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HomeMy WebLinkAboutMINUTES - 06181996 - D1 DA THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Order on June 18, 1996, by the following vote: AYES: Supervisors Rogers, Bishop, DeSaulnier, Torlakson and Smith NOES: None ABSENT: None ABSTAIN: None SUBJECT: Sheriff-Coroner Departmental Performance Report Sheriff Rupf presented an oral and a written report to the Board of Supervisors on the performance of the County Sheriff-Coroner Department. Following Board discussion on the staffing shortages in the Sheriff-Coroner Department's Dispatch Center, IT IS BY THE BOARD ORDERED that the Sheriff- Coroner's Departmental Performance Report is ACCEPTED. IT IS FURTHER ORDERED that the County Administrator is REQUESTED to work with the Risk Manager and report to the Board of Supervisors within three weeks relative to the identification of additional funding sources to relieve some of the staffing problems in the Sheriff-Coroner Department's Dispatch Center. cc: County Administrator Sheriff-Coroner i hereby certify that this Is etnA and COR9CtCopyof Risk Manager an action taken and entered on the minutes of the g Board of supervts� on the date"W)v ATTESTED: 1. =16IATMLOR,Clerk of the rd d r rr. V Y V F b Office of the Sheriff 1996 Performance Report Section I - Department Overview A. Responsibilities 1 . Mission Statement • The Contra Costa County Office of the Sheriff will provide the most efficient and effective law enforcement services possible. These services will be rendered with the most effective expenditure of available resources. Our standard of conduct will, at all times, be compassionate and unbiased, consistent with the "Law Enforcement Code of Ethics". To earn the public's continued trust, confidence, and support, our efforts and demeanor will always strive to conform to the high standards expected by the public. We shall uphold the constitutional rights of the public and individuals alike` We shall be fair, just, and responsive to the public needs and feelings, while enforcing the law and carrying out our primary mission to protect life and property. 2. Administrative Services and Functional Divisions a. Administrative Services • Provide the highest quality of organizational planning and fiscal and personnel management for the attainment of all departmental goals and objectives. b. Patrol Division • Provide a timely, professional response to calls for service and crime suppression through the use of a highly visible pro-active patrol force. 1 V c. Investigations Division • Provide efficient, timely, and thorough criminal investigations to determine facts as they relate to the innocence or guilt of those suspected of criminal activity. d. Technical Services Division • Provide professional services and technical assistance to Office of the Sheriff members, other governmental agencies and the public in the areas of communications, management information services, and fleet services. Serve as the central repository for all Office of the Sheriff records. • Process all civil and criminal documents, as well as conduct investigations in a timely manner, as directed by any court and within the guidelines mandated by law. e. Forensic Services Division ! • Provide a high level of timely, thorough, accurate, and objective physical evidence analysis, consultation, and crime scene processing service. • Provide a timely, thorough analysis of Coroner's cases to determine the cause of death. f. Detention Division • Provide constitutionally-safe and secure detention facilities for those members of the public who are legally remanded or placed in the custody of the Sheriff. Provide out-of- custody programs for qualified individuals. g. Court Services Division • Provide the most effective level of court security in the Superior and Municipal Courts. 2 i B. Organizational Structure 1. Functional Divisions • The Office of the Sheriff consists of three bureaus divided into six divisions plus Administrative Services. The Field Operations Bureau contains the Patrol and Investigations Divisions. The Support Services Bureau contains the Technical Services Division and Forensic Services Division. The Custody Services Bureau contains the Detention Division and Court Security Division. Administrative Services reports directly to the Sheriff. 2. Organizational chart ���UUJ`S€ff%1 '�C41i_,`3':1 '��iJiy1?JUiS f �•�yzaa+l u.e.rsn.rm AeminW'Wiw ` s.ry c.mm.ne.r c.mm..e.r comm.ne.r Fltle Op.mtiona $.Pp n S.M... CWoey S.rviu. Burro Bur..0 Bun.0 P.lrol L's For.ndc Sw.Dlv.u S.rvlc.s S.rvlu. 3 Section II - Resources A. Financial Resources 1 . The Office of the Sheriff general fund expenditure budget by service area is as follows: Service Area Amount Share Custody Services $34,550,000 46% Field Operations 27,000,000 36% Support Services 10,550,000 14% Administration 3,000,000 4% Total $75,100,000 100% 2. The Office of the Sheriff revenue budget by category is as follows: Category Amount Share Proposition 172 1/2 Cent Sales Tax $33,000,000 61.3% Contracted Police & Dispatch Services 10,000,000 18.6% Custody Services Related Revenue 2,000,000 3.7% Crime Laboratory Fees 2,000,000 3.7% Other (Grants, Reimbursed Training, etc.) 6,800,000 12.7% Total $53,800,000 100% 3. The Net County Cost (NCC) is $21,300,000. B. Personnel Resources 1. Authorized Staffing 4 ' k i Sworn Employees Classification Adm. Pat. Inv. Det. Ct. Svcs. Tech. Svcs. For. Total Sheriff 1 1 Undersheriff 1 1 Commander* 3 Captain 1 1 1 3 Lieutenant 2 10 1 5 1 1 1 21 Sergeant 4 39 11 26 3 1 1 85 Deputy 3 204 23 198 52 5 6 491 Chief, Lab. 1 1 Sup. Criminal. 2 2 Criminalist 9 9 *One Commander authorized for Field Operations Bureau, Custody Services Bureau, and Support Services Bureau. Sworn Total 11 254 35 230 56 8 20 617* General Employees Classification Adm. Pat. Inv. Det. Ct. Svcs. Tech. Svcs. For. Total Sup. Dispatch. 7 7 Dispatcher 38 38 Specialist 2 10 12 Sheriff's Aide 24 1 25 Ld. Fing. Exam. 1 1 Fing. Exam. 3 3 Ld. Fing. Tech. 1 1 Fing. Tech. 7 7 Lab Aide 3 3 Clerical Sup. 1 1 1 3 Clerical Spec. 3 2 5 Sr./Exp. Clerk 7 3 3 31 19 7 70 Data Entry Clk. 1 1 Acct. Clerk 5 5 5 Classification Adm. Pat. Inv. Det. Ct. Svcs. Tech. Svcs. For. Total Exec. Secty. 1 1 Secretary 1 1 1 2 1 6 Head Cook 3 3 Lead Cook 10 10 Lead DSW 4 4 DSW 14 14 Toxicologist 6 6 Comp. Tech. 1 1 Equip. Writer 1 1 Chief Mgt. Svc. 1 1 Adm. Anal. III 1 1 Fiscal Officer 1 1 Comm. Direct. 1 1 Comm. Spec. 1 1 Data Analyst 1 1 CIS Director 1 1 Records Mgr. ` 1 1 Sup. Pro. Tech. 1 1 Food Svs. Dir. 1 1 Sup. Svcs. Dir. 1 1 2 Sup. DSW 1 1 General Total 16 4 4 110 74 32 240 Grand Total 27 258 39 340 56 82 52 857 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 for 1992-93. Since that time, approximately 50 positions have been added back for various grant and revenue producing programs. 6 C. Affirmative Action 1 . Work Force Data • In 1980, the Office of the Sheriff had 500 employees of which 114 were female (23%), 34 were black (7%), 19 were hispanic (4%), and 8 were other minorities (2%). In comparison, these numbers for 1996 are: 835 total employees of which 243 are female (29%), 97 are black (12%), 54 are hispanic (7%), and 42 are other minorities (5%). Further improvements in hiring and promoting minorities have been hampered by budget cutbacks and the normal delay in meeting minimum requirements. • With regard to hiring Deputy Sheriffs, over the past three years 50% of all Deputies hired have been either female or minority. In general employee hiring, the figure is even higher. This effort has helped the Sheriff's Office staffing reflect the rich ethnic and culturally diverse comnVnity we represent. • With respect to reflecting greater diversity throughout the organization, the Sheriff has recently promoted a female to Commander; an Asian to Supervising Criminalist; and two females, one black, and one hispanic to Sergeant. All of these promoted individuals were deserving candidates. D. Sick Leave 1. Usage (December 1 , 1994 - November 30, 1995) 7 ' r Permanent Yearly Annual Annual y Division Employees Total Hrs. Average Median Admin. 27 791 29.3 19 Patrol 255 10559 41 .4 32 Invest. 37 1097 29.6 16 Detention 317 19077 60.8 43 Ct. Svcs. 58 3315 57.2 44 Tech. Svcs. 76 4683 61 .6 42 Forensics 47 1731 36.8 24 Totals 817 41253 50.5 37 2. Trends • When comparisons were last available, the Office of the Sheriff had the lowest average sick leave usage of any County Department. The annual median usage rate for over 600 sworn employees is thirty-two hours, or four days usage out of twelve days accrued. This is an extremely low rate of usage which is a source of great pride tAe Office of the Sheriff. E. Staff Development 1 . Performance Evaluations • The Office of the Sheriff must be able to depend upon satisfactory work performance from its employees in order to achieve its objectives. Performance evaluations are the supervisory measurement of the employee's on-the-job performance of assigned duties. Therefore, performance evaluations are completed on all non-management, non- probationary employees, sworn or general, on an annual basis. Non-management probationary employees are evaluated monthly. Management employees are subject to specialized performance goals and reviews. • Performance evaluations are completed in order to accomplish the following: to encourage strengths and improve weak areas 8 i of performance, to improve communication within the organization, to recognize special skills and training possessed by employees, to stimulate employees to enter a self- improvement program, and to establish realistic employee goals and objectives. • Performance evaluations are used to review an employee's performance in conjunction with any or all of the following: promotional process, transfers, disciplinary action, and probationary assessment. Employees who are not satisfied with their evaluation may request a review. 2. Staff Professional Development • The Office of the Sheriff encourages employees to take advantage of the training programs offered by the Contra Costa County Training Institute, the Federal Bureau of Investigations, the Department of Justice, etc. Staff is also urged to participate in continuipg education programs, to become involved in professional organizations, and to take advantage of state training where appropriate. • At least semi-annually, all managers are assembled at an off- site location for a full day of training and staff development. Recent topics include workplace issues such as: adapting to change, leadership, problem-solving techniques, and County policies (ADA, FMLA, etc.). F. Automation 1. Overview • Automated systems play a critical role in Department operations. They allow the gathering, disseminating and archiving of millions of documents and other forms of information, track calls for service and employee activities, identify crime patterns and basically make the provision of modern law enforcement services possible. Many current 9 z systems are under-utilized because of inadequate clerical staffing and/or are reaching or surpassing anticipated system "life" expectancies. Many are also too old to support more contemporary technologies that are faster, easier to use and that require significantly less man hours to support. The lack of adequate support technical staff also limit system uses. 2. Role of Automation in the Office of the Sheriff: • Call handling - A computer-aided dispatch system is installed for receipt, assignment and recording calls for service. • Record archiving - Information on incidents resulting in a written report are transferred to an automated records management/image management system. • Automated jail management syptem - The Detention Division uses this system to track inmates, property, incidents and other major aspects of jail management. • Video mugshot - The Detention Division uses this system for recording in-custody arrestees, for automated development of photo line-ups, and for database access to physical descriptors. • Justice automated warrant system - The Office of the Sheriff uses this for tracking active warrants issued by Contra Costa County courts. • Lab automation system - The crime lab uses this for assigning and tracking of physical evidence. • Property evidence system - The Office of the Sheriff uses this for tracking found property and seized evidence. 10 3. Recent and Planned System Changes • A database system for searching unidentified bullets and cartridge cases against seized guns will be implemented within a few months. • An aging CAD/RMS/IMS system will require significant work to include moving to a PC-based dispatch center. Planned changes also include development of an automated report writing system that will save substantial man hours and will greatly improve access to records. • Mobile data terminals will need to be replaced within the next few years. Their replacement will be "smart" terminals that will support the automated report system. • The Office of the Sheriff is in the process of expanding its wide area network. Several locations already operate on a WAN that will be expanded to include all stations as time and funding permit. This network will allow direct access to various local, state and federal data bases essential for investigation and enforcement purposes. • The Office of the Sheriff is in the process of planning, with other law enforcement agencies, a regional record management system that will allow for regional access to specific records dealing with criminal histories, vehicles, crime analysis and other fields of mutual interest. The project, being researched by the County Chiefs' Technical Advisory Committee, is called "RMS 2001." Section III - Customer Services A. Technical Services Division - Provides professional services and technical assistance to the Office of the Sheriff and other governmental and public agencies. These services include: Automated Systems Management,Civil Process, Communications, 11 Extraditions, Fleet Services, and Records. 1 . Automated Systems Management a. Service Delivery System • Staff is responsible for assessing the automation needs of the Office of the Sheriff and planning for future systems as well as providing day to day support to computer users in the Office of the Sheriff and the installation/implementation of personal computers. • Staff supports and maintains a number of computer systems and computer networks that provide communications and information to Local Law Enforcement and Public Safety agencies. Service includes both central office and field support. • The Office of the Sheriff gomputer systems include: Computer Aided Dispatch, Records Management, Jail Management, Image Management (Crime Reports), Crime Lab Case Management, Property Management, Civil Process, Video Mug Shot, and the Wide Area Network. We also support and maintain associated computer systems that link the Office of the Sheriff to other Federal, State and local agencies. b. Customer Profile • The primary customers of Technical Services Division are the public, the media, Office of the Sheriff personnel, and several contract police departments which include: Pittsburg, Rio Vista, Clayton, Moraga, Orinda, Lafayette, Danville, and San Ramon. Secondary customers include all of the county and local law enforcement agencies, and some additional public safety agencies such as Fire and Emergency Medical Services. 12 c. Customer Relationships • The division interacts with customers relative to regulatory requirements, contracts for service and advisory support. Customers access the services via; telephone, radio communications, system terminals, computer work stations on both local and wide area networks. Service is supplied both remotely and on-site as needed. 2. Civil Process a. Service Delivery System • Receiving, processing and executing civil documents. • Managing and accounting successful executions. • Extraditing and delivering of local and out of state fugitives. b. Customer Profile • Persons involved in civil proceedings include: plaintiffs, defendants, creditors, debtors, attorneys, registered process servers, third party litigants, federal/state/local courts, State Board of Equalization, IRS, State Franchise Tax Board, private collection agencies, and property management persons. • Fugitive detail services are provided to: District Attorneys Office, Attorney Generals Office, County and local law enforcement agencies, Federal/state/local corrections institutions; the fugitives and attorneys. c. Customer Relationships • Our services are accessible by personal walk-in contact, telephone or mail. 13 • All of our customers require full cooperation, interpretation, and proper jurisdiction to complete the process. 3. Communications (Dispatching) a. Service Delivery System • The Dispatch Center provides dispatching and support services on demand to the Office of the Sheriff, contracted public safety agencies, other county departments and the public. Sheriffs Dispatchers process telephone calls for assistance, provide radio dispatching on a multitude of frequencies, process computer inquiries, and provide the critical link between the citizen requesting help and the agency member responding. The amount and type of services provided may be defined by contract and dictated by required process and staffing levels. Authorized staffing is significantly below Fiscal Year 1992/1993 levels. b. Customer Profile • Citizens call the Dispatch Center either on one of our regular telephone numbers (emerg. or non-emergency) or on 9-1-1 . The service area includes 600 square miles and a population of 364,250. They represent every social and economic level of Contra Costa County. Customer calls range from life or death emergencies to referrals to diverse services. • Dispatcher Center customers also include the Public Safety Agencies for which we provide service. These include the Office of the Sheriff, Clayton, Contra Costa Community College District, Danville, Lafayette, Moraga, Orinda, Pittsburg, Rio Vista and San Ramon. Services are also provided for AC Transit, the County Housing Authority and other county departments. 14 c. Customer Relationships • The Dispatch Center provides professional services to all of our users.Telephone calls are received via 7 digit emergency and non-emergency lines and via 9-1-1 . Dispatchers process calls using a CAD (Computer Aided Dispatch) system and respond with the appropriate services. The hearing impaired have direct access by TDD. • Tours are provided for civic groups, schools and scouts emphasizing the proper use of 9-1-1 and an overview of the services available to the community. 4. Fleet Services a. Service Delivery System • Fleet Services tracks the service needs of the Office of the Sheriff fleet of vehicles and epsures that the vehicles are rotated and serviced on a regular basis. Most of the vehicles are picked up for service by the service technician or cadets working through our Patrol Division. b. Customer Profile • The Unit provides service to divisions of the Office of the Sheriff. c. Customer Relationships • Primary customers are the Office of the Sheriff and the contract police department of Lafayette. Vehicle Service requests are generated by the vehicle operators and routine maintenance is tracked and reported by the County General Service Department. 15 5. Records Unit a. Service Delivery System • Service delivery is accomplished in both course of business and on demand modes. Records receives documents and information and performs standard operations such as recording, filing, extracting information, statistical tabulation and distribution. It also responds to requests for information, records, and assistance twenty-four hours per day. b. Customer Profile • Records provides service to the Office of the Sheriff and other law enforcement and criminal justice agencies who require information which is in the possession of or available to Records staff from many sources, but primarily Office of the Sheriff records. 4Vlost of this customer base's needs are immediate and are our first priority. Services are also provided to members of the public who may require information pertaining to an event to which the Office of the Sheriff responded or information about law enforcement activities of the Office of the Sheriff. Records also handles several types of licensing activities pursuant to statute and ordinance. Records also provides repository and records management services to four contract city police departments. c. Customer Relationships • Records is open to the public on normal business days between 9:00 a.m. and 1 :30 p.m. During these hours, the public may transact business at the front counter for obtaining information or for obtaining the various licenses and permits which are issued by Technical Services Division. A substantial amount of business with the public is accomplished by telephone and mail. 16 • Records is open to Office of the Sheriff staff and officers from other law enforcement agencies twenty-four hours a day, seven days a week. However, law enforcement service is usually provided by telephone, or computer communications. B. Patrol Division - The County of Contra Costa is approximately 8 0 5 square miles with a population of 883,000. The Sheriff's 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 people live in the incorporated cities of Danville, Lafayette, Orinda 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. Patrol Division provides police services to the Special Police Districts of Diablo, Roundhill, Blackhawk, Crockett and Alamo. Also, grant personnel are provided to the Housing Authority and security personnel for A.C. Transit. Finally, Patrol Division is charged with the responsibility of providipg 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. 1. Service Delivery System • The unincorporated areas of Contra Costa County are served by three Station Houses. Each Station House is commanded by a Lieutenant who acts as the "chief of police". Western Contra Costa County is referred to as the Bay Station and is housed in the West County Detention Facility in Richmond. Eastern Contra Costa County is referred to as the Delta Station and is housed in the Oakley Annex. Central County is referred to as the Valley Station and is housed in store front rental property in Alamo. • The Station Houses are supported by a special enforcement unit (J Team). This team provides tactical flexibility and is a 17 multi-tasked enforcement tool available to Station House Commanders and other division commanders. • Bay Station and Delta Station have "Resident Deputies". Resident Deputies are assigned to areas with significant problems such as Bay Point and North Richmond. They are relieved of routine beat responsibility. They interact with schools, service organizations, and Municipal Advisory Counsels, within their respective communities by acting as direct links between the community and the various services provided by the County. Code Enforcement, Abandoned Vehicle Abatement, and Crime Prevention are examples of such services. • Each of the four municipalities contracting with the Sheriffs Office is headed by a Lieutenant who acts as chief of police. Those cities each provide distinctive blue uniforms and city- marked police cars for their personnel. 2. Customer Profile • It is our mission to provide the highest level of police services possible to address the needs of our citizens. The citizens who reside in the unincorporated areas of the County are as diverse as the County itself. To facilitate the accomplishment of our mission, annual training is provided to all line personnel in the areas of cultural and racial diversity, and interpersonal communications. 3. Customer Relationships • Patrol Division staff provides a 24 hour presence and response to the public safety needs of approximately 293,000 residents in an area of approximately 521 square miles. In a calendar year, Patrol personnel are dispatched to, or initiate, in excess of 200,000 contacts or events. 18 • Given the number of contacts or events referenced above, the Sheriff's Office receives relatively few formal or informal complaints. All complaints are investigated and, if appropriate, steps are taken to make;adjustments to improve our current level of service. In most instances, the complainant receives a written response regarding our findings, and if appropriate, remedies. The Office of the Sheriff receives far more letters of appreciation and commendation then complaints. C. Investigations Division - Provides both follow-up and initial investigation of serious crimes in the unincorporated areas of the County and, under contract, to several cities, as well. This includes the investigation into such incidents as homicides, rapes, assaults, robberies, and thefts. The Investigation Division also conducts investigations into criminal activity involving narcotics, prostitution, gambling, and crimes against juveniles. The responsibilities of the Division are based upon both legal and locally adopted mandates.The Investigation Division is divided into the following sub-units: Administration, General Criminal Investigations, Juvenile/Sexual Assault, Narcotics Investigations, Special Investigations, Homicide Investigations, and Clerical Support 1 . Service Delivery System • The vast majority of the cases are referred for further investigation by the Patrol Division. Prioritization of these cases allows us to more efficiently utilize our resources. Highest priority is given to cases involving persons as actual victims of violent or potentially violent crimes. Our primary service is that of investigating criminal activity, documenting our investigations, and presenting the results of our investigations to the District Attorney's Office for prosecution. In this process, we recover stolen property and arrest criminals. 2. Customer Profile • Our customers consist of victims of crimes, as well as criminal offenders. We truly serve a cross section of the community. 19 3. Customer Relationships • Customers access our services by either becoming the victims of,or the witness to, crimes. Those who prey upon others also risk becoming our customers. The absence of any significant citizen complaints in 1995 indicate an acceptable level of customer satisfaction. D. Administrative Services - Administers the personnel system, which includes hiring and employee relations. Prepares the Office of the Sheriff budget and tracks expenditures throughout the fiscal year. Coordinates all law enforcement and detention training, concealed weapons licensing, internal affairs, and policy development as mandated by federal, state, and county law. Administrative and Community Services (AGS) conducts crime analysis studies and disseminates crime trends and patterns internally as well as to law enforcement agencies throughout the county, collects and disseminates criminal intelligence relative to gang activity and organized crime, and provides Drug Abuse Resistance Education (D.A.R.E.) training to unincorporated County public schools. 1. Service Delivery System • Service is delivered through a combination of automated systems (CAD/RMS, ACCJIN, computer-based spreadsheet and graphics programs), publications (Crime Information Bulletins, special "Alert" bulletins, analysis and reports (specific subjects), and personal contact (D.A.R.E., public forum, etc.). 2. Customer Profile • The Office of the Sheriff serves both internal and external customers. External customers are served through a variety of programs including Drug Abuse Resistance Education (DARE), ,Neighborhood Watch and the Citizen's Crime Prevention Academy. • The Office of the Sheriff also interacts with community customers by involvement in a number of organizations including: Battered Women's Alternatives, Tosco Citizen's 20 Advisory Panel, Advisory Council Against Domestic Violence, Assistance League, and Community Awareness and Emergency Response. • Another important group of external customers are the Contract Cities and Special Districts. An active association is maintained with all Police Services and Communications Contracts as well as all Special Districts. Staff members prepare contract service proposals and special research projects requested by these agencies. They represent the Office of the Sheriff in meetings with contract community groups and provide other assistance as directed. Although these services are specifically addressed to serve the community, they also provide an equally valuable service to various internal customers by supplying a continuous flow of information and cooperation to other Sheriff's Office Divisions and Executive staff. • Administrative Services also serves other government agencies such as the Auditor's Office, Assessor's Office, Administrator's Office, and Community Development. • Internal customers include Investigations, Patrol, Support Services, and Custody Services. 3. Customer Relationships • A close, working relationship is maintained especially with Field Operations (crime analysis), community groups (Neighborhood Watch), Volunteer Services, other agencies (schools, special districts, etc.), and other County offices such as Personnel, County Counsel, Risk Management, and CAD's Office. 21 E. Forensic Services Division - Consists of five sections: Coroner's Office, General Criminalistics Section, Drug/Alcohol/Toxicology Section, Central Identification Services, and Property Services. 1. Coroner's Office a. Service Delivery System • The Coroner's Office has the mandate to investigate all deaths enumerated in Section 27491 of the Government Code, with the primary tasks to: determine positive identification of deceased, determine cause of death, and determine the manner/mode of death • The Coroner must provide for the disposition of unclaimed decedents, and conduct Coroner's inquests open to the public for all officer-involved deaths. b. Customer Profile • The Coroner's office serves both the general public and a variety of professional personnel from the medical and law-enforcement community. While completing an investigation, the staff may be in contact with any one or more of the following: decedent's next of kin, decedent's medical care provider, investigative agencies, funeral directors, news media, transplant bank personnel, and general public. 22 c. Customer Relations • The Coroner's Office obtains and distributes information to the proper health agencies on communicable diseases discovered. The Office maintains information on causes of death to show trends, and works closely with many public, 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 family is carried out. 2. General Criminalistics Section a. Service Delivery System • The General Criminalistics Section provides crime scene investigation, evidence examination and expert court testimony for criminal investigations. The Section provides examinations of blood and seminal fluid, including DNA analysis; firearms, including the use of ballistics imaging technology (IBIS); comparisons of tool marks, 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. 23 CaMamd to - H*MkWW Rabbam,FWPW and nQtvataa Aaswka Dapoftwtt of Awao•Burow of C"nal SSntW" to MW to H,misca.ra.a«i Rsaaaeyl Ar«««It \ t4. to 4MO a !:*!J Gtnw+«t Ciminafisti<s Stsff �+ Z; RYA s a_ &..... • The level of technical staff remains at the same number available in 1974. The increased county population and a dramatic increase in violent crime have resulted in insufficient personnel to provide timely and comprehensive forensic services to our customers. State-of-the- art technologies provide near conclusive identification of criminal perpetrators. However, these sophisticated methods require more time to perform than prior methods. Due to the demands of the court system the Section generally concentrates on those cases that are pending trial. Insufficient personnel severely restricts examinations which could develop investigative leads. If more investigative lead cases could be examined, this might reduce costly man-hours of police investigative time. In addition, the General Criminalistics Section has not been able to provide much support in the investigation of white collar crime since the loss of our questioned document examiner in 1990. These cases are currently referred to private sector forensic laboratories at an increased cost to the law enforcement agencies and the District Attorney's office. 24 b. Customer Profile • The General Criminalistics Section provides its services to any public or private entity. C. Customer Relationships • All General Criminalistics Section services are provided on request from clients. The forensic services provided to city law enforcement agencies are on a fee-for-service basis. Services to the Office of the Sheriff, the District Attorney's Office, Narcotic Enforcement Teams and the CHP are provided at no cost to those agencies. The General Criminalistics Section also provides laboratory examination services on a limited basis, for a fee, to out of county law enforcement agencies, private attorneys and citizens. General Crlrninalistks Section Clients p Fee-ior-service suppodod:City plica dens., W of county police agencies,privets 43% attornay/citizen 41160 g General FWd supported:Shedfts M_other county departments(DA,Courts),NETS, CW • In an attempt to provide improved investigative tools to our clients, the Office of the Sheriff provides evidence technicians on a 24 hour basis to collect evidence from recovered stolen vehicles. Contra Costa County has a major car theft problem, with approximately 3000 cars reported stolen in this county in 1995. This program is funded by a portion of a $1 fee assessed by DMV on each vehicle registered in the county. 25 • 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 and the Bureau of Alcohol, Tobacco and Firearms Laboratory to utilize a computerized bullet/cartridge case database (IRIS). 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 Toxibology 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, Coroner's Toxicology, and arson and explosives. b. Customer Profile • All governmental agencies in Contra Costa County are served. The majority of this casework is performed for local police departments and the Office of the Sheriff. Other laboratory clients include the Public Defender's Office, the FBI, city and district fire departments, school districts, special districts, and private businesses and citizens. 26 c. Customer Relations • All services from this section are offered on a fee for service basis. State of the art equipment has been acquired by actively pursuing funding through grants coordinated by the Office of Criminal Justice Planning. 4. Central Identification Services a. Service Delivery System • Central Identification Services provides: comparisons of inked fingerprints for the purposes of verifying or establishing an individual's identification, comparisons of inked prints and crime scene latent prints, and the operation of 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 (1) Supervisor Gayle Bishop, (2) the Sheriff, (3) the District Attorney, (4) Michael Menesini (Mayor of Martinez), (5) Chief Robert Bradshaw, Concord Police Department, (6) Chief William Lansdowne, Richmond Police Department, and (7) Tom Fisher, Member-at-Large (Chevron Information Center, San Ramon). The level of service provided by Central Identification Services is determined by this Board. 27 b. Customer Profile and Relationships • Central Identification Services provides service to all County police departments on a shared cost basis and to any public or private client for a fee. 5. Property Services a. Service Delivery System • Property Services provides the security and maintains the control and integrity of evidence/property for the Office of the Sheriff, four Contract Cities and three Narcotic Enforcement Teams. The types of property received are: hazardous chemicals, bio-hazardous materials (i.e. bloody clothing; rape kits; lab specimens), narcotics and dangerous drugs, large sumA of money and jewelry, and firearms (i.e. assault weapons, rifles, shotguns, pistols, revolvers) b. Customer Profile • The Property Services customer profile consists of the Office of the Sheriff; the Contract Cities of Danville, San Ramon, Lafayette, Orinda; Central/West/East Narcotic Enforcement Teams; District Attorney's Office and the general public. The Contract Cities are charged a fee for services. 28 c. Customer Relationships • The customer relations for Office of the Sheriff, District Attorney's Office, Contract Cities and Narcotic Enforcement Teams can best be described by the similarities to a public library. Stored items can be checked out for court, for lab analysis or whatever is needed and subsequently returned. Identified items are returned to their rightful owners. Any unclaimed items that are in good condition are disposed of through auction, charitable organizations or departmental use. F. Detention Division - The Detention Division is committed to the principles of inmate management by direct supervision and providing a harmonious working environment for all employees and any support services staff assigned to the division. Equally important is providing constitutionally safe and secure housingVithin the detention facilities for those members of the public who are legally remanded or lawfully placed into the custody of the Sheriff. 1 . Service Delivery System • The division maintains and operates three separate detention facilities and one custody alternative program for incarcerated individuals. They include: Martinez Detention Facility (MDF), West County Detention Facility (WCDF), Marsh Creek Detention Facility (MCDF), and Custody Alternative Program (CAB). The MDF is the primary pre-sentenced inmate detention facility which has direct supervision of maximum security inmates, has a large transient population, and houses state prisoners awaiting trial in the county. The MDF conducts mental health evaluations of all inmates and houses mental health 29 i inmates. Being the County's booking facility, the MDF provides 24 hour medical service and conducts all inmate classifications to determine appropriate detention facility for housing each inmate. The staff at MDF" provide training coordination for the entire Detention Division. The WCDF is the secondary pre- sentenced inmate detention facility. It provides direct supervision for medium security inmates (non-violent, non- threatening to community), provides co-educational programs (houses women as well as male inmates), houses a transient population, and houses state prisoners awaiting trial in the county. The MCDF provides direct supervision for non-violent, sentenced inmates. This facility offers a diverse inmate training program which includes: substance abuse education, computers, wood shop, etc. The Office of the Sheriff firearms range is also located at this site. CAB offers a program designed to allow "selected non-violent inmates" an alternative to incarceration. Three programs available include: work alternative, electronic home detention, and county parole. The fees assessed by CAB allow for a self-funding operation. 2. Customer Profile • Customers are incarcerated inmates and their family or friends who depend upon the Office of the Sheriff for professional attention and assistance. • Customers also include other county law enforcement agencies who transfer arrestees to the county. • 95% of customers who access the detention services are formal/informal assistance requests. 30 3. Customer Relationships • Professional visitors (i.e., law enforcement, prosecution, probation, parole, etc.) frequent detention facilities from other city, state, and federal agencies. Courts, as well as legal representation from private attorneys, public defenders, and district attorney offices also look to the Office of the Sheriff for assistance in detention services. • Detention facilities have established several streamlined systems which have significantly improved requested services. These include: pre-scheduled visiting, easy accessible detention information provided via posting of facility regulations in lobby areas, and a telephone recording for frequently asked questions. • Professional assistance is frequently provided to other jurisdictions or agencies with similar inmate related problems or detention facilities utilizing the direct supervision paradigm. G. Court Services Division - Provides security in all Municipal and Superior Courts which include: Bay, Delta, Mt. Diablo, Walnut Creek/Danville, Bay-Juvenile, Martinez-Juvenile, and Superior Courts. Provides transportation to all county facilities and select transports to state facilities throughout the state. From 300-400 inmates are transported daily with five buses and thirteen vans. 1 . Service Delivery System • Provides security and transportation for inmates to and from detention facilities to all designated court locations. 31 • Provides security and transportation for inmates to and from various state facilities. • Provides protection duringcourt proceedings. 2. Customer Profile • Customers are incarcerated inmates and family and friends, judges, public defender, district attorney, legal technicians, private attorneys, and other visitors to the courtroom. 3. Customer Relationships • A close working relationship is maintained between the courts, detention facilities, Public Defender's Office, District Attorney's Office, and various outside law enforcement agencies. Section IV - Annual Performance A. Technical Services Division 1. Automated Systems Management a. Performance Indicators • The Automated Systems Management Unit has been responsible for maintaining and providing user support for a growing number of automated systems and networks. While the staffing level has not increased, the number of systems as well as the number of users has grown. The systems under their control have been in operation twenty-four 32 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. b. Accomplishments • Purchase and implementation of a Video Mug Shot System. This system was purchased with money previously spent for film and film development. Eight other local law enforcement agencies have joined the Office of the Sheriff on this system and all contribute to a central data base of suspect booking photos. Prior to the system a suspect photo line-up took several hours to build. Now a photo line- up is completed in 15 minutes. • Planned and coordinated the implementation of a new wide- area network for Law and Justice Agencies. This new network provides faster data access at far less cost than the previous network. The new network is the first of its kind in California counties, not only speeding up data access but providing the capacity to send images between agencies such as mug shots and potentially fingerprints images as well. The new technology being used provides lower cost for all member agencies. The network provides a data communications interface to all Law and Justice agencies in the county as well as to Alameda County, State, and Federal systems. The network has proven to be not only faster and more economical, but more reliable than the old one as well. 33 • Several computer interfaces have been completed to reduce the need for data entry or to make more information available to the end users. 2. Civil Process a. Performance Indicators • An increase in overall service has required this unit to rely on the assistance of our department volunteer program. The assistance has allowed us to maintain our customary level of service to our customers despite an increase in activities. b. Accomplishments • Civil processings increased 26%, from 11 ,100 in 1994 to 14,000 in 1995. • The most labor intensive activities, civil evictions and fugitive extraditions, both increased by 10% during 1995. 3. Communications a. Performance Indicators • During 1995, there were 382,975 calls for service (CAD Incidents). The source of these CAD's included: 7 digit telephone calls (35.6%), field voice radios (32.5%), 911 telephone calls (22.7%), mobile data terminals ( 8.1%), and other (1 .1%). 34 4. Fleet Services a. Performance Indicators • The rotation of the Office of the Sheriff vehicles is not sufficient to maintain a safe and dependable fleet. The primary barrier to maintaining a safe, dependable fleet of vehicles is the lack of sufficient funding. Total vehicles 5 years or older = 157 (65%) Patrol Vehicles 3 years or older = 63 (68%) Total Vehicles exceeding 100,000 Miles = 62 (25%) (Some patrol vehicles have reached 200,000 miles.) b. Accomplishments • Twenty-three patrol vehicles were purchased. This provided 13 replacements and 10 additions for the increase in Deputies from the Federal MORE COPS Grant. (The grant did not include equipment funding.) • Eight reconditioned cars were purchased for unmarked use. This provided a significant savings and allowed the purchase of eight cars instead of five. • Two used school buses were purchased and outfitted for use in Inmate Transportation. This provided a savings of over $120,000 had we purchased new buses. 35 5. Records a. Performance Indicators • The primary performance indicators for Records are incoming crime/incident reports and warrants. Several other types of documents are received and many tasks are performed which are not related to these two subjects, but they are the most critical subject matter and the most voluminous. With respect to each, several tasks are performed upon receipt and many more during the life cycle of the report or warrant. • Records handled in 1995: Original reports: 35,000 Report Copies Distributed: 140,000 Supplemental,reports: 12,000 New Warrants Received: 15,000* Warrants Recalled/Served: 20,000* Warrants Entered Wanted Pers. 12,000 *Automation of warrants has reduced the number of warrants which must be explicitly dealt with. However, Records was responsible for the management of over 35,000 new warrants issued in 1995. • Records has an authorized staff of only sixteen, including the Manager and Clerical Supervisor. This is compared to a staff of 22 in 1992. The 1992 level was also inadequate being approximately equal to 1984 levels even though work loads had appreciably increased. 36 • Staffing in Records, for the types of support work it is expected to perform, is less both relatively and in some cases numerically than in other law enforcement agencies in Contra Costa County, all of which are smaller than the Sheriffs Office. As a result of this, the quality of data and information which we provide to law enforcement users is less than adequate. Information which other agencies collect and find useful is not captured due to lack of staff and other resources. For example, we are unable to enter into the Records Management System, most vehicles listed in crime reports; neither do we enter Sheriff's Office arrest into the Records Management System. Also, very little time is available to review and correct information which is entered, which reduces the reliability and therefore the usefulness of the information which is available to Patrol officers and investigators. B. Patrol Division 1 . Performance Indicators • Part I Offenses for calendar year 1995, showed a significant decline from 1994. Each of the major crime categories showed a drop which is indicated by the below chart. This is important since the County population continues to grow. The total of 7,514 Part I Offenses for 1995, versus 8,458 for 1994, is truly a figure to be proud of. 37 CRIME STATISTICS - PART ONE OFFENSES AND CLEARANCES 1980 1981 1982 ' 1983 1994 ; 1985 , 1986 1987 . 1988 . 1989 . 1990 , 1991 "199211993'.1994 1995 '199611997:1998 11999 2000 HOMICIDE Offenses 7'18; 6; 11 20 12 12. 1B 16 17 6i 21: 11 30, 271 221 Clearances i 3 121 61 10 13i 8 8' 161 12 16, 550%1 7! 75 9 11 %Cleared 43%' 75% 100% 91% 65%. 67% 6Tk 100 76%O X 94%_100K 38% 64% b0%: 33%1 50% --�— RAPE _ -- Offenses 491 68: 46 49 52 491 57 51 39' 42 45. 45i 47 _ 62. 551 491 — Clearances 36: 46i 30i 31 34; 35 46; 18 25 32 38 36' 35. 55' 37 45, %Cleared ! 73%i 68%' 65%' 63% 65%1 71%. 81% 35%i 64%1 76% 84%i 80%: 74% 89%. 67%: 92% 1 ROBBERY Offenses 1841 168' 183 181 117 135; 144 119 133 149 1931 2741 292, 236: 2141 194: Clearances 77 82 76 73 53 591 74 41 55 88! 124 148: 166 1241 1061 110' %Cleared! 42% 49%i 42%1 40% 45% 44% 51%i 34%: 41%1 59%' 64%' S4%, 57%' 53%. _50% 57%� ASSAULT i Offenses 1412: 1349i 12821 1136 1166; 1425 1626, 17471 1740! 1823' 17851 1918 2039 1992 19871 1691' Clearances 400 441 385 359 298' 7461 919 1022' 1191 12671 1336 1346 1485 1395 1480. 1270 %Cleared 28%; 33%; 30%• 32% 26% 52% 57°k: 59% 68%. 70%; 76% 70% 73%' 70% 74% 75%: i 1 ! i , BURGLARY 1 I ~ Offenses 3814. 33151 2827: 2487 2233: 2378 2286 2217 2011: 1808' 1739' 1808 1837 1959 2088 1804" Clearances 4631 420' 4731 322 3161 399, 327' 3201 309' 365 290 327 253 269 271 2091 %Cleared 12%. 13%- 17% 13% 14%: 17% 14%. 14% 15%i 20% 17%. 18X' 14%' 14% 13%. 129/6. ' •I + I LARCENY Offenses 5824` 5705! 4640i 3955 3503 3489 3247: 32661 3362' 3352 32711 3318' 3392 3711 4072 3751' I ! Clearances 446' 491. 404' 347 270? 362 415: 405. 438 498, 494! 384 4221 454" 484 399 %Cleared 8% 9°� 9%. 9% 8% 10% 13%. 12% 13%; IS% 15%. 12% 12% 12% 12%; 11% f 1 VEH,THEF7 Offenses 33 33: 8 6 11 9! 4 2 6 14 201 2: 4: 6i 51 3 Clearances 1 11 10 5 _ 2 6: S 2 _ 1 4 51 9: 1 31 2�— 0� 3 _%Cleared 33%1 30%_63% 33% 55%` 56% 50% 50% 67%: 36% 45%, 50% 76% 33% 0%, 100% TOTALS Offenses 11323. 10654. 8992 7825 7102 7497: 7376 7419 7309 7205 70581 7387; 7622 _7992 8458: 7514: Clearances 1436 1502' 1379 1144 990 1614 1822034 2271' 2296 2250 2371! 2314 2387 2047 %Cleared 13%! 14% 15% 15% 14% 22%. 25% 25% 28%1 32% 33%; 30%. 31% 29%, 28%; 270/6 UNINCORPORATED COUNTY 2. Accomplishments • Sixteen of the "Clinton Cops" have been hired, trained and assigned to Patrol Division. They have been deployed where the need was most demonstrated. The Delta Station had a sixth beat created which allowed for two Deputy Sheriffs to be assigned to Oakley per shift. • The J Team now has two squads, each consisting of 1 Sergeant and 5 Deputies. 38 • A Resident Deputy was assigned to Oakley, in addition to the on-going Resident Programs in Bay Point and North Richmond. • A study of Patrol Division'preventable traffic collisions revealed the need for additional training. Beginning in January, 1996, a quarterly eight-hour, "behind-the-wheel" accident avoidance course will be provided for 20 Patrol Deputies. • Obtained a grant for a new Marine Patrol vessel. The vessel arrived February, 1996. • Acquired a new annex in Oakley through a cooperative agreement with the private sector. • Realized a significant increase in Neighborhood Watch Meetings through the use of the Sheriff's All Volunteer Extended Services (S.A.V.E.S.)"Program, especially in the Eastern portion of the County. S.A.V.E.S. consists of 101 individuals who volunteer their time and expertise within six divisions of the Sheriff's Department. They donated approximately 10,000 hours, to include over 500 Neighborhood Watch Meetings in calendar year 1995. • Restructuring and execution of Camp L.E.G.I.T., a summer day camp in North Richmond. • Holiday Toy Drive for North Richmond. • Continuation of the Project Pride Grant, serving the North Richmond Housing Authority. 39 • Expansion of the existing A.C. Transit Contract to include supervision and investigation (from 5 Deputies to 1 Sergeant and 10 Deputies). • Worked closely with the Office of the County Administrator and the Office of Assemblyman Rainey to insure the Legislative continuation of the Abandoned Vehicle Abatement Program (AVAP). • The below figures represent towing activity for calendar year 1995: Total vehicles towed from public streets 2,370 Total # stolen vehicles recovered 143 Number of aband. vehs. (22669 CVC) 288 Vehs. towed under CVC 14602.6 407 • The below figures represent the number of vehicles removed by the A.V.A.P. program from private property: Identified 305 Towed 69 Voluntary Removal 206 • Worked closely with the Office of Assemblyman Rainey to secure traffic funds in fines and forfeitures for our Special Police Districts. • Establishment of Contracts with rotational tow services. 40 • Facilitated a change in the existing County Ordinance regarding the abatement of inoperable vehicles on private property. • Obtained a $20,000 Grant from the State for the repair and upgrades of our existing Marine Patrol Vessels. • Sheriffs Volunteer Services Bureau donated 50,633 hours in calendar year 1995. Using a value of $20.13 per hour (which is the hourly rate for a Deputy Sheriff fresh out of the Police Academy), our volunteers provided $1 ,019,252.35 worth of service free to the Office of the Sheriff. C. Investigations Division 1 . Performance Indicators • Historically, the success of the investigative process has been judged by the closure rates for Part I Crimes. Overall, these rates were good in 1995, with the exception of property crimes that have been forced down in priority due to staffing cuts, and in gang-related crimes. 2. Accomplishments • Clearance statistics for the past ten years indicate that the Sheriff's Office is making significant progress and has in fact, increased the closure rate over last year for the following crimes: 41 Crime 1994 Closure Rate 1995 Closure Rate Homicide 33% 50% Rape 67% 92% Robbery 50% 57% Assault 74% 75% • During the year, 8112 cases were referred to the Investigation Division; a 4% decrease from the 8446 cases referred in 1994. D. Administrative Services 1. Performance Indicators • Delivered twenty-three Advanced Officer classes to 548 deputies or 13,152 hours of mandated training. 0 • Provided 384 hours of optional remediation firearms training. • Tested 1 ,458 recruit candidates, hiring 25. • Tested 79 lateral candidates, hiring 18. • ACS's Crime Information Bulletin Service is easily accessed and used regularly by all agencies. A supply of Bulletin Information forms are kept on hand at all police stations in the County. These forms can be mailed in or dropped off at ACS. They are compiled and published, then mailed to over 100 law enforcement agencies. Based on the frequency that this service is used by Detectives, it is a valuable investigative tool, linking all agencies in the county for relatively little cost. 42 V k 2. Accomplishments • Delivered all required POST/STC mandated training. • Reduced overtime for firearms instructors by adding training staff. • Provided full time Advanced Officer Coordinator for every Advance Officer class. • Designed and delivered necessary quarterly training to all managers. • Implemented and delivered 80 hours of POST mandated Sexual Harassment Training to 286 employees. • Tested firearm proficiency of 548 deputies in 1995. • Computerized all state required training records. • Relocated all training staff to one location. • Updated and computerized Department Manual. • Created new Internal Affairs Manual. • County-wide D.A.R.E. Program serving twenty-two schools. • Crime bulletin serving agencies throughout the Bay Area. • Development of crime analysis program supporting directed patrol by the J-Team. 43 • Assistance in initial development of the S.A.V.E.S. Program. • Analysis and statistical support for Field Operations, Custody Services, and Administrative Services. E. Forensic Services Division 1. Coroner's Office a. Accomplishments • Of the total 6006 reportable deaths in the county for 1995, the Coroner's Office handled 1725 cases, performed 571 complete autopsies and 94 inspection autopsies. These cases were completed by the Coroner's Office staff consisting of one lieutenant, one sergeant, six deputies, and two clerks, with assistance from three contract forensic pathologists and three volunteers. The Office operates with a minimum staff and equipment necessary to complete its mission 24 hours a day. • The following chart shows the number and type of deaths excluding the 1330 natural deaths in 1995. NATl;1R�LE��TH����t s s� F t F s y aciaE r Moron vMic� suicio .H�MIGIQE ACClL7ENT C3THER 44 2. General Criminalistics Section a. Performance Indicators • In 1995, the 6 criminalists and the 2 crime scene investigators assigned to the General Criminalistics Section handled 1 ,060 requests for service over a broad range of evidence types. General Craninalisfts Section-Requests for Service 37 it skxwsemeo exams 352 316 •Firearms c)Tmce F%Adence 314 wOthw C*mnWisiies-Shoepdrsts.lommeft, docurnorAs etc. Cnme&eenes f • Forensic examination services must be timely. Not only to meet the needs of the court, but as a service to the community, to rapidly identify criminals and exonerate the falsely accused. In addition, prompt forensic analysis may reduce police investigative costs, as a result of fewer man- hours required to identify a suspect. Our current staffing level does not provide for prompt examination results in the majority of cases. b. Accomplishments • The Office of the Sheriff has been successful in adding two new programs, the Vehicle Theft Program and the Integrated Ballistics Imaging System (IBIS) with only the addition of one position for the Vehicle Theft Program. The 45 Vehicle Theft Program has processed many vehicles that would not otherwise have been examined for physical evidence. This program has resulted in over 50 CAL-ID "hits" where fingerprints were identified thereby generating an investigative lead for the police agency. The evidence processing services are available on a 24 hour basis through the use of on-calf overtime. Due to the burden that this mandatory overtime places on the staff, we hope to add 2 positions to provide 24 hour service with the use of minimal overtime. • The IBIS Program has been added without the use of additional personnel, in part, through the use of Department volunteers. Under this program, bullet and cartridge case evidence received from crime scenes are entered into the computer database. Weapons recovered from individuals under investigation for various crimes are test fired and compared against the evidence database. This technology permits the association of cases previously unknown to be related. Whether this program can continue without the addition of permanent personnel is currently under evaluation. It is likely that the addition of a data entry technician will be required for the long term success of this program. 3. Drug, Alcohol and Toxicology Section 1995 CASES saw ..ar : a. Performance Indicators ................. o 12"0 1.00 • Six Forensic Toxicologists and o = -� LIT? Akohoi Qtug Labs two Laboratory Aides are °tu°° Type* ; "der 46 assigned to the Drug, Alcohol and Toxicology section. 10,551 cases were examined in 1995 in four primary areas; Drugs, Alcohol, Toxicology and Clandestine Drug Laboratories. Contra Costa County has one of the highest incidences of Clandestine Drug manufacturing- lahoratories operating in California. • Methamphetamine laboratories comprise the majority of these crime scenes. It is not surprising to find that 40% of the drug cases submitted involved Methamphetamine. DANGEROUS DRUGS 4797 CASES EXAMINED IN 1995 i f 1921 2000 -- --- 01500 — ( �257 fit 01000 , P a`> E 500 Z COCAINE LSD NON-CO TOLLED METHAMPHETAMINE HEROIN MARIJUANA OTHER Tvoes of Druas • In an effort to control costs, in 1979 the Criminalistics Laboratory accepted the responsibility to provide an alcohol testing program for all law enforcement agencies in the County. We received an Office of Traffic Safety grant to begin this program. Seven breath testing instruments were distributed throughout the county. Funds from alcohol fines were used to support the program and to place additional instruments in police departments. 47 • Currently the 15 instruments distributed throughout the county have exceeded their life expectancy and are constantly under repair. In 1995, 4,263 cases related to drinking drivers were submitted and expert testimony averaged 1 .3 hours per day. • In 1993, to reduce County operating costs, the Laboratory initiated Toxicology services to the law enforcement agencies, the Coroner's Office, private businesses and citizens. 198 Toxicology cases were examined in 1993. 1 ,454 cases were examined in 1995, a 734% increase. 1995 Toxicology Cases Toto!Cas**1454 saa 1000..-% i .-.....__..----.. ._. ` ._........_................:E�.. rtftr Drugs.. I_. O1Mr(i•.preGatba) % 400 M 3t ws ............. Typsa of Case* b. Accomplishments FCONTINUE TO INCREASE SERVICES WHILE MAINTAINING OUR CASTS - 4. Central Identification Services a. Performance Indicators 48 • In 1995 the Latent Prin 414 suspects �rirere Section's four Examiners: identified in 1995,' received more that 4,000 adding to a totah of requests for latent prin 3595 suspects. examinations, searched 2,205 identified since latent prints in the Automated August 13, 1988 Latent Print System, hit 592 latent prints in the system, had a 25% percent hit rate, conducted manual comparisons in 2082 cases, and processed items of evidence for latent prints in 668 cases. • The Inked Fingerprint Section's si of the 304 Technicians: processed in excess o "iiars 123 had 27,500 booking fingerprint cards, cross $1,75 million in= referenced 19,000 of the` fingerprin outstanding: cards to an existing record, searched warrants, pXusj 8,200 cards in the Automated Fingerprint anothex 61 Identification System resulting in more bai " warxants than a thousand identifications, and identified 304 people who provided a false name when booked. b. Accomplishments for the wast four years, we have the BEST fingerprint hit rate in the State 49 5. Property Services a. Annual Performance • In 1995 the two full time property clerks: received 9,788 items, and processed 42,079 transactions. • The number of transactions has doubled in the past 7 years while the number of staff has remained the same. i/r � � � .' �_ `���..w• '> zed �,y �•w,�zs,��� -�;�, x3„r 4..::.,/<a 7� � �y� � ;;� .;-?s;,� •� �' �:� :�< kcal:a�-s� :>;>x`a::,r�,,, .,:"�:n�'�pyi,".:.z; F. Detention Division 1. Performance Indicators ` • Outstanding marks from county, state, and federal regulatory annual or bi-annual inspections at MDF, WCDF, and MCDF. These include: State Board of Corrections inspection covering California Code of Regulations (Title 15), State Fire Marshall Inspection, and County Board of Health Inspection. • Minimal civil law suits resulting from inmate accusations of mistreatment. • Limited number of citizen complaints directed at staff. 50 2. Accomplishments • Total implementation of video imaging booking photograph system at MDF. • Pre-arranged scheduled inmate visiting at MDF. • Activation of inmate medical phone triage system at MDF. • Significantly improved routine building and equipment maintenance enhancement at MDF (computerized work order tracking system). • In excess of 31 ,000 meals provided to the homeless by the MDF (generated approximate revenue of $120,000). • Female inmate program 12,320 square foot building completed at WCDF (allows female inmates equal access to library, educational, and religious programs and facilities within a safe and secure environment). • Housing unit courtyards fenced at WCDF to provide added security and flexibility (U.S. Navy Construction Battalion donated in excess of $200,000 worth of installation labor). • A total of 93 WCDF inmates received their GED certificates and 5 inmates received their high school diploma (This represents a 100% increase over the 93/94 school year). • The MCDF inmate fire fighting and emergency rescue unit responded to 82 calls for assistance. 51 • MCDF flood control unit has saved the County hundreds of man hours in labor costs in the cleaning of flood channels and improved creek areas. • MCDF wood shop produces several hundred wood toys and refurbished 90 bicycles which were distributed to needy children during the Christmas season. • Approximately 15,000 and 32,000 in-custody hours were saved by CAB county parole and CAB electronic home detention respectively. • CAB's work alternative program provided 80,000 hours of community service. • CAB generated approximately $1 ,000,000 in revenue. • Approximately $3,435,000 was saved by CAB's alternative programs. G. Court Services Division 1. Performance Indicators • Assisted in conducting criminal arraignments for 25,000 in- custody inmates in Municipal and Superior Court. • Assisted in 519 in-custody preliminary hearings. • Investigated 185 security incidents at court facilities. 52 2. Accomplishments • Completed comprehensive security survey for all court facilities. • Implemented security orientation/training for all support staff assigned to Superior and Municipal Court. • Restoration of all security functions at court facilities affected by arson fires including: Mt. Diablo Municipal Court, Walnut Creek Municipal Court, and Martinez Superior Court. Section V - Challenges and New Directions A. Technical Services Division 1. Automated Systems Management a. Challenges • The rapidly developing information and communications technologies provide services not only to the public, but also to the criminal elements in our society. These changes highlight the need for law enforcement to have fast reliable access to information contained in numerous locations. The challenge is to link agencies together to provide fast reliable information, to include; crime reports, subject information, criminal history, photos and fingerprints. Easy access to this organized information will make the task of law enforcement and Criminal Justice, easier and more efficient. 53 • Obtain adequate technical support staff. • 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. The new direction is to build cooperative technological projects that provide benefits to the region as well as the individual office. Current planning includes: • An automated report writing system. This will allow crime reports to be completed on a computer in a patrol vehicle and stored electronically. This will save time and make the information immediately available to those who need it. • A county wide arrest history file. This information is currently distributed among all the law enforcement agencies in the county. This file will provide a complete subject arrest history for any location in the county. • A Law and Justice document management system. This would allow all paperwork required in the investigation, prosecution and disposition of criminal cases to be tracked and managed electronically. A savings of time and paper files will enhance the justice system. 54 2. Civil Process a. Challenges • The increase in the amount of civil processes is controlled by the flow of orders from the courts. Our focus is in utilizing the Office of the Sheriff volunteers to maintain service levels with our current full time staff. 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 • Technological advances require a plan for the upgrade and replacement of the existing CAD hardware to allow the migration to a PC-based environment. It is very desirable and more cost-effective to be able to interface with other automated systems in use by the Office of the Sheriff. • Recruitment, training and retainment of qualified candidates for the position of dispatcher. Staffing shortages remain a critical issue, requiring personnel to work an unacceptable number of overtime hours. Current training efforts are making a positive impact and continued focus should resolve 55 staffing shortages. • Obtain authorized staffing level equal to Fiscal Year 1992/1993 level. b. New Directions • Development of PC-based CAD/RMS System that will provide more complete services. 4. Fleet Services a. Challenges • The safety of the Office of the Sheriff members and the public is at risk due to our inability to replace critical law enforcement vehicles in a timely manner. Safe, dependable transportation of personnel and equipment is critical to the Sheriffs Office law enforcement responsibilities. To meet these needs the Office of the Sheriff, in conjunction with the General Services Department, must have a realistic vehicle rotation procurement plan. Funding must be made available to make such a plan viable. • Increase staffing to level needed to ensure adequate and timely fleet management. 56 b. New Directions • The Office of the Sheriff has proposed a fleet management plan that includes the timely rotation of vehicles to ensure the safety of the Office of the Sheriff members. We continue to work with the County Administrator and the General Services Department to identify funding to allow the implementation of the plan. 5. Records a. Challenges • The greatest challenge faced by Records is the continuation of basic service to it customers with the existing staff and equipment. 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 Records, this means automation of data collection and information storage and dissemination. It is our intent that data collection will occur as close to the source as possible rather than at the second or third time the data is handled. It is also important that this be done in such a manner that workloads for those initially collecting the data does not increase. Record's optimal role in the future is ensuring and improving data quality and the availability of information to other elements of the department and records management rather than being a paper handling and data entry point. 57 B. Patrol Division 1 . Challenges • The continued replacement of Patrol vehicles with excessive mileage needs to be addressed. • Development of Automated Report System to increase available officer time and decrease time until documents become available. 2. New Directions • It appears that the State will be funding a grant which will provide for an additional Sergeant and two Deputy Sheriffs to augment the present two-man Marine Patrol Unit. This is crucial given the aforementioned large Marine Patrol responsibility of this division. C. Investigations Division 1 . Challenges • It is essential that staffing levels be augmented and appropriate equipment be provided. • The division will be challenged to obtain vehicle replacements needed for existing staff, plus additional support equipment that is not presently available to include portable radios and laptop computers. 58 2. New Directions • The division will seek staffing for an Investigative Task Force that can concentrate on serious problems such as gang activity, serial criminals and violent fugitives. In addition, there is a growing need to create a "white collar crimes" unit that can address high-tech crimes. Finally, there is a continuing need to gain back the general, sexual assault and narcotics investigator positions eliminated during the early nineties as a result of budget reductions. Additional staffing needs are estimated at ten Deputies, one Sergeant and one clerk. • The Office of the Sheriff needs to create an automated report writing system which will mean a whole new direction in felony investigations. Investigators will Eve much quicker access to reports and will, in turn, be able to serve warrants and file complaints sooner. The use of such as system would represent the single greatest improvement to felony investigations in a decade! • Acquiring an investigative task force and while collar crimes unit would also present new directions for the Division, moving it away from a strictly reactive to a prevention- oriented operation. This could have a significant impact on overall Part I Crimes rates, particularly as they relate to gang activity. D. Administrative Services 59 1. Challenges • It is essential that aging support equipment (computers, audio video equipment, Talking Police Car, etc.) be replaced in order to maintain the viability of programs. • Acquisition of a data entry clerk. Substantial information that could be analyzed and used to enhance operations is being lost due to lack of adequate data entry staff. • Acquisition of an Intelligence Deputy position. The proliferation of criminal gangs and domestic terrorist organizations makes the development of this service critical. • Reduction of department vacancies to zero. • Acquisition of a Sheriff's Specialist to assist in state mandated record keeping, recruiting/testing of applicants, and other related duties. • Acquisition of additional floor space to expand training and record keeping abilities. 2. New Directions • The development of an ACS automated report system will improve information flow to the public and other agencies, enhance investigation of major crimes, and substantially reduce report time. Working with Support Services, Administrative Services must aggressively pursue this potential. 60 ` 0 Development of a long-term, strategic planning function is being considered as a means of improving resource use, thereby enhancing services. • The creation of an Internet Homepage is being considered as an inexpensive means to significantly enhance services to the community, media, and other government agencies. E. Forensic Services Division 1 . Coroner's Office a. Challenges • To maintain our professional status while reducing costs wherever possible by becoming more innovative and automated. • To maintain our equipment and physical plant. b. New Directions To maintain our focus on completing our mandated tasks in a professional manner while keeping costs to a minimum by: • Actively enforcing the inspection autopsy clause in the forensic pathology contract, thereby decreasing costs. • Actively training members of the medical community in signing death certificates on natural deaths. 61 „J • Completing the office automation network to handle the ' increased workload without the need to increase staff, which in turn, will allow for the completion of a comprehensive annual report document. 2. General Criminalistics Section a. Challenges • The examination o forensic evidence in thethe + wake of the O.J. Simpson case is a ne\nrp �sstuat: o z era for laboratories and forensic scientists alike. In recent past, it was not uncommon for testimony on complicated evidence examination methods to slip by with nary a question on cross-examination by defense counsel, even in homicide cases. • The Criminalistics Laboratory employees are highly skilled, competent scientists. The work performed by them is of highest quality. But today, after O.J., this is not enough. These scientists must be supported by an organization that provides equipment capable of analysis techniques that are considered "standard practice” by the forensic community. The organization must also support the analysts with an infrastructure of policies and procedures that can assure that the level of quality of the work product can withstand close scrutiny in the legal arena. 62 • Years of deferred replacement of laboratory technical equipment has resulted in a serious deficiency of m o d e r n scientific equipment in the General Criminalistics Section. The majority of this equipment is greater than 20 years old. This older equipment, although kept at a functional level, lacks the sensitivity, specificity and automated features of newer equipment. This frequently translates into conducting more, less definitive tests, in lieu of a single specific examination. Much of the newer equipment available allows analyses to be conducted in an automated mode permitting greater efficiency in the laboratory. There is also an inherent danger that replacement parts for these items may cease to be available, leaving the laboratory without key "tools" to do its work. • The work space of the General Criminalistics Section is housed in a temporary building placed in the parking lot of the Administration Building nearly 25 years ago. The space is insufficient to accommodate the needs of the laboratory. Evidence examination space is inadequate. Due to their age, the fume hoods are not designed to protect employees from exposure to biohazards from the material they work with. The Fire Department cited some of the laboratory space for failing to meet proper fire codes due to the use of chemicals in the area without proper fire suppression units. Costly retrofitting of overhead sprinklers was required to bring that area up to code. The age of the building makes calls to the General Services Department for service to heating, cooling and plumbing frequent. 63 y 1 : • Provide state-of-the-art, cost effective forensic services to our clients. • For years, the county �fU. rr�r has chosen not to ° neyira[ � t too provide the General eioxs Criminalistics Sectioner�.., with the equipment or facility replacements needed. The cost to replace or add needed equipment is estimated to be a minimum of $850,000. The estimated cost to make minimum work space improvements to the existing building is $125,000, although a new facility is truly required. These costs are so great that they cannot realistically be passed on in laboratory user fees. Grant funds for the types of evidence programs offered by the General Criminalistics Section (serology, firearms and trace evidence) ar`e few. Nationwide, forensic laboratories and the governmental agencies that support them have taken notice of the warning provided by t h e "trial of the century", by upgrading their forensic facilities. This county must participate in active risk management in this arena as well. • Forensic evidence oftenaha [ r� � k rncreasele�� rrren� s. provides its greatest � 1 �o�rc� o �Su�e ups r value when examined �` A early in the criminal the cr rnat }MART a sc i n v e s t it i g a o nthe-art x f©�reans =Ec+ s�rnUG - Investigative leads can �va �abter ag aid the police detective by focusing on possible suspects. Ideally, evidence in homicide and sexual assault cases should be examined within days of its submission to the laboratory. 64 i Prompt examination of evidence should be a priority, however with the current staffing level this is not possible. • In 1992, a Needs Assessment Survey of the laboratory recommended an additional 11 criminalists to adequately meet the needs of the Contra Costa County criminal justice system. We hope this additional staffing can be achieved over the next several years to address the need for more prompt examination of evidence, especially for violent crimes. Perhaps the creation of a county wide Special Services District can provide the funds necessary to meet the recommendations of the Needs Assessment Survey. b. New Directions • Current casework capabilities in 'DNA analysis provide for the analysis of blood stain evidence using a single DNA marker. Due to the increasing demands by the criminal justice system to provide the most definitive methods of characterizing biological evidence, validation of methods which would allow for the expansion of casework capabilities to include other biological materials such as semen, saliva, hair and bone are nearing completion. Subsequently, validation for the addition of a suite of six additional DNA markers and a sensitive method for DNA quantification will also be conducted. • In attempt to address the deficiencies in state-of-the-art technology and the need for facilities improvement, Laboratory management staff have been active in seeking funding from outside sources. In 1996, the laboratory will receive approximately $500,000 in computer equipment and 65 accessories for a ballistics imaging system (IBIS) funded by special appropriation of Federal monies. Other efforts are underway to seek legislative support at the state level for improvements to forensic laboratories statewide. These legislative efforts are in their infancy, so their prognosis for success cannot be measured at this time. We hope the Board of Supervisors, the criminal justice community and the citizens of Contra Costa County will offer their support for this endeavor. • Installation of an automated case management and evidence tracking system networked to our clients. • Officially establish our integrity and professionalism through accreditation. 3. Drug, Alcohol, and Toxicology Section a. Challenges • There were 4,979 drug cases submitted in 1995. The average examination time was 8.8 days. The entire criminal justice system was delayed and arrestees were released from custody because of the delay in getting test results. This period needs to be reduced to 48 hours or less. • One Forensic Toxicologist was assigned to the Toxicology section in 1993. A laboratory aide was added in 1995 to assist. Even with a 754% increase of cases since 1993, the average turnaround time was 21 .9 days for 1,454 Toxicology requests. 66 • Automation of Toxicology section with the implementation of Robotics • Obtain funds to replace Breath Testing Equipment with State of the Art instruments. b. New Directions • The large increase in Toxicology requests necessitates the need to focus our attention in this area. The analysis of toxicology samples is a labor intensive examination with repetitive operations. This is ideal for the use of robotics and computer tracking. The automation of our laboratory's procedures and operation will allow a more efficient examination of cases without increasing the costs to our clients. 4. Central Identification Services a. Challenges and New Directions • To return the Inked Fingerprint Section operation to an On- Line, 24-hour, seven-day-a-week schedule, without increasing the costs of the User Agencies. The County Board of Supervisors recently approved a Board Order to assess the participants in the Sheriff's Custody Alternative Bureau programs a fingerprint verification fee. These fees will be used to partially restore the services. • To plan for the California's Department of Justice's proposed criminal history and identification system. This highly 67 automated system will create a paperless criminal tracking system. This would start with the electronic capture of arrest information, through to the filing of charges, trial, and incarceration. Counties will be performing the tasks of entering and verifying the data and both county and state records will be automatically updated by the entries. 5. Property Services a. Challenges • A comparison study between the Office of the Sheriff Property Services, and those in the other agencies, documented that other agencies have had an increase in transactions and a corresponding increase in personnel. The Office of the Sheriff has had a comparable increabe in transactions with no change in the number of personnel. The current staffing level makes it difficult to perform the daily tasks and it inhibits the purging of property in a timely manner thereby dramatically reducing the availability of storage space. • The building environment at the mezzanine level reaches temperatures as high as 120 degrees in the summer months. During winter months the main floor drops to 40 degrees. The inability to adequately control the temperature creates an uncomfortable environment for the staff and limits our ability to store temperature sensitive evidence and property. 68 1 1 :ti i 7 b. New Directions • The demand on Property Services will continue to grow. In order to meet the increased demands for services the staff must be increased and the aging property information computer system replaced. F. Detention Division 1 . Challenges • Sworn staff levels are extremely low for the inmate population. Maintaining the safety of staff and the community, under these conditions, is problematic. • Increased inmate populations du& to "Three Strike" legislation, domestic violence legislation, and increased bail amounts or bail schedule changes are negatively impacting existing facilities. • Facilities are deteriorating and are not capable of maintaining anticipated inmate populations. • Foster improved citizen contacts generated over telephone or direct physical interaction at each detention facility (reduce negative citizen contacts). • Improve and increase constructive training provided to sworn and general staff. • Increase CAB revenue to allow partial funding of a 24-hour central identification unit fingerprint technician. 69 r 2. New Directions r • Implement innovative and cost effective automated data systems designed to enhance productivity and increase community satisfaction. • Implement standardized word processing software at all detention facilities within the Detention Division. G. Court Services Division 1 . Challenges • Increase advantageous communications with Superior and Municipal court judges. • Renovation and re-location of all Juvenile Courts at the Lions Gate Facility. • Completion of all recommended structural changes at court facilities to improve security. 2. New Directions • Implementation of entry screening equipment at all court facilities. f 70