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HomeMy WebLinkAboutMINUTES - 02141995 - IO-2 I .°.-2 5....L Contra To: BOARD OF SUPERVISORS r' FROM: l INTERNAL OPERATIONS COMMITTEE ', j` •,. Costa County DATE: February 6, 1995 suBJECT: MEETING WITH THE SHERIFF-CORONER TO REVIEW THE PERFORMANCE CRITERIA, ACCOMPLISHMENTS, PROBLEM AREAS AND FUTURE DIRECTIONS FOR HIS DEPARTMENT SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATION: ACCEPT this report from the Internal Operations Committee on its meeting with the Sheriff-Coroner. BACKGROUND: On June 28, 1994, the Board of Supervisors, at the request of Supervisor DeSaulnier, referred to the Internal Operations Committee a request to develop a procedure which would allow the Internal Operations Committee to meet with each Department Head during the year and report on the Department ' s activities . A number of Department Heads were heard in 1994 . On December 13, 1994, the Board of Supervisors referred this item to the 1995 Internal Operations Committee for the purpose of hearing from the remaining Department Heads . On February 6 , 1995, we had the opportunity to meet with the Sheriff-Coroner, Warren Rupf. Mr. Rupf presented the attached report to our Committee and reviewed it with us in some detail . Mr. Rupf pointed out his use of a Resident Deputy in West County and East County in an effort to relate more closely to the communities they serve. He also explained the function of the "J Team" and the importance of its flexibility to be used in a variety of situations where it is needed. Mr. Rupf noted the need to maintain a high level of training for his employees and the problems which must be addressed when the level of supervisory and management staff is reduced too far. CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER 1 SIGNATURE(S): ACTION OF BOARD ON Pphr»ary 14 , 1995 APPROVED AS RECOMMENDED OTHER ACCEPTED this report and DIRECTED the Sheriff to transmit a copy of this report to the County' s Congressional Delegation noting the impact of changes in the Crime Bill being proposed on this County. VOTE OF SUPERVISORS X _ _ _ I HEREBY CERTIFY THAT THIS IS A TRUE UNANIMOUS(ABSENT ) AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. February 14 , 1995 ATTESTED Contact: PHIL BATCHELOR,CLERK OF THE BOARD OF cc: County Administrator SUPERVISORS AND COUNTY ADMINISTRATOR Sheriff-Coroner /� �Q BY V'��Y//l, ,DEPUTY I .O.-2 -2- The Sheriff also noted the problems which he has faced because of the lack of sufficient health services in the detention facilities, necessitating the confinement of some prisoners in the high- security Main Detention Facility in Martinez who would have been housed either in West County or Marsh Creek, except for the absence of adequate medical care in those locations . The Sheriff continues to be interested in reducing duplication of services in the community by considering additional contracting opportunities with other agencies, such as the East Bay Regional Park District. We discussed with the Sheriff the reasons for not being able to open the booking facility at the West County Detention Facility, and were disappointed that the Sheriff does not believe that he can afford to replicate staff in that location as well as in Martinez . We believe that the attached report provides a great deal of important information about the outstanding work being performed by the Sheriff and his staff. We were pleased for the opportunity to meet with the Sheriff and discuss our mutual interests and concerns with him. T� UN 4 (IT-ounbc of (1,ontra (nIIsta @ffire of foe 1Z_)4eriff-(1_1tzroxtrr Warren E.Rupf Sheriff-Coroner January 6, 1995 Honorable Jeff Smith, Chairman Internal Operations Committee Board of Supervisors 651 Pine Street, 1st Floor Martinez, CA 94553 Dear Supervisor Smith: 1 welcome the opportunity to respond to your Committee's resolution of July 7, 1994, I.O. V. The report that follows is a broad based snapshot of the Sheriffs Office in the 1990's and describes the consequences of the economic crisis that California has suffered. As an elected official, my evaluation of how well we did 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. The impact of budget cuts and the loss of personnel has changed the way this Office conducts its business and this report describes how we've been able to operate or cope with reduce resources and the concerns that have arisen from that reduced level. My Office continues to suffer through a recovery from the economic crisis but with support of your Board, the public and the legislature we are cautiously and optimistically planning for the future. The following report was compiled by top managers and accurately reflects the collective - - - - - - thinking of my office. Sincer Warren upf, Sherif WER:mg Post Office Box 391 •Martinez.California 94553 ` t PATROL DIVISION The County of Contra Costa is approximately 805 square miles with a population of 868,000. The Sheriffs Patrol Division provides uniformed law enforcement services to approximately 284, 000 residents who reside in an area of approximately 521 square miles. Approximately 100,000 people live in the Incorporated cities of Orinda, Lafayette, Danville, and San Ramon. These cities have police service contracts with the Office of the Sheriff. The remaining residents live in the unincorporated areas of the county. We also provide police services to the Special Police Districts of Diablo, Roundhill, Blackhawk, and Alamo. In addition, we provide grant personnel to the housing authority and security personnel for the transit authority. In addition, the Office of the Sheriff provides 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. There are 1,000 miles of linear coast line in Contra Costa County alone. The unincorporated areas of West Contra Costa County; the 1-680 corridor; and East Contra Costa County are served by Station Houses. Each Station House is commanded by a Lieutenant who acts as the "Chief of Police." The Station Houses are supported by a Special Enforcement Unit (J Team). This team provides tactical flexibility and is a multi-tasked enforcement tool to the Station House Commanders and other Division Commanders. Bay Station (West County) and Delta Station (East County) have "Resident Deputies". Resident Deputies are assigned to areas with significant problems such as Bay Point and North Richmond. They are relieved of routine beat responsibility. They interact with schools, service organizations, and MACS, 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. The Office of the Sheriff has been involved in "Community Policing" long before the phrase became a "buzz word". - - -- -- - - - - - - - - - - - - - The Patrol Division has an authorized strength of 235 to provide the services briefly described above. OVERVIEW OF IMPACT • Marine Services was reduced in 1989 from one sergeant and eight deputies to two deputies. • Off Road Enforcement Program was eliminated. ` t • Special Enforcement Unit (] Team) was reduced in 1993 from two sergeants and ten deputies to one sergeant and six deputies. • Basic beat coverage was reduced by 20%. (A) HOW WE HAVE BEEN ABLE TO OPERATE WITH REDUCED RESOURCES 1 . We were able to operate with reduced resources because we had a community based, diversified service delivery plan which served us-well during cutbacks. 2. Funds were transferred from the capital replacement accounts thus saving jobs, and every effort was made to extend the life of existing capital equipment. 3. We have a number of General Employees (non-sworn) involved in support functions to free sworn personnel. Code Enforcement, Abandoned Vehicle Abatement, student workers, and the Sheriffs Mutual Aid Coordinator are examples of civilianization. 4. Utilization of the Sheriffs All Volunteer Extended Services (SAVES) program in the areas of crime prevention, maintenance of critical incident vehicles, and clerical support. 5. Utilization of the Sheriffs Volunteer Services Program (Reserves). The reserve program has approximately 200 citizen volunteers. They are assigned to the Detention Division and the Patrol Division. They are assigned to augment, not replace our sworn personnel. The Sheriffs Volunteers also provide search and rescue capabilities. (B) OUR CONTINUED AREAS OF CONCERN 1 . Equipment Replacement to include Patrol Vehicles; Marine vessels; and a Critical Incident Vehicle. Within the next fiscal year (94/95), two thirds of the patrol fleet will have in excess of 100,000 miles per vehicle; the Critical Incident Vehicle will be 15 years old; and the Marine Vessels will have several thousand hours per vessel. - - - - - 2. Acquire new mobile radios. Some of the mobile radios are approximately 15 plus years old, and will not be compatible with the planned enhancements to our current communications system. 3. Restore the rest of the ] Team. 4. Increase our current Beat Coverage by 20% 5. Restore Marine Services. (C) AREAS IN WHICH WE PLAN TO FOCUS OUR FUTURE EFFORTS 1. Proactively hire personnel to meet projected needs. 2. Establish a capitol replacement program which insures that equipment is regularly replaced and in quantities that support the mission of the Patrol Division. 3. Transition to a "paperless" report writing system. A system that saves times and facilitates the production analytical studies. 4. Increase training in order to prepare our personnel for the challenges of the future. An increase in an older population is an example of such a challenge. 5. Continue to provide other governmental agencies with cost effective contractual services which embrace the concepts of"community based police services" and centralization of those services. INVESTIGATION DIVISION The Sheriffs Office Investigations Division provides both follow-up and initial investigation of serious crimes in the unincorporated areas of the County and, under contract, to several cities as well. This includes such incidents as homicides, assaults, robberies and thefts. It also conducts investigations into criminal activity involving narcotics, prostitution, gambling and crimes against juveniles. The responsibilities of the Division are based upon both legal and local mandates. It currently has an authorized staff of 35, including both general and safety employees. The Division has been hit by a number of staffing and budget decreases over the past five years. During the same period, caseload has increased 94%1 The result has been a significant reduction in services. OVERVIEW OF IMPACT • Staff has been reduced by 22% • One of four general investigation teams has been eliminated • The Gang Task Force has been eliminated • The Special Services Bureau (Vice) has been eliminated and the function merged with Narcotics • Narcotics has been severely reduced • The Juvenile/Sexual Assault Bureau has been eliminated and the function merged with general investigations • The Fraudulent Document Bureau has been eliminated and the function merged with general investigations • The number of cases successfully closed and/or prosecuted has decreased • The number of cases unassigned or receiving only a cursory investigations has increased. (A) HOW HAVE WE BEEN ABLE TO OPERATE WITH REDUCED RESOURCES 1 . Cases have been prioritized. 2. Sworn personnel have undertaken duties formerly accomplished by clerical support staff. 3. Cases have remained unassigned or been suspended. At the present time, about one out of every three major crimes that occurs within the unincorporated parts of the County receives little or no investigative time. 4. Volunteers have been recruited through the S.A.V.E.S. Program to perform some of the functions that have been postponed or that were being performed by sworn personnel. 5. Training has been decreased. 6. Purchase of critical equipment and supplies has been postponed. (B) OUR CONTINUED AREAS OF CONCERN 1 . STAFFING: We do not have anywhere near enough investigators to provide legitimate investigative time for all major crimes. It is estimated that current staff would have to be augmented by at least thirty safety and three general employees to achieve full coverage. 2. TRAINING: At a time that training should be increased to ensure maximum benefit from existing investigators, training has been cut back. In order to ensure familiarity with new procedures and to build expertise into new investigators, at least twice the current training level would have to be maintained. 3. EQUIPMENT: Critical equipment needs (i.e., new cars, radios and special service equipment) have been postponed indefinitely. As a consequence, remaining staff.is not adequately supported by "tools of the trade." (C) AREAS 1N WHICH WE PLAN TO FOCUS OUR FUTURE EFFORTS 1 . STAFFING AND EQUIPMENT: It is essential that staffing levels be augmented and appropriate equipment be provided. The Division will continue to seek additional funding through grant application and whatever other means is available. 2. TRAINING: Continue ongoing effort to find alternative, less costly sources of training to include in-house classes and swapping use of training facilities for free enrollment in courses taught by outside groups. 3. INCREASE EFFICIENCY: Through whatever means possible, increase the efficiency of present investigative personnel. This will include efforts to automate reports, creating the first "paperless" report system effort in the Department. 4. CONTINUED PRIORITIZATION OF CASES: Current trends suggest Division caseload will continue to increase, requiring still further reductions in service levels. The Division will attempt to absorb as much of the increase as possible through new methods and procedures, but will likely have to identify further caseload cuts that will increase the number of cases suspended or unassigned to one-half with two years. DETENTION DIVISION The Office of the Sheriff is vested with the responsibility to constitutionally provide housing, custody and transportation for all unsentenced and sentenced inmates remanded to the Sheriff by law enforcement agencies and courts within the County. The Detention Division operates three facilities for the incarceration of adult inmates: the Martinez Detention Facility is a maximum security institution housing many of the County's unsentenced inmates awaiting trial. It also serves as the booking and intake center for all law enforcement agencies within the County. The West County Detention Facility is a medium security institution also housing the County's unsentenced inmates; the Marsh Creek Detention Facility houses low security, male sentenced prisoners convicted of criminal offenses. The Division also operates a Custody Alterative Bureau providing qualified sentenced inmates the opportunity to serve their sentences out-of-custody, with specified conditions and supervision. The Bureau offers three (3) programs; Work Alternative, Electronic Home Detention and Work Alterative. These programs assist in relieving housing costs within the Detention Facilities and allows qualified inmates to continue, or seek, their employment and/or educational opportunities. The Bureau is supported through inmate/participant fees. Of critical importance is the Sheriffs ability to provide medical and mental health services to inmates of the County adult detention facilities. The purpose of these services are: Medical Services - Outpatient medical care and screening services at the three County adult detention facilities operated by the Sheriff-Coroner. Mental Health Services - Screening, diagnosis and counseling of adult detainees. Without adequate Health Services staffing in all facilities, inmates housing options are minimized, and are restricted to the Martinez Detention Facility, causing unnecessary overcrowding in that high security facility. The Division books approximately 23,000 individuals annually, and cares for an average of 1.350 in-custody inmates daily. An additional 250 inmates are supervised by Custody Alterative staff. OVERVIEW OF IMPACT • Health Services (Medical and Mental Health) staffing within the Detention Division has been reduced by 30%. • Detention's Fleet has not significantly been replaced or increased and is deteriorating reducing logistical efficiencies and options. • Sergeants' staffing levels have been reduced by 24%. • Deputy vacancies remain at 15-20%. • Lower risk inmates must be housed at the higher security facility in Martinez. • Employee anxiety, stress and workload levels have increased significantly. • Higher levels of overtime is required to maintain minimum levels of operations. (A) HOW HAVE WE BEEN ABLE TO OPERATE WITH REDUCED RESOURCES? 1. General Statement: Detention Division has operated with severely limited resources in most all areas causing us to expend an enormous amount of overtime and stretch staff resources to the limit, bordering on an unsafe working environment. As a result, staff tension has been high and many tasks are not accomplished in the most efficient manner, if at all. This has resulted in complaints from the Courts, arresting agencies, other associated agencies and at times, the public. 2. On a supervisory basis, we have operated for the past two years at the unacceptable level where approximately 25% of the supervisory staff are in an acting capacity. This dangerous practice affects all line operations and greatly decreases the level of consistency needed at the first line supervisory level, causing increased stress at all levels. 3. We have downsized management and reorganized Detention Division into more functional areas in an effort to provide heightened levels of communication and accountability. This has involved redefining many job descriptions. 4. In the area of Health Services Health Services staffing has been cut back so severely that we are unable to place many inmates in lower security facilities due to their medical conditions. This requires the inmate to stay at the MDF, which is a maximum security facility, causing an overcrowded facility environment. 5. Further impacts: We are unable to operate the West County Detention Facility booking area, creating a severe disservice to the West County residents and public agencies, not to mention the facilities' Administrative offices have suffered because - - -support staffing is no longer available to accomplish the intense inspection and reporting requirements necessary for safe and hygienic detention facilities. 6. Limited fleet resources has caused us to hold many out-of-county inmates in custody for longer periods of time than would normally be necessary, causing overcrowding at the facilities and problems in getting inmates to Court appearances. (B) OUR CONTINUED AREAS OF CONCERN: 1. Our continuing areas of concern are adequate staffing (Deputies and Sergeants), in Custody, Health Services and Support positions. In order for us to properly house inmates in facilities based on classification criteria, the staffing levels must be sufficient in all classes to ensure the most efficient use of personnel. C. AREAS IN WHICH WE PLAN TO FOCUS OUR FUTURE EFFORTS: 1 . Pro-actively recruit qualified individuals to fill the vacant Deputy Sheriff positions, in order to adequately, efficiently and safely accomplish the mission of the Office of the Sheriff in operating the County Detention System. 2. To continue to promote qualified individuals into the rank of Sergeant, and encourage restoration of lost positions to adequately provide proper supervisory/employee levels within the Detention System. 3. To continue to review, restructure and expand the use of non-sworn support personnel, particularly Sheriffs Aides and Specialist, to allow more efficient use of sworn personnel. 4. To develop a fleet plan that replaces and increases the Divisional Fleet in an orderly manner to ensure logistical continuity. 5. To continue operational review.of Detention Division operations, schedules and staffing allocation to ensure maximum operational efficiencies. ADMINISTRATION DIVISION The Sheriffs Office Administration Division provides staff support to its 813 personnel in such areas as training, recruitment, crime analysis, internal affairs as well coordinate numerous litigations and workers' comp cases. In addition, the Administration Division is involved in crime prevention, community relations, as well as scheduling and coordinating the transfer of employees, promotions, awards, etc., etc., etc. The work required of the Administration Division is usually based on state or local mandates including state law, MOU agreement, or local mandates. The increased work load has been exacerbated during the past years by the loss of personnel. Of the 133 lost positions over the last four -years, some were from the Administration Division. The loss in training positions, clerical staff, and specialists has come at the same time as there is a demand for increased police presence due to the fear of crime. Staff have been lost and it has become a matter of which task to do first knowing the last may not be done. A philosophy that we will try to do it all, but not as well, is not acceptable. The Administrative staff of this 800+ employee department has been reduced to a point that it is often said the Administration Division is "One person away from being broke". OVERVIEW OF IMPACT • Training mandates continue but staff has been cut • Need for training escalates but the training budget and reimbursements have decreased • Data entry for crime analysis have increased 22% but three positions were lost leaving the task undone or in the arrears • Police service district parcel tax administration and management has been added without staff and a position has been cut • Payroll now,incorporates FLSA mandates where clerical staff has been lost leaving tasks undone or in the arrears • Recruiting was staffed with seven (full-time employees and/or part time employees) in 1989 but reduced to one part-time employee, however, recruitment needs continue. • DARE programs added but decreasing funds causes fund-raising problems with fewer staff. • Increased effort to consolidate police services require special project reports but that staff has been reduced. (A) HOW WE HAVE BEEN ABLE TO OPERATE WITH REDUCED RESOURCES 1. Tasks have been prioritized to insure completion of the higher priorities such as payroll, transfers, workers comp, litigation, while other tasks to go uncompleted or picked up by other staff. 2. For some tasks that cannot be completed, temporary employees have been hired sporadically to do a bare minimum on the lower priority tasks. 3. Where positions were lost but the functions are vital, contract employees have been engaged. Advanced officer training is mandated by law but the employee was cut. A contract has been entered into with a retired deputy thereby realizing a substantial savings. 4. A volunteer program has been implemented to assist all divisions with functions that need to be done but cannot justify or can't fund a paid employee. To date, the administration division has trained 55 civilian volunteers and received in excess of 5,000 hours of volunteer time completing tasks vital to the department. 5. Computers, software programs, and training has been increased to upgrade our computer capabilities to allow fewer employees to accomplish tasks with less manual redundancy as in the past. An example is the payroll which is now computerized. 6. Due to now having one person sections, such as training, those one position employees have been discouraged from participating in department committees. (B) OUR CONTINUED AREAS OF CONCERN 1. FLSA: The FLSA mandates labor intensive requirements and a temporary employee has been necessary to complete those tasks. We must find a way to comply with the law and the MOU agreement while reducing the temporary clerical time required; or locate funding for a permanent employee. 2. TRAINING: The compliance with POST and STC requires mandated training and accurate training files. This is being accomplished through the use of a contract employee who literally is free to walk away from that function any time for any reason. 3. P6 ZONE: P6 is wrought with problems and causes concern to the department. It is poorly written and places mandates on the department at the same time personnel was lost. 4. DEPARTMENT CLERICAL FUNCTION: The most immediate function of the Administration Division is to provide day-to-day movement of information be it memos, files, letters, computer messages. This responsibility is placed on the smallest number of clerical staff that has been witnessed for many years. The job cannot be done with temporary help and functions are going undone. 5. CRIME PREVENTION: 100% of the personnel assigned to Crime Prevention was lost. Crime prevention stopped within the Sheriffs Department as we no longer go into the community to assist in crime prevention efforts. Crime Prevention programs are vital to any reversal of crime trends or the involvement of the community in a cooperative effort with the police. A jurisdiction as large as ours cannot continue without a viable, functioning crime prevention program. (C) AREAS IN WHICH WE PLAN TO FOCUS OUR FUTURE EFFORTS 1 . The use of volunteers: Volunteer hours not only increase the eyes and ears in the community or this agency but they provide us an invaluable service in completing tasks that cannot be done with our reduced staffing levels. Time and attention will be given to the development of our SAVES program to ensure as much volunteer time for every division within the department without endangering the quality of our final product. 2. Studies of software programs that can aid in handling FLSA and other payroll functions. 3. Prop. 172 funding: Administration Division will attempt to gain additional staffing when the department is returned to the 91-92 staffing levels as agreed upon by Board of Supervisors resolution with the DSA. Functions as important as training must have career employees who have financial, emotional, and career ties to this department. 4. Fees: This division will explore increasing fee to possibly support the addition of a clerical position. SUPPORT SERVICES DIVISION The Support Services Division provides professional services and technical assistance to members of this Department, other government agencies, and the public in the areas of fleet services, automated systems management, communications, civil process, extraditions, court security, and records. These functions are distributed in the Division's five bureaus. • Administrative Bureau: Provides clerical and management support for the rest of the division. This Bureau includes the Captain, Lieutenant, Secretary, Senior Clerk, and the positions listed with the specific functions below: Fleet Services: Consists of one Service Technician and the Division Lieutenant. The unit tracks and manages the Department's vehicle fleet. They work closely With the General Services Department for the purchasing and service maintenance of our vehicles. Systems Management: Consists of a Communications Manager, a Supervising Dispatcher, and a Dispatcher. The unit manages the Department's communications systems, Computer Aided Dispatch and Records Management Systems. Data Processintr: Consists of a Data Processing Analyst and Computer Systems Technician. The Data Processing Analyst is responsible for assessing the automation needs of the Department, and planning for future systems as appropriate. The Systems Technician is primarily responsible for the day-to-day support of users in the Department, and the implementation of personal computers. • Dispatcher Bureau: Consists of Communications Director, six Supervising Dispatchers, and 36 Dispatchers. The Dispatch Bureau provides dispatching services for county departments, ten law enforcement agencies, and coordinates emergency medical services county-wide. It is a 9-1-1 center serving a population of 358,500 within a service area of 600 square miles. Sheriff's Dispatchers process telephone calls for assistance, provide radio dispatching on a multitude of frequencies, process computer inquiries, and provide the critical link between the citizen requesting help and the agency member responding. • Civil Bureau: Consists of one Sergeant, one Civil Process Manager, six Clerks, and five Deputies.-This Bureau-serves all civil process, which includes evictions, writs of execution, writs of possession on personal and real property, civil bench warrants, and fugitive extraditions. • Court Security Bureau: The Court Security Bureau is dedicated to providing the highest level of service and security to the Superior and Municipal Courts of Contra Costa County. The staff of 55 Deputy Sheriffs are supervised by one Lieutenant and three Sergeants. Together, they are responsible for providing bailiffs and additional security to the Superior Court and five municipal court sites. • Records Bureau: The Records Bureau provides the following services: Criminal records management services for the Sheriffs Department and four police departments (Lafayette, Danville, San Ramon, Orinda). Warrant repository services for all county courts. Business and occupational licensing for the unincorporated and, to an extent, some .Incorporated areas of the county. During the pas tow nd one-half years, Support Services Division has lost a significant number of personnel fro Records, Dispatch, and Civil Bureaus. Due to the increase in workload over the same period of time, overtime and temporary staff have helped get the job done. The level of service provided has decreased. OVERVIEW OF IMPACT • Reduced hours open to the public in Civil and Records Bureaus. • Significant increase in expenditure of temporary salaries and overtime. • Eliminated services of all general process. • Lost positions resulted in on-going difficulties maintaining staffing requirements. • Ability to meet time-frame demands on project reduced. • Attention to detail is diminished. (A) HOW WE HAVE BEEN ABLE TO OPERATE WITH REDUCED RESOURCES? 1. The Civil, Records, and Dispatch Bureaus each lost significant numbers of staff. The Civil and Records Bureaus were able to reduce services and modify the hours they were open to the public. The Dispatch Bureau was not able to reduce services or hours. With additional staff attrition and long-term disabilities, overtime has become the staple that holds Dispatch together. 2. None of the actions we have taken fully compensate for the reduced staff and the remaining employees have all taken on additional responsibilities in an effort to keep up with the workload. 3. The budget situation has forced us to delay purchasing replacement vehicles and radio equipment. This has been handled by nursing the remaining equipment and replacing only the worst of the vehicles. (B) OUR CONTINUED AREAS OF CONCERN? 1. The hardest hit areas of our operation have been in the area of support staff and equipment. This has forced deputy staff to perform support staff work, as well as the public safety function. The support platform of the department needs to be braced. Replacement of support staff and replacement of vehicles and radio equipment is essential. We are unable to keep up with the day-to-day types of activity important to our employees, such as payroll, scheduling; personnel issues, such as evaluations, probation reports, salary reviews, as well as requested staff studies. (C) AREAS IN WHICH WE PLAN TO FOCUS OUR FUTURE EFFORTS? 1. I suggest that we continue to seek adequate funding. The near future is driven by our need to replace our diminishing staff and to maintain our existing equipment. CORONER DIVISION The Sheriffs Office Coroner Division has the duty to "inquire into" all the deaths enumerated in section 27491 of the Government Code. A large percentage of these deaths are medically unremarkable cases where the attending physician hasn't seen the decedent within 20 days. In these cases the deputies must perform enough of an investigation to confirm that the death is indeed natural, then authorize a physician to sign the death certificate. The rest of the caseload is made up of the more familiar "traumatic deaths" such a homicide, suicide and accidents. The investigators are responsible for the field investigations into these deaths, removal of the bodies to the morgue, preparations prior to autopsy, detailed written reports pertaining to the circumstances of death and protection of the decedents property until the ne f kin can be identified to take over this responsibility. The office also provides death certific to si a manner and detail mandated by state law and transcription of the narrated autopsy reports provided by the contract pathologists. The Coroner Division is also responsible for the disposing of dead bodies that are unclaimed and for authorizing the use of county funds for cremations in those situations where the next of kin can't financially handle the responsibility. An inquest is routinely held in all Officer Involved Fatal incidents. It is the Coroner's responsibility to convene a jury charged with determining the means, manner and mode of death in these cases. The division is staffed by a Captain, Sergeant, 6 Deputies and 2 Clerks. While it is the smallest division within the department it operates with the minimum staff and equipment necessary to fulfill the constitution mandate of this elected office, 24 hours per day. OVERVIEW OF IMPACT • Deferred maintenance of the morgue facility will likely result in high future repair or replacement costs. • Deferred maintenance of equipment will mean a larger lump sum expenditure in the future when several autopsy tables have to be replaced at the same time. • Maintaining old x-ray equipment subjects staff to hazards and means putting off an inevitable large sum future replacement. • Increase in inspection autopsies. • Fewer complete autopsies lead to complaints by doctors and families. • Lack of additional clerical support has meant curtailing participation in Consumer Product Safety and Drug Awareness reporting programs. • Caseload continues to increase approximately 10% per year. (A) HOW WE HAVE BEEN ABLE TO OPERATE WITH REDUCED STAFF? I. The Coroner Division hasn't had to operate on reduced resources. Keep in mind that it is already the smallest division In the department and operates with the minimum staff and equipment necessary to complete it's responsibilities to the public it serves. (B) OUR CONTINUED AREAS OF CONCERN 1 . Our major concern is maintaining our budget allocations while reducing costs wherever possible. Unfortunately we just had a price increase associated with our largest cost center, namely the pathology contract. To counteract the increase in the per autopsy cost we initiated an intermediate category of"inspection autopsy". In these cases, where the cause of death can be determined without a complete dissection autopsy, the case is signed out by the pathologist at a reduced cost. Unfortunately this policy has caused us some problems with complaints from doctors and law enforcement agencies who feel that a complete autopsy should have been ordered. These concerns have been addressed and to this date have been satisfactorily resolved. We expect it to be an on-going educational process. 2. Other areas of concern are the hardware and the physical plant (i.e. morgue) itself. The x-ray equipment is antiquated and requires constant adjustment to obtain x-rays that can be read by medical staff. Many of the autopsy tables need replacement due to normal wear and tear. (To defer costs we have had the tray frames repaired and repainted by inmates at the Marsh Creek Detention Facility.) We have no permanently installed dictation system which has been part of the focus of at least one law suit to date. The concrete floor of the garage does not appear to be holding up well to the constant use of water and bleach from disinfecting the autopsy tables. The same is true of the vent grates in the autopsy room. (C) AREAS IN WHICH WE PLAN TO.F000S OUR FUTURE EFFORTS: 1. Generally, our focus will continue to be completing our mandated tasks in as cost effective and efficient manner as possible. This means we must be actively vigilant to persuade the contract pathologists to do inspection autopsies whenever possible and use whatever powers we have to get doctors in the county medical community to sign out natural deaths without involving the coroner office. --------------- CRIMINALISTICS LABORATORY DIVISION The Criminalistics Laboratory Division provides crime scene processing and evidence examination services associated with criminal investigations to all law enforcement agencies within the County. It also provides toxicological examinations in cause of death investigations, property storage and disposition services for the Sheriffs Office and fingerprint verifications of identity of persons in custody. The Divisionis staffed by 40 technical, clerical, support and management employees, down from 49 positions in 1991. The number of technical staff available to examine evidence from the most serious offenses - homicides, rapes and other sexual assaults, serious assaults, kidnapping, etc. - remalnQO the same level as it was in 1974. In the same time period, these serious offenses have tripled in the County. OVERVIEW OF IMPACT • Staff has been reduced by 18% • The number of backlogged cases has increased from 150 to approximately 400 • The oldest cases pending have increased from three months to fifteen months • The identity of in-custody persons is no longer confirmed before release • Examination of evidence from arson and other property crimes has been reduced • The staff must use unfinished, unventilated, and unheated work space (A) HOW WE HAVE BEEN ABLE TO OPERATE WITH REDUCED RESOURCES 1 . We have approached the problem of declining resources in three ways:.- 1) by charging fees for services; 2) by reducing service levels; and 3) by working smarter. In the first instance, we have imposed fees for services for laboratory clients, primarily the city police agencies. Although the cities have complained loudly, they are paying for the services, although they are limiting the cases submitted. We have actively solicited work from private entities. This work is only a small portion of the total caseload. 2. Before fees were imposed, the staff was reduced in an effort to reduce costs. Currently, there are no more restrictions on the types of cases which may be submitted to the Criminalistics Laboratory if an agency is willing to pay for the service. However, we are limited in staff size because of the tremendous amount of time required to train staff to the journey level. Consequently, we prioritize case work based on court set deadlines. This results in certain cases not being examined because the staff cannot get to them in a timely manner. this constitutes a de facto decrease in service levels. lJ 3. A numbevaesses have been implemented in order to increase the efficiency of the existing staff. This includes reformatting reports to reduce clerical and staff time, re-evaluating the extent of work done on certain cases, and using lower paid staff to perform the routine tasks previously done by the higher paid staff. (B) CONTINUED AREAS OF CONCERN 1. The emphasis on meeting court deadlines means that more time is spent examining evidence in cases in which the suspect is known and less time examining evidence in cases in which law enforcement needs investigative information to identify the suspect. Intuitively, this means that fewer cases are solved than would be if the physical evidence could be examined. 2. Of concern is the fact that decreases in criminalistics laboratory services are usually penny wise and pound foolish. Many studies have indicated that when more evidence examinations are performed by the criminalistics laboratory, there is an increase in efficiency by fewer cases going to trial and better use of law enforcement investigators. (C) AREAS IN WHICH WE PLAN TO FOCUS OF FUTURE EFFORTS 1. Continued efforts will be made to improve efficiency through the automation of laboratory records and analytical procedures. Unfortunately, this will require some expenditures in order to realize the improvements. 2. Also we will be attempting to gain a new source of dedicated funding to support crime laboratories statewide. Many different interest groups are involved in these efforts with the hope that we can return to the level of crime laboratory services that we enjoyed in the 1970's. INVESTIGATION DIVISION PERFORMANCE INDICATOR: • Investigation Division was assigned 7713 Part I Crime cases (thru November 30) • 3177 cases were assigned as "C cases" which received little to no.investigative followup. • Past Gang Task Force reduced serious crimes in on ar , 28% but was eliminated by budget cuts • 28.42% of all felony cases were closed in 1994 • Each investigator carried an average of 482 cases in 1994 • Narcotics Bureau arrests declined by 38% • Narcotic Search Warrants declined 40% in past two years • 505 cases were not assigned for investigation followup due to personnel cuts • Narcotic Bureau self-initiated cases declined by 49% GOAL: • Reduce Part I crimes by adding a Gang Task Force • Reduce the total cases assigned each detective allowing more investigative hours per case • Reduce the number of C cases receiving no investigation •1 Increase felony closure rate to 30% • Equip detective vehicles with safety equipment • Replace high mileage, costly 8Z service vehicles • Increase transcription of criminal investigation • To increase Search Warrant served to the '93 level • To increase self-initiated drug cases to the '93 level • To assign more drug cases for investigative follow-up NEEDS: • Authorize addition of Detective positions reduced during past budget cuts; to investigative Part I crime (4 C.I.B. Deputies/3 NarcDeputies) - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - • Add 1 Sergeant 8L 6 Deputies for Gang Task Force • Purchase Detective vehicles and add safety equipment • Add clerical position, lost during budget cuts, to handle increased detectives transcriptions DETENTION DIVISION PERFORMANCE INDICATOR: • Detention currently averages 162 in custody females with 95 housed at WCDF • WCDF averages 530 male inmates daily • CAB currently has 200+ inmates in Electronic Home Detention, Work Alternative or Sheriffs Parole. GOAL: • To house all females inmates at WCDF • To transfer 50 male inmates to WCDF (to 580) who are currently housed at MDF due to medical needs • Increase the number of inmates in alternative custody type programs by 50% NEEDS: • Increase Medical and Mental Health services at WCDF to handle needs of all male and female inmates • Develop a liaison (contractual) with a private vendor(s) to provide greater Electronic Home Detention capabilities for individuals working out-of-county or having other special needs CRIMINALISTICS LABORATORY PERFORMANCE INDICATOR: • In 1994 it took 38.4 days from receipt of evidence to issuance of a lab report • Some evidence cases were as old as 15 months and still pending examination • DNA testing methods were completed in '94 • Fingerprint verification has produced a 5 week backlog GOAL • Reduce average turnaround for evidence lab reports from 38.4 days.to 30 days • Reduce the oldest pending cases from 15 months to 9 months • Increase DNA testing from 0 cases to 50 cases • Reduce fingerprint verifications from 5 weeks to 1 week NEEDS • Fill currently authorized criminalist position • Add a criminalistics aide position • Add sufficient fingerprint technicians to allow a seven day turnaround ADMINISTRATION DIVISION PERFORMANCE INDICATOR: • Delivered 23 Advanced Officer classes to 525 deputies or 12,600 hours of mandated training • Conducted Automatic Firearms Transition Training for 25 deputies • Provided 654 hours of optional - Remediation Firearms training • Provided 16 hours of firearms instructor update • conducted 67 Internal Affairs investigations in 1994 • Tested 838 recruit candidates, hiring 24 which were 27% black, 13% Hispanic, 20% Asia • Tested 108 lateral candidates, hiring 14 (7% black, 21.5 Hispanic, 14.5 Asia) GOAL • Reduce Department vacancies to zero • Deliver all required POST/STC mandated training • Reduce overtime for Firearms Instructor by adding Training staff • have a full A.O. Coordinator in every A.O. class • Design and deliver necessary quarterly training to all managers • Implement and deliver 750 hours of POST mandated Sexual Harassment Training and 200 hours of Code 3 driving (policy) training • Test firearm proficiency of 525 deputies in 1994 • Computerize all State required training records • Relocate all Training staff to one location NEEDS: • Add 1 Administrative Assistant for Recruiting/Testing of applicants • Add Training staff of 1 Sergeant and 2 Deputies • Design, purchase ex implement software programs • Add 1 Secretary for State-mandated record keeping purposes • Additional floorspace to centralize training CORONER'S DIVISION PERFORMANCE INDICATOR: • Coroner's Division handled • 121 Homicide cases • 582 Autopsies • 1792 total Coroner cases • Pathologist had to retake an estimated 40 X-Rays due to inadequate X-Ray equipment wasting man hours for police & Sheriffs staff GOAL • Generate all death certificates, statistics, investigative reports for all 1792 coroner cases from a single software program • Reduce X-Ray retakes to zero NEEDS • Implement a single software program, with related equipment, to produce all death certificates, statistics and investigative reports. • Purchase new X-Ray equipment to reduce wasteful X- Ray retakes PATROL DIVISION PERFORMANCE INDICATOR: • The 5 Beat System has been re-implemented and the Delta Stations "Response Times" were improved as follows: Priority 1 - 35.4% faster response Priority 2 - 18% faster response Priority 3 - 33.26% faster response GOAL • Further improve response times by splitting Oakley into 2 beats • Increase tactical flexibility and reduce street crime/drug dealing by adding a ]-team • Replace all Patrol vehicles with 100,000 miles or more NEEDS Add 5 Deputies to man the second Oakley Beat • Add ]-Team of 1 Sergeant and 6 Deputies • Replace Patrol vehicles with over 100,000 miles SUPPORT SERVICES DIVISION PERFORMANCE INDICATOR: Records Bureau • Records is a 24 hour per day operation but closed to the public except 9 am to 1:30 pm due to loss of personnel • Danville PD brought on line with I.M.S. • Converted 80,000± warrants to new automated warrant system ().A.W.S.) • Warrant received in 1994: 321500 • Total of 49,500 Crime Reports and/or supplements received and processed GOAL Records Bureau • Open Records to the public during normal business hours • To modify current computer systems to produce public mandated information • Expedite handling/processing of all crime reports NEEDS Records Bureau • Restore clerical positions lost in past budget cuts • Purchase of equipment and design software to produce public information for release to public PERFORMANCE INDICATOR: Civil Bureau • Received and handled 80,000 civil processes for a 17% increase over 1993 • Eviction average 294 monthly for a 9% increase • Handled 75 extradition fugitive cases • General process is no longer serviced by the Sheriff GOAL • Replace three temporary with full time officers • Restore the 50% clerical staff previously cut • To again serve all Court - "general process" NEEDS • Add Deputies to handle extraditions • Authorize the addition of 6 clerks and 4 Sheriffs Aides to serve "general process" PERFORMANCE INDICATOR: Court Services Bureau • Transported 18,696 prisoners • Transportation averaged 9 temporary Deputies daily GOAL • To not be forced to rely on or use temporary deputies NEEDS • Authorize the addition of 9 permanent full time Deputy Sheriffs PERFORMANCE INDICATOR: Dispatch Bureau • Processed ± 400,000 incidents • Emergency calls answered on three rings or less • Present work load and lack of adequate staff mandates 1200 hours of overtime monthly GOAL • To eliminate overtime at the current level of 1200 hrs monthly • To improve working conditions, reduce stress of job incurred injuries by requiring less mandatory overtime NEEDS • Authorize 9 Dispatcher 81 1 Supervising Dispatcher positions OFFICE OF THE SHERIFF Contra Costa County Administration Division 646-2402 Date: January 27, 1995 To: Phil Batchelor, County Administrator From: Warr;n .�qftS herif Subject: Restoration of Sheriff's Positions At the conclusion of last years budget hearings, we were asked by Supervisor Torlakson and your staff to develop a plan for the restoration of Sheriff's Office positions lost over the past two years, specifically addressed in Board Resolution 93/635. In this resolution, the Board identified 21 positions for restoration over a three-year period. While the Board Order addressing the 18 positions recently funded by the Federal Crime Bill money indicated that 18 of the 21 positions were restored as part of the grant approval, I don't agree. I have reordered the priority of the 21 positions to reflect our needs after the 18 grant positions are in place. The attached document describes our proposal and also describes all the positions which have been eliminated in the Sheriff's Office in the past three years. Ultimately, I believe all of these positions should be restored. This is not based on a simple urge to get back what we lost but, rather, driven by overwhelming evidence that our staffing patterns are incredibly low. WER/jmw Attachments SHERIFF'S PROPOSAL FOR RESTORATION OF POSITIONS ADDRESSED IN BOARD RESOLUTION 93/635 Positions 1-8 With the first restored positions, I would restore two detectives to the Criminal Investigation Division which has lost ten positions over the past years. These detectives would be placed either in Narcotics or General Criminal Investigation. Four positions. in this group_ would restore four of eleven dispatcher positions eliminated over the past two years (one supervising dispatcher, three dispatchers). One sergeant would be restored to replace 13 sergeants lost, which has created a severe supervising problem, especially in Detention. One deputy sheriff would be added to Training in the Administration Division to address the critical need to deliver accurate, up-to-date training to a department of over 600 sworn personnel. The unit currently has one specialist and a retired contract employee, and I simply must address this lack of training support before liability issues surface. Positions 9-14 In the second "rank" of the 21 positions, I would restore one more criminal investigator, three deputy sheriffs to reduce overtime in Detention Division, restore a specialist for Crime Prevention and Community Relations, and add a clerical position for Administration/payroll. This last .position has been made necessary by the tremendous accounting requirements under FLSA. Positions 15-21 With the third group of restored positions, I will establish a third "J" Team, or special response team for the county (1 sergeant, 6 deputies). The "J" Team has been one of the most successful, cost-effective means of addressing regional crime problems; its flexibility and mobility provide a proactive response to community problems. s i Q x K REDUCTIONS IN PERSONNEL The sheriff's Office experienced the following reductions in personnel during the past two years: FY 92-93 FY 93-94 Total Assistant Sheriff 1 1 Chief Deputy 1 1 Captain 1 1 Lieutenant 6 . 6 Sergeant 13 13 Deputy Sheriff 21 15 36 Criminalist 1 1 Total Sworn 43 16 59 Supervising Dispatcher 2 1 3 Dispatcher 8 3 11 Specialist 5 2 7 Aide 16 16 Fingerprint Examiner 1 1 Clerical Supervisor 1 1 2 Clerk Senior/Specialist 8 1 9 Clerk Experienced 14 1 15 Clerk Account 1 1 Detention Services Aide 1 1 2 Head/Lead Cook 2 2 Property Technician 1 1 Communications Center Dir. 1 1 Fleet Services Coordinator 1 - 1 Mutual Aid Coordinator 1 1 Environmental Systems Mgr. 1 1 2 Total Nan Sworn 61 14 75 Total Department 104 30 134 Our Staffing is .96 officers per 1,000 population. The national average is 2 officers per 1,000.