt to 'provide improved investigative toots too r clients; we offer Page'25 ................ crime scene investigations on a 24 hour basis to collect evidence from recovered stolen vehicles. The County has a major car theft problem, with over 3000 cars reported stolen in this county in 1997. 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 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 receive services from this Unit. The majority of this casework is performed for local police departments, the CHP and the Sheriffs Office. Other laboratory clients include the Public Defender's Office, the FBI, city and district fire departments, school districts, special districts, private businesses and the public. In 1998, the laboratory will begin providing drug, alcohol and toxicology services to the Solana County District Attorney's Office. C. Customer Relationships 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 Page 26 F; A{ 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. 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 Supervisor Gayle B. Uilkema, Sheriff Warren Rupf, District Attorney Gary Yancey, Michael Menesini, Mayor of Martinez, Chief Robert Bradshaw, Concord Police Department, Chief William Lansdowne, Richmond Police Department, and 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 clients 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 Sheriffs Office, four Contract Cities, Superior Court and two Narcotic Enforcement Teams. The types of property received are: hazardous chemicals, bio-hazardous materials (i.e. broody clothing; rape kits; lab specimens), narcotics and dangerous drugs, large sums of money and jewelry, and firearms. B. Customer profile The Property Services customer profile consists of the Office of the Sheriff; the Contract Cities of Danville, San Ramon, Lafayette and Orinda Central and West Narcotic Enforcement Teams; District Attorney's Office; Superior Court; and the public. The contract cities and Superior Court are charged a fee for services. C. Customer Relationships Customers check out property for court appearances, lab analysis or whatever is needed and subsequently return it. Seized property is Page 27 dispersed according to Court Order; other identified items are returned to their rightful owners. Unclaimed items in good condition are disposed of through auction, charitable organizations or departmental use. Emergency Services Division A. Service Delivery System The Emergency Services Division became part of the Office of the Sheriff in December, 1997. The division has two units: the Emergency Services Unit and the Emergency Operations Unit. The Emergency Services Unit performs all of the functions of the former Office of Emergency Services and is part of a statewide emergency organization set forth in Chapter 7, Division 1, Title 2 of the Government Code, known as the California Emergency Services Act. The act provides that the State Emergency Plan shall be in effect in each political subdivision and that the governing body of each political subdivision shall take such action as may be necessary to carry out the provisions of the act. Section 8610 provides that local subdivisions may, by ordinance, create Disaster Councils and set forth the organization, powers and duties, divisions, services and staff of the emergency organization. For Contra Costa County, establishment of the Disaster Council and definition of the County's emergency services organization are set forth in Chapter 42.2 of the ordinance code. The Disaster Council includes representatives of public and private entities involved in emergency services and provides direction to the Unit. Article 42-2.6 designates the County Administrator as the administrator of emergency services and provides for the County Administrator and Sheriff to appoint the Director of the Office of Emergency Services. The Emergency Services Unit develops and maintains a countywide disaster response plan, provides training to county staff and others, conducts community education on disaster preparedness, develops emergency communications systems, provides disaster recovery services, provides services to certain cities under contract, conducts disaster exercises, etc. The county Emergency Plan must meet federal and state requirements. For most services provided, however, there is no mandated service level. Page 28 ) The Emergency Operations unit contains the Officer of the Day staff, the Volunteer Services Detail and the Mutual Aid Coordinator. The Officers of the Day ensure command presence for the Office of the Sheriff 24 hours per day, seven days per week. They respond to major incidents, critical events and emergencies as needed. The Volunteer Services Detail is responsible for recruiting, training, and overseeing the activities of the sworn and civilian volunteers who provide support to the Office of the Sheriff. This includes the Sheriff's Reserves, Search and Rescue, Marine Divers, S.A.V.E.S. (Sheriff's All Volunteer Extended Services) Volunteers, Sheriff's Mounted Unit, Sheriff's Amateur Radio Unit, and R.A.C.E.S. (Radio Amateur Communications Services). The Mutual Aid Coordinator is responsible for coordinating law enforcement response and support with other law enforcement agencies in the State. These activities are necessary for both emergencies and planned events that exceed the resources of the Office of the Sheriff or another law enforcement agency in the State. B. Customer Profile Customers served by the Emergency Services Division include other divisions in the Office of the Sheriff, county staff-, other publicagencies, residents and businesses. Emergency Services develops emergency plans for the unincorporated areas, as well as for contract cities/agencies. Emergency management issues are coordinated among all jurisdictions. We also provide emergency planning guidance to schools, businesses and residents at large. Training on Emergency Operations Center roles and responsibilities is provided to county staff as well as staff of other agencies such as utility companies, CALTRANS, Highway Patrol, Red Cross and amateur radio operators. Emergency Services also sponsors training which' is made available to all jurisdictions throughout the county. Staff regularly conduct earthquake preparedness presentations for schools, churches, businesses, service clubs and homeowner associations regardless of whether the requesting organization is located within a city or the Page 29 �.t unincorporated area. Activation of the Emergency Operations Center serves all local jurisdictions and residents within the area affected by the particular emergency. Response efforts and resource requests of all local jurisdictions are coordinated through the EOC. Similar to emergency response, disaster recovery efforts serve all jurisdictions and residents within the affected area. The ECSC serves as the link between all political subdivisions within the county and the State Office of Emergency Services and the Federal Emergency Management Agency with regard to obtaining state and federal disaster financial assistance on behalf of disaster victims. The Emergency Support Unit provides services to all of the divisions within the Office of the Sheriff and to contract cities. The Mutual Aid Coordinator also provides assistance as appropriate to other law enforcement agencies in need of assistance. C. Customer Relationships Currently seven cities have formal contracts with Emergency Services. Under the contract terms they receive disaster preparedness consultant services for a fixed, annual fee. These are the only services provided for which a fee is charged. Our community education services are provided to any and all groups throughout the county at no charge. These services are provided in response to requests received by the Office. CUSTODY SERVICES BUREAU 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. Detention Division Page 30 A. Service Delivery Detention maintains and operates three detention facilities and one custody alternative program for incarcerated individuals. The facilities 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 those inmates with mental health problems. As the County's booking facility, the MDF provides 24-hour service and conducts all inmate classifications to determine the appropriate detention facility for housing each inmate and providing medical services as needed. The average daily population for the MDF in 1997 was 726. The staff at the MDF also 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), houses both female and male inmates, houses a transient population and houses state prisoners awaiting trial in the County. The average daily population for the WCDF this year was 644. The MCDF provides direct supervision for non-violent, low risk, sentenced, male inmates. This facility offers a diverse inmate educationprogram. Classes offered include adult basic education, computer literacy, woodshop, landscaping and substance abuse recognition. Over 80% of the MCDF inmates attend classes. The average daily population for the MCDF in 1997 was 238. Custody Alternatives Facility provides three programmatic alternatives to incarceration for selected inmates who are assessed fees for participation. Work Alternatives allows inmates to provide labor in exchange for sentenced days; Home Detention provides ankle bracelets to electronically monitor inmate whereabouts while maintaining employment and family responsibilities, and County Parole monitors inmates granted parole under conditions specified' by a Parole Hearing Board. B. Customer Profile Page 31 ............. ........ ................ ............... ........ 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 local law enforcement agencies which transfer arrestees to the County. Courts, as well as legal representatives, including private attorneys, public defenders and district attorney offices look to the Office of the Sheriff for assistance in detention services. C. Customer Relationships Detention facilities have established several streamlined systems which have significantly improved requested services. These include: pre- scheduled visiting, easily 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 to detention facilities utilizing the direct supervision paradigm. Court Services Division A. Service Delivery Court Services provides security to the Consolidated Courts which includes: Bay, Delta, Mt. Diablo, Walnut Creek/Danville, Bay-Juvenile, Martinez-Juvenile and Superior Courts. We provide secure 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. B. Customer Profile Court Security customers include judges, public defender, district attorney, legal technicians, private attorneys and other visitors to the courtroom. C. Customer Relationships A close working relationship is maintained among the courts, detention facilities, Public Defender's Office, District Attorney's Office and various outside law enforcement agencies. Page 32 72 SECTION IV ANNUAL PERFORMANCE ADMINISTRATIVE SERVICES A. Performance Indicators The Califomia Commission on Peace Officer Standards and Training (POST) and the California Board of Corrections audit the Sheriff's Office annually to measure compliance with legislative mandates for professional training. These audits have indicated full compliance with all training requirements. B. Accomplishments POST requires 24 hours of training during each 24 month period for all Sergeants and Deputies. We have provided 24 hours of training during each 12 month period. Additional training is scheduled for skills specific to individual assignments. Two aggressive training efforts have been implemented to prepare managers and supervisors within the Office for responsibilities in Emergency Operations Center Management and Emergency' Response Field Management. FIELD OPERATIONS BUREAU Patrol Division A. Performance Indicators Though crime statistics alone are not a recognized measure to evaluate performance, a multi-year pattern or trend is an acceptable standard to determine goal attainment. We are pleased to report that again, we have experienced a reduction in overall serious felonies (Part I Crimes), 1.8% to be specific, and a four-year trend with significant deceases in violent crimes, encompassing homicide, rape, robbery, and assault. Residents from some specific unincorporated areas, and those who reside in the contract cities, enjoy some of the lowest crime rates in Contra Costa County. Page 33 RIP- 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. B. Accomplishments Twenty-six of the "Clinton Cops" have been hired, trained and assigned to Patrol Division. These officers have been assigned to the communities where the need is most critically demonstrated. The J Team now has two squads, each consisting of one Sergeant and five Deputies. Two Resident Deputies have been assigned to El Sobrante and Discovery Bay/Byron in addition to the existing Resident Deputy Programs in Bay Point, North Richmond and Oakley. We significantly increased Neighborhood Watch Meetings presented by the Sheriffs All Volunteer Extended Services (S.A.V.E.S.) Program, with the most notable increase in East County neighborhoods. We operated Camp t..E.G.I.T., a summer day camp serving youths from North Richmond for the seventh year. We conducted a Holiday Toy Drive for North Richmond, Bay Point, and Oakley. The Project Pride Grant continued, serving the North Richmond Housing Authority. It now funds three Deputies, and provides services to Rodeo Housing Authority. The figures below represent vehicle towing activity for calendar year 1997: Total vehicles towed from public streets 2,014 Total # stolen vehicles recovered 87 Number of aband. vehs. (22669 CVC) 320 Vehs. towed under CVC 14602.6 278 Page 34 The Abandoned Vehicle Abatement Program was established by the Board of Supervisors in 1986 and continues with funding authorized by SBI 12. Designed to remove wrecked, dismantled or inoperative vehicles from private property, revenue is based on service population and performance figures which follow: Identified 251 Towed 27 Voluntary Removal 201 S.A.V.E.S. donated 58,413 hours in calendar year 1997. Using a value of $18.36 per hour, our volunteers provided $1,072,462.60 worth of service at no cost to the Office of the Sheriff or the general fund. Investigation Division A. Performance Indicators The overall closure rate for Part I crimes was 27% for the year, down 2%. The closure rate for Rape is up to 94%, and for Assault remains at 77%. Unfortunately, the closure of Homicide, Robbery, Larceny, Robbery and Auto Theft cases is down from 1996. B. Accomplishments The Investigations Division has initiated three new programs: the Domestic Violence Program, the Sex Registrant Program, and the Alcohol Beverage Control (Grant Assistance Law Enforcement) Project. These'programs are the result of collaborative grants. Homicides in 1997 decreased by 18%, with a resolution rate of 67%. This year 7,212 cases were referred to the Investigations Division. SUPPORT SERVICES BUREAU Technical Services Division 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. During 1997, four new technical staff';positions were authorized and selection of those personnel is on-going'.. The number Page 35 and size of our technical systems continue to grow. The systems under our 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 We applied for and 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 Community Eased 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. All grant funded equipment was purchased during 1997 and all related components will be operational in June 1998. In addition we: Viewed vendor products for upgrading the Jail Management System and began selection process. Expanded the size of the Sheriff's Network to include satellite work sites and Contract Cities. Moved the Dispatch Center to temporary quarters and installed PC based telephone and radio systems with no interruption in service. Installed a modern duplex broadcast radio system in all Sheriff's vehicles and base stations. Purchased and installed a call logging recorder for dispatch. Obtained rights to 13 800 MHZ channels for development of an 800 trunking system for radio. Page 36 Installed transmit steering devices on two of the three law enforcement radio channels to improve reception and transmission quality. Installed a public access computer in the Sheriff's Records Unit to comply with the "Megan's Law" sex offender program. 2. Civil Process A. Performance Indicators An increase in overall service requests and the strict legal time limits required in civil process continue to impact the clerical and sworn staff assigned to this critical function. Volunteers are utilized but their availability is limited. Part time employees are utilized in the effort to maintain the service level. B. Accomplishments The Civil Unit supported approximately 11,000 civil process cases and managed an escrow fund in excess of one million dollars. Civil evictions and extraditions continue to be the most labor intensive activities. Evictions increased from 3,605 in 1996 to 3,660 in 1997. Extraditions increased from 116 in 1995 to 136 in 1996 to 119 in 1997. Public office hours were increased by two hours to provide more public- access. Hours had been reduced several years ago because of staff reductions. Our current office hours are 8 a.m. to 4 p.m. A comprehensive internal reorganization of sworn and clerical staff procedures has produced an eviction time line of ten days. Some evictions previously took six to eight weeks. A feature article in "Apartment Owner's News" recognized our process as one of the fastest and most efficient in California. New, exacting identification standards were developed to ensure proper handling of fugitives by our extradition process. Page 37 3. Communications A. Performance Indicators During 1997,we handled 433,311 calls for Computer Aided Dispatch (CAD Incidents). The source of these CAD calls included: 146,049 seven digit telephone calls (34%), 131,089 field voice radio (30%), 63,166 9-1-1 telephone calls (15%), and 93,016 mobile data terminals (21 B. Accomplishments Current training efforts are having a positive impact and continued focus should resolve staffing shortages. Hiring efforts in 1997 increased the staffing level from 19 to 31 dispatchers. New ergonomic workstations are now in use and have contributed to a reduction in repetitive motion injury claims. 4. fleet Services A. Performance Indicators Fleet Services manages the maintenance and rotation of vehicles assigned to the Sheriffs {office. Due to budgetary constraints in the years prior to 1997, the vehicle fleet received little attention or rotation. During 1997, funding was identified to begin a significant rotation plan; similar funding will be necessary annually to maintain fleet integrity. B. Accomplishments - _. Seventy two vehicles were replaced in 1997, 41 patrol cars, 18 investigation sedans, five transportation vans and eight utility vehicles. Research and development began for obtaining a second mobile emergency dispatch center. The U.S. Department of Energy is working to provide the Sheriffs Office with a re-conditioned surplus bus that will be customized to accommodate dispatch equipment. 5. records A. Performance Indicators The primary performance indicator for Records is the processing of 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 Page 38 P f p3' and the most voluminous. B. Accomplishments In 1997 Records handled: Original reports: 32,500' Report Copies Distributed: 143,000 Supplemental reports: 13,000 Active Warrants Managed: 45,000' New Warrants Received: 32,000 Wanted Person System Entries: 10,000 Records Unit staffing increased in 1997; it is now two positions below the1992 level. The 1992 level was also inadequate, being approximately equal to 1934 levels, even though work load has appreciablyincreased. Staffing in Records is less both relatively and in some cases numerically than in other similar law enforcement agencies in Contra Costa County, all of which are smaller than the Sheriffs Office. However, when new staff are trained,, stabilized and fully integrated, it is expected duality as well as quantity of work will improve greatly. A new Imaging Management System was implemented during 1997 and the number of workstations capable of accessing this information doubled during the year. This system contains all crime/incident reports for all agencies using our services. Records Unit hosts the state-mandated "Megan's Law" CD-RCM database for public access to county-wide information. A Sheriff's Office policy on this data base was also implemented to ensure we are in compliance with State law. Public office hours are again 8 a.m. to 5 p.m. The 1992 staff reductions forced the office to close to the public at 1 p.m. for 5 years. Forensic Services Division 1. Coroner's Office Page 39 �f A. Accomplishments Of the total 5,232 deaths in the county for 1997, the Coroner's Office handled 1 ,864 cases, performed 518 complete autopsies and 145 inspection autopsies. These cases were completed by the Coroner's Office staff with assistance from four contract forensic pathologists and three volunteers. The Coroner's Office operates with the minimum staff and equipment necessary to complete its mission 24 hours a day. 2. General Criminalistics Section A. Performance Indicators In 1997 staff assigned to the Criminalistics Section handled 1,713 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 reducing the time required to identify a suspect. Our current staffing level does not provide for prompt examination results in the 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 CAI.-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 plan to fill two vacant 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 volunteers. Under this program,bullet and cartridge case evidence received from crime scenes is entered into the computer database. Weapons recovered from individuals under investigation for various crimes are tested and compared against the Page 40 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 In 1997, the laboratory examined 11,209 cases in four primary areas: Drugs, Alcohol, Toxicology and Clandestine Drug laboratories. Methamphetamine laboratories are the most common type of clandestine drug laboratory encountered in Contra Costa County. It is not surprising that in 1997, of the 4,307 drug cases submitted to the laboratory, 2,038 were identified with this drug. B. Accomplishments The laboratory started toxicology services in 1993 with 198 cases examined that year. A steady increase has resulted in a record 1,915 cases in 1997. The Driving Under the Influence Program {DUI} received an Office of Traffic Safety grant to replace the aging breath testing instruments with state of the art instruments. The new instruments are capable of remote computerized communication for diagnostics and servicing. 4. Central Identification Services A. Performance Indicators In 1997 the Latent Print Section received more that 4,000 requests for latent print examinations, searched 2,053 latent prints in the Automated Latent Print System, identified 429 latent prints in the system (a 21% percent hit rete), conducted manual comparisons in 1,758 cases, and processed items of evidence for latent prints in 833 cases. The Inked Fingerprint Section processed in excess of 19,000 booking fingerprint cards, crass-referenced 14,140 of the cards to an existing record and searched 5,545 cards in the Automated Fingerprint Identification System. Nearly 500 identifications resulted, and 177 of the people identified were determined to have given a false name when Page 41 booked. Of the 177 persons correctly identified through fingerprints, 75 warrants were outstanding totaling $1.4 million, plus another 32 had "no bail" warrants. B. Accomplishments For the last four years, we have had one of the best fingerprint match rates in the State. 5. Property and Evidence Services A. Annual Performance In 1997 we received 11,173 items for storage and safekeeping. In addition, 32,023 transactions were processed by staff. The number of transactions has doubled in the past eight years. Staff was increased with the addition of two new property clerks in November, 1997. Currently Property Services has 1,045,679 pieces of bar coded evidence. Emergency Services Division A. Performance Indicators The Emergency Services Division provided emergency planning services under contract to San Ramon, Danville, Concord, E1 Cerrito, Martinez, Pinole and Emergency Medical Services. The Emergency Services Division provided numerous training exercises to various public agencies to enhance emergency preparedness. B. Accomplishments The Office of Emergency Services (formerly a unit of the County Administrator's Office) was integrated into the Office of the Sheriff in December, 1997. Functional units from the Office of the Sheriff were joined with the new Emergency Services Unit in order to provide additional support in the event of emergencies and to provide more efficient delivery of service. As reports of the impending effects of El Nino predicted serious flooding and other damage, the staff spent significant time in planning for the inevitable emergency response. Page 42 The Emergency Services Division began planning for the shipment of spent nuclear fuel rods through the County. As the coordinating agency, Emergency Services Division served as a liaison in drawing together local law enforcement, State and Federal agencies. CUSTODY SERVICES BUREAU Detention Division A. Performance Indicators Detention has received outstanding marks from the regulatory annual and bi-annual inspections at the Martinez Detention Facility, West County Detention Facility and Marsh Creek Detention Facility including State Board of Corrections, State Fire Marshal and County Board of Health. There have been minimal civil suits or legal redress alleging misconduct or mistreatment. We receive a limited number of complaints directed at staff. When required, we have housed approximately 8003 inmates at the Martinez Detention Facility, which was Board of Corrections rated at 515, without major incidents. B. Accomplishments In conjunction with the Health Department, we installed an on-site x-ray machine on the Medical Module at MDF to minimize the number of inmates requiring transport to County Hospital. This installation diverted an average of 85 inmates per month from the Hospital. We participated with the Health Services Department in the three year Dual Diagnosis Project, focusing on identifying, treating and diverting inmates with mental health and substance abuse problems from the criminal justice system. We significantly improved routine building and equipment maintenance enhancement at the Martinez Detention Facility by continuing to track work orders electronically. We implemented an inmate identification card system to enhance security. Page 43 MDF and WCDF continued to provide meals to the homeless. The inmate landscape program staff at WCDF worked with General Services Department to design and install'a facility drainage system that eliminated facility flooding during the winter months. A total of 34 WCDF inmates received their GED certificates; 196 received certificates for DEUCE participation; and 118 received certificates for computer training. Inmates at the MCDF also continued to receive GED, high school, DEUCE and ABE certificates. The MCDF inmate fire fighting and emergency rescue unit continues to respond to calls for assistance. During the school year. The MCDF wood shop produced several hundred wood toys and refurbished bicycles which are distributed to needy children during the Christmas season. Custody Alternative Facility (CAF) developed a pre-sentenced program for the purpose of reducing the inmate population in all facilities. CAF projects saving 80,103 custody days during fiscal year 1997-98, representing a savings of $2,356,630. The net daily cost of CAF services is under $10.00 per inmate. Court Security Division A. Performance Indicators 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. The Board of Corrections completed its first inspection of all court holding areas and court operations; non-compliance areas were identified and corrected. Page 44 Juvenile Justice Commission representatives inspected all court holding facilities, complimenting staff, while making minor suggestions regarding training and equipment, which were implemented. B. Accomplishments We completed a comprehensive security survey for all holding cells in court facilities. We continued security orientation/training for all support staff assigned to the Consolidated Courts. During 1997 we moved 913,000+ inmates with no escapes and one minor injury. We implemented court screening, pursuant to the Presiding Judge, for all Family Law Courts. We assigned a full-time supervisor to the Judicial Protection Unit to ensure proper supervision and training of staff. We hired seven Per diem Deputy Sheriffs to enhance the security pool and mitigate overtime requirements. Page 45 SECTION V CHALLENGES AND NEW DIRECTIONS ADMINISTRATIVE SERVICES A. Challenges Securing adequate resources is the fundamental challenge we face in the effort to provide the highest quality services to the people of Contra Costa County. The strong local economy has negatively affected our ability to recruit staff in all classifications, and, as a result, the vacancy rate is higher than vire would like. Prop 172 revenue continues to grow but the County funding available to the Office has decreased; consequently there has been no real growth in the Office. Funding has not been available to properly maintain facilities and equipment, causing safety concerns. Deferring required maintenance and capital improvements in good economic times does not bode well for future services. A substantial portion of management staff have recently retired and more retirements are planned within the next five years. To prepare middle managers and supervisors for new roles with increased responsibility will require a major training effort. B. New Directions The Planning and Resources Unit has initiated a planning process designed to prepare the Sheriffs Office to face the challenges of increasing populations and diversity as we move into the next century. Vision 2010 is a long-term, forward-thinking, mission-focused strategic process to plan in five critical areas. The five areas being addressed are: Information Technology/Information Services, Professional Excellence, Training, Demands for Service and Custody Services. The first stages of the plan will be implemented during the next two to three years. The Office has begun a Supervisory Leadership Program to train supervisors, training officers and staff on promotional lists for leadership roles within the organization. Page 46 -L/ FIELD OPERATIONS BUREAU Patrol Division A. Challenges Even though significant progress has been made in replacing patrol vehicles, further acquisition and equipment upgrades must continue. We must implement the Automated Report-Writing System, which will increase available officer time by decreasing the time required for report writing. B. New Directions Due to the success and recognition of our current Marine Patrol Program, the State of California has funded two new Deputy positions for Marine Patrol Services and one additional patrol boat. Applications have been submitted for two additional vessels under this same Program for Fiscal Year 98199. We would like to establish a Juvenile Diversion Program in all of our four Station Houses. This program, which currently operates out of two of our Station Houses, is an alternative to incarceration and probation for first-time misdemeanor offenders. This collaborative model between the Office of the Sheriff and the Probation Department is designed to benefit our youth and the community as a whole. Funding to abate abandoned and derelict marine vessels in the Delta was secured, and additional funding is being sought to complete this project. Investigation Division A. Challenges Investigations must also implement the automated report writing system which will provide Investigators with much quicker access to reports. They will, in turn, be able to serve warrants and file complaints sooner. The use of this system will represent the single greatest improvement to felony investigations in a decade! It is essential that staffing levels be augmented and appropriate equipment be provided. A top priority need is to gain back general criminal Page 47 investigators and a supervisor to reestablish the South County Investigative Team to serve the needs of that portion of the County. The Division will be challenged to obtain support equipment that is not presently available, including portable radios and laptop computers. B. New Directions The Division will seek staffing for an investigative Gang and Fugitive Task Force that can concentrate on serious problems, such as gang activity, serial criminals and violent fugitives. SUPPORT SERVICES BUREAU Technical Services Division 1. Automated Systems Management A. Challenges 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 hire and train adequate technical support staff. The challenge to recruit these skilled staff has increased as the economy has regained strength. We will need to procure necessary funding for critical systems maintenance and upgrades. 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. We must now build cooperative technological projects that provide benefits to the group as well as the individual office. Current planning includes: Page 48 _ ... � l Implementing the 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. This system will be operational in June 1998. Continuing efforts to increase data in the Central Name Index, which is accessible through the ACCJIN System. A county-wide arrest history file continues to be a goal of the Sheriffs Office. 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. Funding, not technology, is the primary obstacle. A Law and Justice document management system. All paperwork required in the investigation, prosecution and disposition of criminal cases could be tracked and managed electronically. Both time and paper files would be saved and enhance the justice system. Upgrading the Jail Management System (JMS) is critical to address the volume of data collected on persons arrested and booked into our detention facilities. The ability to run ad hoc reports, meet mandated reporting for revenue generating programs and Year 2000 compliance, makes this project critical. 2. Civil Process A. Challenges The workflow of Civil Process is controlled by the various Orders of the Court and is ever increasing. The mandate to comply with legal time lines must be constantly reviewed. New staff, both sworn and clerical, must be properly trained. Constant assessment must be made of internal procedures to ensure efficiency. Page 49 • Wd iywy� B. New Directions Our fees are governed by law. Efforts are being made by the California Sheriffs Association to propose new legislation to increase civil process fees to cover the actual cost of providing the service. 3. Communications A. Challenges Recruiting, training and retaining qualified candidates for the position of dispatcher continues to be a top priority and one of our greatest challenges. Our authorized staffing for dispatchers was increased this year. We continue to recruit lateral and entry level candidates. Entry level testing occurs three times a year and lateral testing is continuous. B. New Directions The Communications Center remodel project will provide ergonomic workstations, a PC-based CAD/RMS system and an improved voice radio system which will increase the productivity and retention of dispatch personnel. The temporary dispatch center continues to draw interest from other agencies and is developing a reputation as "the" State-of-the-Art facility. 4. Fleet Services A. Challenges The Office of the Sheriff began a major vehicle replacement plan in 1997. The challenge will be to continue this effort annually in order to maintain the fleet. 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. Additional vehicles must be added to the Sheriffs fleet to properly support staffing increases. 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 Page 50 ......... . ............................. . ......... the Sheriff staff and the public. 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 its customers. Adequate staffing ensures records information is processed correctly and allows for internal audits, which are required y 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 the second or third time the data is handled. It is also important that this be done in such a manner that workloads for those initially collecting the data not increase. The optimal role of Records in the future is ensuring and improving data quality and the availability of information to others in the Office and providing records management, rather than being a paper handling and data entry point. Forensic Services Division 1. Coroner's Office A. Challenges We must maintain our professional status while reducing costs wherever possible by becoming more innovative and automated. It is a challenge to maintain our equipment and physical plant within available funding limits. To conserve funds, we use inmate labor to alternative persons refurbish autopsy tray tables and frames and use work to assist in general clean up of grounds and vehicles. B. New Directions To maintain our focus on completing our mandated tasks in a professional manner while keeping costs to a minimum by: Page 51 Actively applying the clause in our forensic pathology contract which permits the Coroner to order an inspection rather than full autopsy in some instances, thereby decreasing costs. Actively training members of the medical community in signing death certificates on natural deaths. 2. Criminalistics Section New Directions Current casework capabilities in DNA analysis provide for the analysis of biological stain evidence using seven DNA markers. Due to the increasing demands by the criminal justice system to provide the most definitive methods of characterizing biological evidence, we are expanding DNA profiling capabilities. New instrumentation available through grant monies will permit overnight automated analysis of DNA evidence. With the automated instrumentation, the development of a regional sex offender/violent felon DNA database is contemplated. In early 1998, a scanning electron microscope with automated gunshot residue (GSR) analysis capability will be added. This will permit overnight analysis of GSR cases in an effort to provide prompt investigative leads to the law enforcement community. In ars attempt to bring our evidence examination technology to the current level of acceptable practice and to provide safe, secure and functional laboratory facilities free from the risk of possible contamination, we have been actively seeking funding from outside sources. Following widely publicized trials outside the County, advocacy groups are seeping legislative support at the Mate and Federal levels to improve forensic laboratories Statewide. These legislative efforts are in their infancy, so the prognosis for success cannot be measured at this time. We hope the Board of Supervisors, the criminal justice community and the people of Contra Costa County will offer their support for this endeavor. 3. Central Identification Services A. New Direction The Contra Costa-Alameda CAL-ID system will be replaced in the next 18 months. The new system will be much faster, more accurate and have a Page 52 larger database of juvenile offenders. In addition, it will have the ability to make identifications from the field using a handheld device to collect a thumb print and check it against our database via a cellular telephone or radio system. Other enhancements will be the addition of live-scan finger and palm print recording machines located in many of the booking facilities throughout the County. These devices will be directly connected to our regional fingerprint computer and the State's computer in Sacramento. We will install an applicant fingerprint record check system which will allow school districts and other agencies to check their applicants' criminal history within a matter of hours rather than the weeks the process currently takes. Emergency Services Derision A. Challenges The major challenge of this office is to continue to provide an adequate level of disaster preparedness training and services in the face of significant budget cuts. The natural hazards which threaten the County will continue, i.e., we constantly face the threat of a major earthquake which, some day, will occur; we continue to be potential victims of storm and flood damage such as occurred in 1997; and we will always face the passibility of major fires, particularly in urban-wildiand interface areas. In addition, we face the industrial hazards posed by hazardous materials accidents which have the potential to detrimentally affect the public health of large communities. With the ever increasing population of Contra Costa County, the potential number of disaster victims increases. However, due to budget cuts the number of County OES staff has been reduced significantly over the last several years. In response to the severe cut in County General Fund financing, OES has taken on more contract work in order to increase revenue. We currently provide consultant services to seven cities. This has meant that OES planning staff have spent more of their time meeting our city contract obligations, leaving less of their time to do "county„ work. In addition, one of our planners spends forty percent of her time working for Emergency Medical Services under s state grant, again, because we need the revenue. Page 53 The fact that FEMA administrative reimbursement funds are being reduced as the result of a new state allocation formula compounds our financial problems. For the future, with the likelihood of continued reductions in County General Fund support, we will continue to seek outside funding sources by providing contract work within the limits of our staff's capacity to do so. CUSTODY SERVICES BUREAU Detention Division A. Challenges We must continue to increase Deputy Sheriff staffing to meet the continuing rise in inmate papulation. We must also continue to increase the number of civilian support staff positions to relieve Deputy Sheriffs from non-security functions, and enhance operational efficiencies. B. New Directions There is a critical need to plan for future facility expansion to meet continuing increases in the inmate population. We would like to initiate an Inmate Culinary Certification Program. We will continue to work with County Office of Education to develop programs aimed at reducing illiteracy, increasing employmentopportunities, providing inmates with knowledge about self-esteem, parenting, anger management and computer skills. We will continue working with the County Office of Education and Probation Department on the Community Corrections planning grant, developing a program aimed at selected categories of inmates. We plan to install an x-ray program at the WCDF to further enhance the delivery of medical services and minimize external transportation requirements. Court Security Division Page 54 � f A. Challenges We must network all Court Security computers internally and externally to enhance the timely distribution of information. S. New Directions We plan to upgrade and increase the technology resources available to the Court Security Division, i.e., CAD, RMS and JMS. Page 55