PUBLIC DEFENDER S OFFICE

Transcription

1 Judicial Function PUBLIC DEFENDER S OFFICE Mission Description 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. Statutory Authority: NRS 260 County Public Defenders. General Fund Expenditures by Type FY11/12 Actual FY12/13 Budget FY13/14 Tentative Budget % Change 12/13-13/14 Salaries & Wages $ 4,688,315 $ 4,854,991 $ 4,928,996 2% Employee Benefits 1,695,190 1,776,364 1,881,126 6% Services & Supplies 327, , ,002 1% Total Public Defender's Offfice 6,711,165 7,037,549 7,219,124 3% Department Full-Time Equivalent Information FTE Summary by Fund FY11/12 Actual FY12/13 Budget FY13/14 Tentative Budget % Change 12/13-13/14 General Fund % Department FY12/13 Strategic Plan 1.0 Department Strategic Objective: Safe, Secure and Healthy Communities Outcome Goal Measure & Target Status 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 M: Conduct thorough investigation of case T: Independently review and investigate all allegations MSC system started August 2011, expanded to SJC January Ongoing search for funding Ongoing search for funding At end of 2012 caseload recommendations were reached for misdemeanor and juvenile deputies. 336 formal investigative assignments in

2 Judicial Function Public Defender s Office Outcome Goal Measure & Target Status Active participation in M: Present ourselves at the schools to educate on Presented to 10 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 T: 2 per year 2.0 Department Strategic Objective: State and Regional Collaboration 2.1 Agreement on roles and responsibilities of governmental entities with commensurate funding Participated in 23 events. Ongoing Outcome Goal Measure & Target Status Evaluate indigent defense provision for local courts 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 funding 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: Determine funding levels necessary for provision of municipal court defense T: Propose contract for representation of municipal courts M: Communicate with local colleges T: Secure interns M: Investigate possible resources T: Obtain funding 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 T: 2 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 M: # of trainings and publication of guide T: At least 1 training per year and Practitioners Guide is published Bid prepared. Waiting direction from RMC. Target is summer AB session Continuing per RMC bid. pending Meeting with vendor Dec 2012 had 30 visits March 2013 had 50+ visits Collaboration with ILRC to launch WikiPage estimated in June 2013 Department FY13/14 Strategic Plan 1.0 County Strategic Objective: Sustainability of our financial, social and natural resources Strategic Goal FY 13/14 Department Goal Department Measure & Target 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 3.0 County Strategic Objective: Safe, secure and healthy communities Strategic Goal FY 13/14 Department Goal Department Measure & Target 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 2 M: Conduct thorough investigation of case T: Independently review and investigate all allegations

3 Judicial Function Public Defender s Office 4.0 County Strategic Objective: Public participation and open, transparent communication Strategic Goal FY 13/14 Department Goal Department Measure & Target Active participation in community school M: Present ourselves at the schools to educate on criminal programs justice 4.2 Expand methods for connecting with citizens, employees, and volunteers. 4.3 Increase the number of volunteer hours Active participation in community service and outreach programs Evaluate investigative internship program with local colleges 1.0 Department Strategic Objective: Safe, Secure and Healthy Communities 1.1 Community confidence in public/government institutions 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: 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 2.0 Department Strategic Objective: State and Regional Collaboration 2.1 Agreement on roles and responsibilities of governmental entities with commensurate funding M: # of trainings and publication of guide T: At least 1 training per year and Practitioners Guide is published M: # of trainings per year T: 2 per year Strategic Goal Goal Measure & Target Evaluate indigent defense provision for local courts 2.2 Increase in private sector and nongovernmental organization participation in interlocal agreements Identify and develop a consistent funding 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 M: Determine funding levels necessary for provision of municipal court defense T: Propose contract for representation of municipal courts M: Investigate possible resources T: Obtain funding 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 T: 2 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 M: # of trainings and publication of guide T: At least 1 training per year and Practitioners Guide is published 3

4 Judicial Function Public Defender s Office Output Measures Department Objective Measure FY Actual FY Actual 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* # of cases per attorney Recommended caseload per atty (*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 # of cases per attorney Recommended caseload per atty 9,492 4, % 2, ,085 4, % 2, ,100 4, % 2, , % 2, Juvenile Court cases: # of juvenile court cases # of cases per attorney Recommended caseload per atty 1, , , , Family Court cases: # of family court cases # of cases per attorney Recommended caseload per atty Appeals: # of appeals # of capital appeals # of cases per attorney Recommended caseload per atty Civil Commitment cases: # of civil commitments # of cases per attorney Recommended caseload per atty

5 Judicial Function Public Defender s Office Department Objective Measure FY Actual FY Actual 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 , , , , (continued) *Took over representation 11/1/

6 Public Defender FY Budget Presentation April 15, 2013 County Commission Chambers 1

7 PD Mission Statement To protect and defend the rights of indigent people in Washoe County by providing them access to justice through professional legal representation. 2

8 Advocacy ~ Integrity ~ Community Protecting the rights of the individual for the benefit of all. Public Defender 8 Investigative Staff 13 Support Staff 32 Attorneys 17 Criminal 3 Misdemeanor 5 ½ Family Court Specialty Court NNAMHS 4 Juvenile Training DUI Court 2 Appellate Misdo Hearings 3

9 2012 Public Defender Statistics: Total cases received = 8,346 8,118 7,519 Yearly Appearances= 32,859 42,872 46,285 Daily average = Active Specialty Court Cases= 978 1,079 1,161 4

10 Caseload statistics by type: Criminal 6,352 6,171 5,697 Cat A Family Juvenile 1,200 1, NNAMHS

11 Services provided to the indigent public: Adult Criminal Defense Juvenile Defense Family Court Representation Involuntary Commitment Hearings Parole Revocation Representation Appellate Representation Specialty Court Representation 6

12 Mandated and Non-Mandated 7

13 Prior Reductions/Additional Courts Prior reductions: (5) 1 Investigator/Polygraph Examiner 3 Legal Secretaries 1 Office Support Specialist Additional Courts (without added resources): DUI Court Mental Health Veterans Adult Drug and Diversion Courts (over 1,000 clients) 8

14 PD Budget for 12/13 $7,037,549 9

15 Accomplishments for 2012 Sponsored 20 CLE programs Over 5,500 hours of intern/volunteer assistance Conducted trainings for CIT officers, CASA volunteers, and NAMI Helped establish the first Family Mental Health Court Externship program with the University of Nevada's School of Social Work 10

16 Accomplishments for 2012 con t Participated in the Mandatory Status Conference (MSC) program in Reno Justice Court Coordinated treatment in Family Court and Specialty Courts to reunify more quickly Hosted internships with the TMCC Paralegal program Immigration consequence Wiki-page to be launched soon Utilizing Iweb visits with inmates at the jail Presented 30+ programs to schools/organizations Coordinated legislative, training, and funding issues 11

17 Institutional Public Defense offers: Quality Representation Community Collaboration Predictable Expenses Best Value to Taxpayers and Community 12

18 Public Defender Budget Presentation By: Jeremy Bosler Questions? 13