WASHOE COUNTY, NEVADA ANNUAL BUDGET FOR THE FISCAL YEAR ENDING JUNE 30, 2014 GENERAL FUND (CONTINUED) PUBLIC DEFENDER

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1 FOR THE FISCAL YEAR ENDING JUNE 3, 214 PUBLIC DEFENDER Mission Description Statutory Authority: The mission of the Washoe County Public Defender s Office is to protect and defend the rights of indigent people in Washoe County by providing them access to justice through professional legal representation. The Office of the Public Defender represents clients in the District and Justice Courts of Washoe County in cases involving felonies, gross misdemeanors, misdemeanors, probation revocation, civil commitments, and parole hearings. Public Defenders also represent clients in Juvenile, Family, and Drug (Specialty) Courts and appeals to the Nevada Supreme Court. Clients are referred to the Public Defender by the courts upon their determination that the clients do not have the financial means to secure representation on their own. NRS 26 County Public Defenders. Expenditures by Type FY11/12 FY12/13 Budget FY13/14 Final Budget % Change 12/13-13/14 Salaries & Wages $ 4,688,315 $ 4,854,991 $ 4,995,67 2.9% Employee Benefits 1,695,19 1,776,364 1,841, % Services & Supplies 327,66 46, ,3-1.8% Total Public Defender's Offfice $ 6,711,165 $ 7,37,549 $ 7,236, % FY11/12 FY12/13 FY13/14 % Change FTE Summary by Fund Budget Final Budget 12/13-13/14 General Fund % Department FY12/13 Strategic Plan 1. Department Strategic Objective: Safe, Secure and Healthy Communities 1.1 Healthy and secure communities Develop post-adkt411 ECR program utilizing existing Public Defender resources Develop a video conferencing system for standardized statewide training for Family Court Develop a statewide re-entry website M: All stakeholders agree on program T: Cases are processed through post-adkt411 ECR program M: Obtain the ability to transmit and receive video training T: Standardized training conducted at least quarterly M: Conduct at least 2 statewide organizational meetings with urban/rural stakeholders T: Launch website Manageable caseloads M: Reduce caseloads T: Reach NAC/NLADA caseload recommendations Adequate time and resources to provide high quality and efficient client service Full-Time Equivalent Information M: Conduct thorough investigation of case T: Independently review and investigate all allegations MSC system started August 211, expanded to SJC January 213. Ongoing search for Ongoing search for At end of 212 caseload recommendations were reached for misdemeanor and juvenile deputies. 336 formal investigative assignments in

2 FOR THE FISCAL YEAR ENDING JUNE 3, Active participation in M: Present ourselves at the schools to educate on Presented to 1 community school programs criminal justice schools. 1.2 Community confidence in public/government institutions Active participation in community service and outreach programs Increase supervisor training for Public Defender conflict policy T: Present to at least 2 schools M: Educate the community regarding criminal justice T: Attorneys to participate in 1 or more community outreach events M: # of trainings per year Participated in 23 events. Ongoing 2. Department Strategic Objective: State and Regional Collaboration 2.1 Agreement on roles and responsibilities of governmental entities with commensurate Evaluate indigent defense provision for local courts M: Determine levels necessary for provision of municipal court defense T: Propose contract for representation of municipal courts Bid prepared. Waiting direction from RMC. 2.2 Increase in private sector and nongovernmental organization participation in interlocal agreements Evaluate investigative internship program with local colleges Identify and develop a consistent stream for 432B representation Evaluate internal attorney assignments and coverage to isolate municipal court caseloads Regular in-house consular training including capital litigation Develop a tablet-ready case management system Increase utilization of Iweb desktop visiting with clients in the jail Develop a standardized immigration/federalization training program and create a Practitioners Guide in collaboration with national non-profit M: Communicate with local colleges T: Secure interns M: Investigate possible resources T: Obtain M: Determine if it s appropriate for a Deputy Public Defender II to handle full representation of a municipal court caseload T: Designate possible vacant positions as Deputy Public Defender II s M: # of consular trainings per year M: Help design system to meet the office needs T: Go-live on new system M: # of Iweb visits per month T: 5% increase in visits per year T: At least 1 training per year and Practitioners Guide is published Target is summer 213. AB session Continuing per RMC bid. pending Meeting with vendor 213. Dec 212 had 3 visits March 213 had 5+ visits Collaboration with ILRC to launch WikiPage estimated in June 213 Department FY13/14 Strategic Plan 1. County Strategic Objective: Sustainability of our financial, social and natural resources 1.1 Maintain a balanced budget that accounts for long-term liabilities Develop post-adkt411 ECR program utilizing existing Public Defender resources M: All stakeholders agree on program T: Cases are processed through post-adkt411 ECR program 136

3 FOR THE FISCAL YEAR ENDING JUNE 3, County Strategic Objective: Safe, secure and healthy communities Develop a video conferencing system M: Obtain the ability to transmit and receive video training for standardized statewide training for Family T: Standardized training conducted at least quarterly Court 3.1 Increase reported perception of individual and community safety Develop a statewide re-entry website M: Conduct at least 2 statewide organizational meetings with urban/rural stakeholders T: Launch website Manageable caseloads M: Reduce caseloads T: Reach NAC/NLADA caseload recommendations Adequate time and resources to provide high quality and efficient client service M: Conduct thorough investigation of case T: Independently review and investigate all allegations 4. County Strategic Objective: Public participation and open, transparent communication 4.2 Expand methods for connecting with citizens, employees, and volunteers Active participation in community school programs M: Present ourselves at the schools to educate on criminal justice T: Present to at least 2 schools 4.3 Increase the number of volunteer hours Active participation in community service and outreach programs Evaluate investigative internship program with local colleges 1. Department Strategic Objective: Safe, Secure and Healthy Communities 1.1 Community confidence in public/government institutions M: Educate the community regarding criminal justice T: Attorneys to participate in 1 or more community outreach events M: Communicate with local colleges T: Secure interns Strategic Goal Goal Measure & Target Develop a standardized immigration/federalization training program and create a Practitioners Guide in collaboration with national non-profit Increase supervisor training for Public Defender conflict policy T: At least 1 training per year and Practitioners Guide is published M: # of trainings per year 2. Department Strategic Objective: State and Regional Collaboration Strategic Goal Goal Measure & Target 2.1 Agreement on roles and responsibilities of governmental entities with Evaluate indigent defense provision for local courts M: Determine levels necessary for provision of municipal court defense T: Propose contract for representation of municipal courts commensurate Identify and develop a consistent M: Investigate possible resources 2.2 Increase in private sector and nongovernmental organization participation in interlocal agreements stream for 432B representation Evaluate internal attorney assignments and coverage to isolate municipal court caseloads Regular in-house consular training including capital litigation Prepare to transition to a new case management system Increase utilization of Iweb desktop visiting with clients in the jail Develop a standardized immigration/federalization training program and create a Practitioners Guide in collaboration with national non-profit T: Obtain M: Determine if it s appropriate for a Deputy Public Defender II to handle full representation of a municipal court caseload T: Designate possible vacant positions as Deputy Public Defender II s M: # of consular trainings per year M: Design/modify system to meet the office needs T: Go-live on new system M: # of Iweb visits per month T: 5% increase in visits per year T: At least 1 training per year and Practitioners Guide is published 137

4 FOR THE FISCAL YEAR ENDING JUNE 3, 214 Output Measures Department Objective Measure FY 1-11 FY FY Estimate FY Projected Provide professional legal representation to indigent clients. Note: Recommended caseloads have been adopted by the American Bar Association (ABA) and the National Association of Criminal Defense Lawyers (NACDL) on the recommendation of the National Advisory Commission (NAC). The commission is made up of elected officials, law enforcement officers, corrections officials, community leaders, prosecutors, judges, and defense attorneys. # of cases received Felony/Gross Misdemeanor Cases: # of felony cases # of gross misdemeanor cases # of companion misdemeanors* (*not included in cases per atty) # of homicide cases # of capital cases Trial rate National trial rate is 3-5% Jury trial success rate Misdemeanor cases: # of misdemeanor cases 9,492 4, , ,85 4, , ,1 4, , , ,5 4 Juvenile Court cases: # of juvenile court cases 1, , ,5 1,5 Family Court cases: # of family court cases Appeals: # of appeals # of capital appeals Civil Commitment cases: # of civil commitments

5 FOR THE FISCAL YEAR ENDING JUNE 3, 214 Department Objective Measure FY 1-11 FY FY Estimate FY Projected Provide professional legal representation to indigent clients. Note: Recommended caseloads have been adopted by the American Bar Association (ABA) and the National Association of Criminal Defense Lawyers (NACDL) on the recommendation of the National Advisory Commission (NAC). The commission is made up of elected officials, law enforcement officers, corrections officials, community leaders, prosecutors, judges, and defense attorneys. Specialty Court cases: # of Mental Health Court # of DUI Court # of Veterans Court # of Diversion Court* # of Drug Court* TOTAL SPECIALTY COURTS: # of community outreach programs/events participated in by staff # of in-house training programs open to local attorneys # of in-house training programs # of in-house CLE credit hours earned by staff , , , ,1 3 (continued) *Took over representation 11/1/