TABLE OF CONTENTS DETENTION SERVICES COMMAND STAFF 8 DETENTION SERVICES DIVISION S OPERATING BUDGET BY BUREAUS 9

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2 TABLE OF CONTENTS LAS VEGAS METROPOLITAN POLICE DEPARTMENT SHERIFF 3 UNDERSHERIFF 4 ASSISTANT SHERIFF 5 OFFICE OF THE DEPUTY CHIEF 6 MESSAGE FROM THE DEPUTY CHIEF 7 DETENTION SERVICES COMMAND STAFF 8 DETENTION SERVICES DIVISION S OPERATING BUDGET BY BUREAUS 9 NORTH TOWER BUREAU 10 CONTROL ROOM 11 FOOD SERVICE 11 BREAKDOWN OF FOOD SERVICE 11 NORTH TOWER RENOVATION 12 NORTH VALLEY COMPLEX 14 COMMISSARY 14 SOUTH TOWER BUREAU 15 INMATE MANAGEMENT AND DIRECT INMATE SUPERVISION 16 YOUTHFUL OFFENDERS 17 MEDICAL SERVICES 17 MENTAL HEALTH SERVICES 17 DISCHARGE PLANNING, PROJECTS AND RE-ENTRY INITIATIVES 18 CCDC INTERNSHIP PROGRAM 19 CORRECTIONS FIELD TRAINING AND EVALUATION PROGRAM (CFTEP) 19 CENTRAL BOOKING BUREAU 20 MISDEMEANOR DIVERSION PROGRAM (g) PROGRAM 21 RENOVATION 21 INMATE VISITATION 22 DNA COLLECTION 22 TUCKER HOLDING FACILITY 23 STAFF ADMINISTRATION OPERATIONS BUREAU 24 ALTERNATIVES TO INCARCERATION 24 ELECTRONIC MONITORING PROGRAM 24 RESOURCE AND RE-ENTRY PROGRAM 24 BUSINESS OFFICE 27 1

3 FIELD SERVICES SECTION 28 INMATE TRANSPORTS 28 LAKES CROSSING CENTER 29 STEIN (LAKES SOUTH) AND MISDEMEANOR DIVERSION PROGRAM 29 VEHICLE MAINTENANCE 29 INFORMATION TECHNOLOGIES 30 POLICY AND PROCEDURES 30 PRISON RAPE ELIMINATION ACT 31 AMERICAN CORRECTIONAL ASSOCIATION ACCREDITATION 31 NATIONAL COMMISSION ON CORRECTIONAL HEALTH CARE 31 RELIGIOUS SERVICES 31 SUPPLY SECTION 32 TRAINING 33 CIVIL/CONSTABLE BUREAU 34 SHERIFF S CIVIL PROCESS SECTION 34 OFFICE OF THE EX-OFFICIO CONSTABLE LAS VEGAS TOWNSHIP 35 DSD CLASSIFICATION SECTION & INMATE PROGRAMS 35 CUSTODY LEVELS 36 INMATE DISCIPLINE 36 INMATE PROGRAMS 37 INMATE WORKER PROGRAM 37 DSD GANGS SPECIAL INVESTIGATIONS UNIT 38 RECORDS BUREAU 39 BOOKINGS, RELEASES AND AVERAGE DAILY POPULATION 40 BOOKINGS 41 E-TRAFFIC WARRANTS 41 FUGITIVE 41 LAS VEGAS TRAFFIC BENCH WARRANTS - BAIL IN LIEU OF BOOKING 41 AVERAGE LENGTH OF STAY (ALOS) 42 RELEASES 42 AVERAGE DAILY POPULATION 43 INMATE HOUSING 43 INMATE POPULATION PROJECTION 44 POTENTIAL ADJUSTMENTS TO FORECAST 44 PERSONNEL DEMOGRAPHICS 45 OFFICE OF GENERAL COUNSEL 46 STAFF PHOTOS 47 INDEX 48 2

4 LAS VEGAS METROPOLITAN POLICE DEPARTMENT EXECUTIVE STAFF SHERIFF SHERIFF JOSEPH LOMBARDO Sheriff of Clark County, Nevada 3

5 UNDERSHERIFF UNDERSHERIFF KEVIN MCMAHILL Las Vegas Metropolitan Police Department 4

6 ASSISTANT SHERIFF ASSISTANT SHERIFF TODD FASULO Law Enforcement Administration and Detention Group 5

7 DEPUTY CHIEF DEPUTY CHIEF RICHARD SUEY Office of the Deputy Chief Detention Services Division 6

8 MESSAGE FROM THE DEPUTY CHIEF My first year as Deputy Chief of the Detention Services Division (DSD) has been challenging and rewarding. During this year, the staff at the Clark County Detention Center (CCDC) had to deal with the most difficult phase of our North Tower Renovation Project. During this phase, we lost the use of our 12 th floor staff dining area, locker rooms and briefing room. This phase also included the replacement of six North Tower elevators. The entire renovation of our northwest quadrant, which included our booking area, forced us to integrate an alternate booking area into our releasing area. Even with this integration, we still successfully processed approximately 60,000 bookings. While under construction, our dedicated staff members worked tirelessly to ensure that the highest standards for jail operations were maintained. Our staff s commitment to excellence was reflected during our American Correctional Association (ACA) Accreditation Audit in which we scored a 100% on all mandatory standards and a 99.67% on all non-mandatory standards. This was the highest ACA accreditation score we ve received since our first ACA accreditation in 1998 and according to the ACA, the highest score of any large facility accredited during In July of this year, we also completed our three year Jail Management System (JMS) upgrade from ITAG to ELITE. This was a daunting but successful project as it included 36 interfaces with different software systems and included our partners in the criminal justice system. The transition of this upgrade was mostly seamless and the project was completed under budget. As a budget saving initiative, we returned 320 inmates that were contracted for bed space in Lincoln County, Henderson and the City of Las Vegas. This decision consolidated all of our county inmates under the roof of DSD s North Valley Complex (NVC) and created an annual savings of approximately $4.5 million. In 2016, we ran two corrections officer academies and graduated a total of 83 new officers. Of these 83 new officers, 36 new officer positions were created as part of our staffing plan for the NVC. Due to the displacement of inmates during the renovation project, the return of the contracted bed inmates, and the increase in violent crime, the NVC has been at or near capacity since September of The NVC has been mostly operated with displaced North Tower staff and overtime officers. As part of our community engagement and our efforts to reduce recidivism, we partnered with two local nonprofits, Work Force Connection and Hope for Prisoners (HFP) on a $500, annual grant to provide a leadership, mentoring, and job skills programs for sentenced inmates at the NVC. This is an ongoing partnership in which we hope to expand, as it is proving to be a great success. We will also strive to expand our alternative to incarceration and re-entry programs. As we continue into 2017, our goal is to strive toward our vision of being the safest jail in America and we will accomplish this by ensuring our mission is fulfilled and our values of Integrity, Courage, Accountability, Respect for People and Excellence are made a priority by all of our staff. 7

9 DETENTION SERVICES COMMAND STAFF FRONT: BACK: Left to right: Captain William Teel, Staff Administration and Operations Bureau; Captain Andrew Peralta, Central Booking Bureau; Assistant General Counsel Martina Geinzer for the Detention Services Division; and Damon Harris, County Finance Officer. Left to right: Captain Richard Forbus, Civil Constable Bureau; Director Marcie McMahill, Detention Records Bureau; Captain Fred Meyer, South Tower Bureau; Deputy Chief Richard Suey of the Detention Services Division; and Captain Gary Driscoll, North Tower Bureau. 8

10 The annual operating budget for DSD is apportioned into the six bureaus that make up the division, and one Division budget, each with varying levels of responsibility that directly impact the day-to-day operations of the division. The chart below shows the breakdown of each bureau with their respective operating budgets for fiscal years 2016 and DETENTION SERVICES DIVISION OPERATING BUDGET BY BUREAUS Budget FY 2016 FY 2017 # Change % Change OODC $ 1,968,657 $ 2,334,217 $ 365, % North Tower 1 $ 60,335,442 $ 68,497,346 $ 8,161, % South Tower 2 $ 53,605,665 $ 56,034,387 $ 2,428, % Central Booking 3 $ 27,692,500 $ 28,764,287 $ 1,071, % Staff Operations 4 $ 28,123,262 $ 33,516,088 $ 5,392, % Civil/Constable 5 $ 17,174,932 $ 12,830,281 $ (4,344,651) -25.3% Records 6 $ 11,940,330 $ 12,609,390 $ 669, % Totals: $ 200,840,788 $ 214,585,996 $ 13,745, % DETENTION SERVICES DIVISION SALARIES, WAGES, EMPLOYEE BENEFITS, SERVICES AND SUPPLIES, AND CAPITAL OUTLAY 7 Budget FY 2016 FY # Change % Change Salaries/Wages $ 98,812,649 $ 109,401,359 $ 10,588, % Employee Benefits $ 46,949,710 $ 51,719,145 $ 4,769, % Services/Supplies $ 55,668,500 $ 57,676,160 $ 2,007, % Capital Outlay 9 $ 541,288 $ 5,965,000 $ 5,423, % Totals: $ 201,972,147 $ 224,761,664 $ 22,789, Includes Food Service Contract, Laundry, Library Contract and the NVC. 2 Includes Medical. 3 Includes Immigration and Customs Enforcement, Laughlin and Special Emergency Response Team. 4 Alternatives to Incarceration, Business Office, Field Services, General Maintenance, Information Technologies, Policy & Procedures, Religious Coordinator, Training and Warehouse. 5 Includes Sheriff s Civil, Classification, Constable, Contract Beds, Gangs and Inmate Programs. 6 Includes Court Services and Records Support. 7 This includes County Finance, Housekeeping and Facilities. 8 Anticipated Cost of Living Adjustment, uniform allowance and health insurance increases. 9 This includes ticket items typically over $5,000 and may include vehicle replacements, recreation yard cameras, vehicles for House Arrest, etc. 9

11 Captain Gary Driscoll Lieutenant Scott Zavsza NORTH TOWER BUREAU Faced with an outdated, overcrowded detention facility and a federal court order to remedy the situation, Clark County officials and the Las Vegas Metropolitan Police Department funded and built the Clark County Detention Center in This portion of the facility, which is now called the North Tower, was built to house 852 inmates. Within a short time after opening, the decision was made to double bunk a large portion of the cells, increasing the capacity to 1487 inmates. The North Tower Bureau currently manages nearly 2,200 pretrial and sentenced inmates, ranging in classification from minimum to maximum custody, to include 1,080 inmates at NVC. In addition to the general population units, the North Tower Bureau also has both male and female disciplinary, mental health, medical and protective custody units. NORTH TOWER 10

12 CONTROL ROOM Control Room Operators (CROs) are responsible for controlling the movement of both staff and inmates throughout the facility. This is done through observation using closed-circuit cameras and monitors in conjunction with monitoring all radio communications and dispatching appropriate personnel. CROs are responsible for ensuring that all doors and elevators within the facility remain secure. The control room is staffed by a minimum of five CROs on the dayshift and four CROs on the nightshift. The NVC is staffed by two CROs at all times FOOD SERVICE The CCDC has contracted with Aramark Corporation to provide food services to approximately 4,100 inmates, three times a day. Meals consist of three hot meals for a total of 12,300 meals served per day. Aramark is also responsible for preparing correctional staff meals, which are served in the staff dining room. BREAKDOWN OF FOOD SERVICE Meals Served # Change %Change Inmate Meals 4,304,856 3,837, , Staff Meals 80,664 75,866 4, Sack Lunches 18,887 13,720 5, Total 4,404,407 3,927, , Meal Costs # Change %Change Inmate Meals 10 $0.97 $0.95 $ Staff Meals $1.53 $1.50 $ Sack Lunches $1.32 $1.30 $ Transport $5, $23, $18, Price increased on November 1, 2016 from $ to $

13 During 2016, the total inmate and staff meals served increased due to the NVC being fully populated and staffed. Transport costs decreased significantly due to the transport cost being eliminated in June 2016, when the kitchen renovation was completed. NORTH TOWER RENOVATION The North Tower Renovation, which broke ground in July 2012, is an extensive five-phase project from the basement to each four quadrants of the North Tower, with an overall project budget in excess of $120 million. It encompasses the replacement of all existing electrical, mechanical, and plumbing infrastructures in the North Tower, as well as upgrading technologies such as the facility s camera system, and management control of doors, lighting, and water. The DSD Projects Section is responsible for the design, coordination and oversight of this project, as well as all other major projects in the Detention Services Division. To date, the North Tower Renovation Project is on budget and ahead of schedule, and is expected to easily meet or beat its projected February 2018 completion date. The following is a brief description of the major projects completed by the projects team in North Tower Renovation Phase IIB: The southeast quadrant of the North Tower was completed in January 2016, slightly ahead of schedule. This included the total renovation of: o o o o All A modules House Arrest Intake Services / Pretrial Civil Bureau Office converted to Field Services Office Planning, design, and coordination of furniture, fixtures and equipment for renovated areas. Complete background screenings and conduct Security Briefing classes for more than 800 contract workers. North Tower Renovation Phase IIC: The northwest quadrant of the North Tower was completed in December 2016, considerably ahead of schedule. This includes the total renovation of: o o o o o o o All C/D modules Sergeants offices Sick call rooms Booking Code five vehicle sally port Weight room converted into an additional property room All North Tower passenger elevators 12

14 o The 12 th floor, to include: Staff dining room All locker rooms Special Emergency Response Team Armory North Tower lieutenant s office Planning, design, and coordination of furniture, fixtures and equipment for renovated areas. Complete background screenings and conduct Security Briefing classes for all contract workers. Moving forward in January 2017, renovation will begin in the southwest quadrant, which is the fourth phase of the North Tower Renovation Project. This phase will include the E/F modules, property room, core hallways, and the elevator sally ports. This phase of construction is projected to be completed in January 2018, and the final Temporary Certificate of Occupancy is expected to be received by February 22, North Tower modules renovated to reinforce direct supervision of inmates. Facility camera system upgrades to improve overall security. Booking overhaul to add to operational efficiency. 13

15 NORTH VALLEY COMPLEX During the first two months of 2016, the average daily population (ADP) of the NVC was capped at 500. Shortly thereafter, the decision was made to begin returning all contracted beds to CCDC and opening additional units at the NVC, as needed. In May, this process began with the return of the City contracted beds. Contract beds were closed through attrition over a two month period. In July, the same attrition process was used to return all Henderson contracted beds and then in October, the Lincoln County contract beds were returned. Through this process, the average count of the NVC rose from 500 in January to its maximum capacity of 1080 in the last quarter of the year. The classification level and status of the inmates at the NVC has changed several times through the year to fit the housing needs at the time. During a short period, the growing juvenile population had to be relocated to the NVC. COMMISSARY CCDC contracted with Aramark Corporation to provide commissary services, debit cards for inmates releases, deposits to inmates accounts, visitation maintenance and services, and provided a digital kiosk system in all housing units at CCDC and NVC. The digital system allows inmates to order commissary, check inmate account balances, and access the Legal Library resources within their housing unit. From January 1, 2016 through December 31, 2016, the gross inmate commissary sales were $3,546,214 with 178,349 total orders for a population averaging icare* sales were $854, with 17,492 orders. Combined commissions paid to the Inmate Trust Fund were $1,170,969. In 2017, the Commissary Program is going to expand to include a Fresh Favorites Program. This program will provide hot food items for the inmates to purchase. *icare is a prepackaged group of products consisting of either food items, hygiene items or writing materials that can be purchased for inmates housed at CCDC or NVC over the Internet. 14

16 Captain Fred Meyer Lieutenant Nita Schmidt SOUTH TOWER BUREAU The South Tower Bureau manages nearly 1,500 pretrial and sentenced inmates, ranging in classification from minimum to maximum custody. The physical structure of the facility is primarily dorm-style housing, with some restrictive housing modules to manage those that require a more secure environment. The Direct Inmate Supervision (DIS) philosophy is utilized by correctional staff to manage the inmate population. There are units specifically dedicated for medical observation and those with mental health needs. Discharge planning is offered and multiple group therapy sessions occur weekly. There is a specialized youthful offender module, with educational and behavioral programs geared toward their specific needs. Hospital operations are coordinated by the South Tower, as is the Clark County Detention Center s Internship Program and the Corrections Field Training and Evaluation Program (CFTEP). SOUTH TOWER 15

17 INMATE MANAGEMENT AND DIRECT INMATE SUPERVISION The Direct Inmate Supervision philosophy is utilized by correctional staff assigned to the South Tower. Successful module management via DIS requires officers and supervisors to implement numerous strategies, some of which include: Thinking like a good supervisor Expecting the best Setting clear expectations Using positive reinforcement Holding inmates accountable Treating people with respect and consideration Being just and fair Relying on the least restrictive supervisory techniques necessary Managing by walking and talking Identifying and addressing concerns Being a source of information and services Encouraging inmates to take personal responsibility Planning and supervising activities Developing and measuring unit goals Applying policies and procedures appropriately Keeping co-workers and supervisors informed Taking initiative and calculated risks Being creative and flexible Being yourself and a role model for the inmates Initially, several open-dorm units were designated as test modules in order to provide a proof of concept and hopefully reduce the rates of violence and disorder. Implementation required a cultural change and thanks to several employees who took calculated risks, the project was a success. When evaluating same module violations year over year, there was an approximate 58% reduction in the frequency of fighting and a 55% reduction in formal misconduct overall. Further implementation of the philosophy will extend to other areas of CCDC and NVC in the year to come. New policies will be developed and evaluation and implementation of what works will take place division wide thanks to the hard work and dedication of many officers, supervisors and managers assigned to the South Tower. Administrative Segregation Unit South Tower Dormitory 16

18 YOUTHFUL OFFENDERS The South Tower Bureau provides a specialized housing unit for youthful offenders who have been certified and charged as adults by the local courts. This unit provides sight and sound separation from the adult inmate population and allows officers to focus their time and attention on the special needs of this population. Juveniles attend mandatory high school education classes and are offered numerous programs, in order to provide them prosocial skills. Physical education classes are conducted and group therapy sessions occur each week in the Youthful Offender module. All formal schooling is provided by certified teachers from the Clark County School District and several inmates have graduated with a high school diploma while incarcerated in CCDC. MEDICAL SERVICES CCDC is accredited by the National Commission on Correctional Health Care (NCCHC) and is dedicated to providing the highest level of medical and mental health care possible. NaphCare, Inc. is the contracted vendor responsible for maintaining the health of detainees. There are over 140 medical professionals working at CCDC and NVC, including but not limited to physicians, physician s assistants, nurse practitioners, registered nurses, licensed practical nurses, emergency medical technicians and medical assistants. Some of the services provided to inmates include: Medical and mental health screenings Dental assessments and evaluations Sick call clinical visits Detox monitoring and treatment Infectious disease treatment On-site prenatal care On-site dialysis On-site chronic care visits Medical personnel also coordinate required specialty visits and hospital care for those inmates that need emergency treatment or higher level interventions. University Medical Center is the primary hospital facility that provides off-site care. MENTAL HEALTH SERVICES A disproportionate number of inmates involved in the criminal justice system suffer from some form of mental illness. Custody and clinical staff work together daily to manage those inmates requiring mental health treatment and work diligently to build and maintain partnerships throughout the justice and social service communities in Southern Nevada. A continuity of care network has been built with Southern Nevada Adult Mental Health Services. Regular communication with them has improved care for inmates housed within CCDC and provided the opportunity for a warm handoff to additional community based mental health services upon release. 17

19 In addition, South Tower Bureau management staff and Naphcare, Inc. administration have been involved with the Lakes Crossing Task Force. This group includes representatives from the district attorneys and public defenders offices, and multiple state agencies with a goal of improving system level efficiency and effectiveness for inmates involved in competency court. Over the year, significant progress was made in this endeavor and an additional state mental health facility has been brought online, providing an additional 47 forensic hospital beds in Southern Nevada. DISCHARGE PLANNING, PROJECTS AND RE-ENTRY INITIATIVES CCDC, through its relationship with NaphCare, Inc., employs a full-time discharge planner. This person works diligently with the inmate population to identify those with a release date and provide them with appropriate resources prior to their return to the community. As part of the discharge planning process, the discharge planner will arrange for medications or prescriptions for inmates being released to treatment programs. The discharge planner also provides in-custody inmates with important information, to include: housing availability, food options, employment, substance abuse treatment and mental health resources. In 2016, we were able to coordinate with the State of Nevada and implement a program to provide inmates with access to evaluation and potential enrollment into services such as food stamps, welfare and Medicaid prior to release. The Department of Welfare and Supportive Services (DWSS) has assigned a full-time Community Outreach Specialist to screen inmates and provide them with access to services upon release. One of the barriers to effective re-entry can be a lack of resources and this program links those in need with available programs in the community prior to release, thereby potentially reducing the rate of recidivism. The program has only been running for a few months, but there has been so much progress that DWSS is projected to add another case worker and clerical assistant in the coming year. In an effort to improve communication services for the deaf and hard of hearing within CCDC, we partnered with the Deaf Centers of Nevada and were able to integrate a new video phone system within the Detention Center. This technology ensures all of our inmates have the ability to communicate with attorneys, family and friends. The system was provided free of charge through a grant with the assistance of the Deaf Centers of Nevada and we are currently the only jail on the west coast to have this system available for our detainees. Over the past year, services were integrated from the Southern Nevada Health District (SNHD) in order to provide testing, counseling and references to community care for those inmates that have a communicable disease or are HIV positive. Communicable disease specialists work within CCDC to provide testing and counseling, as well as provide referrals to providers upon release, thus increasing the likelihood they will continue treatment and make our community a safer place. NaphCare, Inc. physicians have received specialized training from SNHD so we can ensure the best possible care for those detained within CCDC. In collaboration with the Clark County Specialty Courts, a new program was implemented that aimed at reducing the crisis of opiate addiction in the community. With court approval and inmate consent, medical providers at CCDC administer prescription medication just prior to release that is designed to block the effect of opiates for an extended period. Upon release, the individual is monitored by the courts and directed into further treatment and counseling. While this program is very new, preliminary results suggest that the use of 18

20 this drug in combination with follow-up by the courts may result in a lower incidence of relapse into opiate abuse and recidivism. CCDC INTERNSHIP PROGRAM Through collaboration with the University of Nevada, Las Vegas, we have had several interns explore the entire operation of the CCDC and provide clerical assistance, where needed. The interns have assisted with the organization of paperwork and filing for incarcerated veterans, created a webpage for a kiosk information system, assisted with application of home monitoring devices and aided in other paperwork related tasks. This program has built bridges with the local university system and even provided an avenue for recruiting future civilian and commissioned employees of LVMPD. CORRECTIONS FIELD TRAINING AND EVALUATION PROGRAM (CFTEP) This program is a successful model as a field-training program for corrections nationwide. The program is currently staffed with one captain, three lieutenants, seven sergeants, and approximately 86 certified field training officers. Since being assigned to the South Tower Bureau, the CFTEP Program has expanded dramatically as the department continues to grow. Our program has partnered with the National Association of Field Training Officers to provide advanced training, as well as initial certification classes. This collaboration has allowed CCDC to host several agencies from the western United States and provided a substantial cost savings to the department. The CFTEP Program also conducts mentoring and training for newly promoted supervisors and coordinates reorientation training for those staff members who have been off of active duty for an extended period. CFTEP Officers 19

21 Captain Andrew Peralta Lieutenant Brian Arizmendi CENTRAL BOOKING BUREAU The Central Booking Bureau (CBB) operates with commissioned and civilian staff and is responsible for booking and releasing of arrestees within Clark County. CBB services approximately 52 different federal, state, and local agencies. Arrests are also processed at our Tucker Holding Facility in Laughlin, Nevada on the border of Arizona. In addition to processing over 60,000 arrestees per year, CBB is also responsible for the inmate property room, mail room, Special Emergency Response Team (SERT), Armory, jail based 287(g) Program, and inmate visitation. Intake Area of Central Booking 20

22 MISDEMEANOR DIVERSION PROGRAM The Misdemeanor Diversion Program is an ongoing program designed to address a growing inmate population due to the facility renovation. Misdemeanor arrestees brought in for booking at CCDC, are reviewed by a corrections lieutenant to determine the need to be booked versus being redirected to other community resources that may be more effective in dealing with their specific issues. Combative or intoxicated arrestees do not qualify for this program and are booked into the facility. There were a total of 298 misdemeanors diverted in 2016, with a high of 35 in March Misdemeanor Diversions 00 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC # Inmates (g) PROGRAM The mission of the LVMPD 287(g) Program is the removal of criminal aliens in order to ensure a safer community. The 287(g) Program refers to a section of the immigration law that authorizes the federal government to partner with local law enforcement agencies to enforce immigration law through specially trained officers with local and federal powers of arrest and detention. The unit interviews individuals coming into the facility who are foreign born, booked as John/Jane Doe, have discrepancies in their birthplace information, and/or refuse to give birthplace information to their arresting officer. RENOVATION Throughout 2016, the CBB has undergone an extensive renovation. During this process, our operations were temporarily moved to what is known as our Transfer Release Section. On December 27, 2016, we moved back into the newly renovated booking area. Upgrades in furniture, fixtures, equipment, and work flow, will provide a better living environment for those incarcerated, and increase efficiency in returning patrol officers back to their patrol functions after an arrest has been completed. 21

23 INMATE VISITATION Inmate visits in 2016 totaled 93,282 to include: Social Video Visitation 58,209 Official Video Visitation 13,358 Official Contact Visits 21,715 Social video visits consists of family, friends, and religious representatives, etc. Official visits (video or contact) are comprised of attorneys, investigators, medical personnel, parole and probation officers, and other law enforcement agencies, etc. DNA COLLECTION In 2016, DSD, through the collective efforts of the division s personnel and the Forensic Lab, were able to collect 11,782 deoxyribonucleic acid (DNA) samples from persons arrested for felonies, accounting for 84% of samples collected in southern Nevada. The collection and processing of arrestee DNA is recorded in the Combined DNA Index System (CODIS). During this time period, southern Nevada had 193 confirmed hits from CODIS, with 180 of them coming from CCDC samples. By utilizing CODIS, a total of 215 investigations were aided through hits due to samples collected from southern Nevada arrestees for the following crime types: Burglary (includes Auto) 133 Recovered Stolen Vehicle 24 Sexual Assault 22 Robbery 23 Homicide 5 MDPP 11 /Vandalism 1 Larceny/Grand Larceny 6 Forgery 1 11 Malicious destruction of private property 22

24 TUCKER HOLDING FACILITY The Tucker Holding Facility (THF) is a booking and holding facility that can hold up to 30 inmates per day and is operated by the LVMPD in Laughlin, NV. It is designed, staffed and used for the temporary housing of adult persons charged with a criminal offense prior to trial or sentencing and for the temporary housing of such persons for up to 72 hours. THF averages approximately 67 bookings per month. 23

25 Captain William Teel Lieutenant Neal Kelso STAFF ADMINISTRATION OPERATIONS BUREAU ALTERNATIVES TO INCARCERATION ELECTRONIC MONITORING PROGRAM The Electronic Monitoring Program provides a housing alternative for qualified sentenced inmates and clients referred by the courts. The program allows qualified inmates to be incarcerated in their home or other approved residence, under electronic supervision, in lieu of incarceration at CCDC. As of December 31, 2016, there were a total of 1,865 clients activated on the Electronic Monitoring Program. On average, 156 clients were activated per month, a 24.8% increase from 2015 s average of 125 per month. RESOURCE AND RE-ENTRY PROGRAM The Resource and Re-entry Program was established in late 2012 and has one corrections officer assigned to the unit. The mission and goals of this program are as follows: The mission is to reduce recidivism through collaboration with community based programs and to offer effective alternatives to incarceration, with an emphasis on community corrections, treatment and support services. The goals are: o To educate community partners on DSD demographics, re-entry program developments and barriers to effective transition of the inmate population into society. o Work with local educational institutions to conduct statistical research and analysis of collected data to form a foundation for application of evidenced-based programming designed to reduce inmate recidivism. 24

26 o o o o Establish Memorandums of Understanding (MOU) with county, state and/or federal agencies to assist inmates with procuring identification documents. Develop a partnership with local judiciary to explore alternatives to incarceration through evaluation and application of research outcomes. Develop opportunities for undergraduate and master level students to fulfill degree internship requirements. Seek and obtain funding opportunities to offer assistance with transitional supportive services and education. Through the efforts of the Re-entry Program Coordinator, partnerships were developed with the following entities: o o o o o o o Housing assistance through the Edward Byrne Memorial Justice Assistance Grant Program Las Vegas Rescue Mission Southern Nevada Mental Health WestCare, Inc. Freedom House Beacon of Hope Thompson House Twenty inmates were placed in Sober Living Transitional Living Homes to participate in the electronic monitoring programming. Six inmates were placed in inpatient treatment Cost of housing $49,366 Cost of incarceration $132,030 ($135 X 978) Cost savings $82,664 Veteran s Affairs interviewed 32 veteran inmates for housing and supportive services. Nevada Department of Motor Vehicles (DMV) and LVMPD s Office of Intergovernmental Services in collaboration with Senator Segerblom are working on a bill proposal for the Nevada Legislature for 2017 which will allow the DMV to assist inmates in all local, county or municipal detention facilities to obtain identification while incarcerated and waive the fees within 90 days after their release from custody. Many inmates have lost their identification and some have never obtained identification. In order to take advantage of this opportunity, inmates must be involved in some type of transitional assistance program. Identification will allow inmates the ability to participate in programs, gain employment and obtain services in the community. A MOU has been forwarded to the Social Security Administration to establish the process for inmates to receive their replacement Social Security cards while in custody. 25

27 The Re-entry Coordinator is a mentor with other officers in the HFP workshops, which are designed to reduce tension between ex-offenders and local law enforcement. The Hope for Prisoners Prerelease Program received funding from Workforce Connections to provide employment and life skills training, along with transitional services. In collaboration with other community partners, such as Hospitality International Training and College of Southern Nevada, 12 inmates successfully completed the in-custody program. The programs offered were: Culinary, Facility Maintenance and Commercial Driver s License preparation classes. This is the first time such programs have been offered at DSD. In collaboration with the DSD Records Bureau, Social Security Administration and Denver Regional Office of the Selective Service, barriers to inmates participating in the program have been eliminated or reduced. On August 11 th and 12 th, 2016, the DSD conducted the first Global Leadership Summit (GLS) for a jail by hosting a site for a segment of the inmate population. The GLS focused on providing those who attended with vision, inspiration and practical skills. This was done by assisting attendees in executing ideas that mattered the most to them, identifying key ingredients of successful turnarounds, instilling virtues that accelerate teamwork, navigating cultural differences and harnessing increased odds of inmates successfully transitioning from custody into the community. A total of 40 inmates attended the event. 26

28 BUSINESS OFFICE Financial Officer Damon Harris Accounting Supervisor Lana Robinson The Business Office of DSD is responsible for budget development and fiscal management of the division s operating, capital and inmate funds. The Business Office maintains records, receipts, logs and audit trails as required by the Governmental Accounting Standards Board. The Business Office also maintains a trust account for each inmate booked into custody. Inmates booked into CCDC may use these funds for services and privileges that require payment by the inmates. Additionally, the Business Office enters vouchers and deposits for the Sheriff s Civil and House Arrest sections, as well as processing various payroll functions on behalf of DSD staff. Transactions/Funds FY2016 FY2015 # Change % Change Inmate Requests 4,133 5,156 (1,023) (20)% Postage 6,403 7,777 (1,374) (18)% Charge Slips 13,989 16,145 (2,156) (13)% Checks 7,980 9,955 (1,975) (20)% Invoices 3,353 3,826 (473) (12)% Money Releases* 25,291 10,227 15, % Total Funds $7,636,880 $8,481,893 ($845,013) (10)% Disbursed 12 Total Funds Received $7,874,686 $8,170,753 ($296,067) (4)% *Significant increase due to the removal of transaction fees and minimum threshold by vendor 12 ADP dropped almost 400 inmates from FY15 to FY16 resulting in fewer transactions flowing in and out of the funds. 27

29 FIELD SERVICES SECTION INMATE TRANSPORTS Officers assigned to the Field Services Section (FSS) are responsible for the transportation and security of inmates taken outside the confines of the CCDC and NVC. This includes movement to district and justice courts throughout Clark County and transports to medical facilities, polygraphs, psychiatric evaluations and court-ordered civil commitments. In 2016, FSS completed 149,987 transports, 11.4% more transports than

30 36,058 district court transports, an increase of 6.5% (2,220 more transports) 61,294 justice court transports, an increase of 10.4 % (5,786 more transports) 20,756 (43,512 round trip) NVC transports, an increase of 32.6% (10,208 more transports) An average of 418 court transports per day, an increase of 17% (61 more transports per day) or 712 all-inclusive transports per day, an increase of 32% (173 more transports per day) 1,019 medical appointments, a decrease of <1% (eight fewer transports) LAKES CROSSING CENTER Per Nevada Revised Statute 433, a defendant may be court ordered to undergo an evaluation to determine competency for standing trial or receive pronouncement of judgment. When so ordered, CCDC is charged with arranging transportation for the inmate to the Lakes Crossing Center located in Sparks, Nevada. This facility falls within the purview of the Nevada Division of Public and Behavioral Health. In 2016, there were 164 inmates transported to and from Lakes Crossing on 21 flights. STEIN (LAKES SOUTH) AND MISDEMEANOR DIVERSION PROGRAM Additionally, DSD is charged with providing transportation for mental commitments to Stein (Lakes South), as well as inmates ordered to the Misdemeanor Diversion Program. These sites are located in or near the Rawson-Neal Psychiatric Hospital in Las Vegas, Nevada. This facility also falls within the purview of the Nevada Division of Public and Behavioral Health. In 2016, there were 62 inmates transported as part of the Misdemeanor Diversion Program, 377 to and from Stein, 46 to C-Pod and 21 mental commitments to Rawson-Neal. VEHICLE MAINTENANCE In 2016, DSD had 80 vehicles assigned to the division. Total year-end mileage for all vehicles was 553,733 miles, an increase of 16,810 miles as compared to the 536,923 miles driven in

31 INFORMATION TECHNOLOGIES Manager David Wilkinson The Information Technologies Section (IT) is responsible for computer-based systems used by the DSD. These systems include the databases used to send information internally for accounting, training, staffing, inmate records management and managing the facility. Our systems also support the visitation system, the control systems, the inmate phone system and the data network. Our systems interface with the justice community for information exchange to entities such as the district attorneys offices, public defenders offices, the courts, Immigration and Customs Enforcement, the State of Nevada and the Victim s Identification Network. The IT section is required to update hardware and software systems used by the DSD. This section also manages the security systems for the networks and the integrity of data through backup and disaster recovery. In 2016, IT successfully replaced the Jail Management System with ELITE. The transition to the new system came in under budget and will provide DSD with a reliable system that provides more detailed information for management of the inmate population. POLICY AND PROCEDURES The Policies and Procedures Section is responsible for maintaining the facility s ACA accreditation standards. The section is responsible for conducting routine facility inspections to determine adherence to standards, updating division policies in compliance with local, state, and federal accreditation laws and standards, assisting the LVMPD s Quality Assurance Programs and Accreditation Section with documentation required for the Commission on Accreditation for Law Enforcement Agencies, Inc. standards and assisting NaphCare, Inc., with documentation needed for the NCCHC standards. 30

32 The section also responds to various requests for information, including surveys, as required by the United States Department of Justice, Bureau of Justice Statistics, Prison Rape Elimination Act (PREA), the American Jail Association, the ACA and the United States Census Bureau. PRISON RAPE ELIMINATION ACT The Prison Rape Elimination Act of 2003 is designed to prevent, detect and respond to sexual abuse in confinement facilities. In compliance with PREA standards, CCDC documented a total of 69 allegations for AMERICAN CORRECTIONAL ASSOCIATION ACCREDITATION On October 31, 2016, an ACA Audit was conducted in CCDC which resulted in a 99.67% for non-mandatory standards and 100% on mandatory standards. The score of 99.67% is the highest score awarded to CCDC since its initial accreditation in CCDC is set to receive this accreditation on behalf of Sheriff Joseph Lombardo in January of 2017, when attending the ACA s 2017 Winter Conference in San Antonio, Texas. NATIONAL COMMISSION ON CORRECTIONAL HEALTH CARE CCDC is also accredited by the NCCHC. CCDC first achieved this accreditation in 1993 and continues to maintain this accreditation. The most recent certificate received was in June 2015 with 100% compliance with the Essential and Important Standards. RELIGIOUS SERVICES The Chaplain s Office supports religious programming utilizing 629 approved volunteers and providing the location for religious services and programs. There are 54 evening and weekend services and religious programs available to the inmates. This office provides documents to families of those incarcerated for purposes of temporary guardianship, power of attorney, general permission letters, property and marriages. 31

33 SUPPLY SECTION Supply Supervisor Leah Martin The Supply Section is responsible for the procurement, warehousing and distribution of janitorial and office supplies, clothing, hygiene and other general supplies for use throughout the DSD facilities. Additionally, the Supply Section manages the procurement, inventory and distribution of police equipment for DSD officers. In FY16, the Supply Section distributed over $1.1 million of supplies throughout DSD facilities. Staff/Operating Supplies FY2016 FY2015 # Change % Change Police Equipment $ 50,215 $ 63,980 ($ 13,765) (22)% Janitorial $ 135,066 $ 146,609 ($ 11,543) (8)% Office $ 137,358 $ 149,398 ($ 12,040) (8)% General $ 194,745 $ 209,032 ($ 14,287) (7)% TOTAL Expenditures $ 517,384 $569,019 ($ 51,635) (9)% Memo: Cost per Employee $450 $498 Inmate Supplies FY2016 FY2015 # Change % Change Clothing $ 169,312 $ 219,832 ($ 50,520) (23)% Hygiene $ 244,868 $ 257,001 ($ 12,133) (5)% Linens & Mattresses $ 224,315 $ 224,766 ($ 451) (0) % TOTAL Expenditures $ 638,495 $ 701,599 ($ 63,104) (9)% Memo: Cost per Inmate $191 $188 32

34 TRAINING The LVMPD has mandatory annual training requirements. These requirements are o u t l i n e d by Nevada Peace Officer Standards and Training (POST). In addition to the POST requirements, the correctional staff is required to complete 28 additional training hours in order to maintain ACA accreditation. These training hours can be obtained through LVMPD online training or by attending classes taught by certified instructors. Commissioned Civilian POST 12 hours ACA 16 hours ACA 28 hours DSD administers a POST certified Corrections Academy for newly hired corrections recruits. The academy consists of four training and counseling corrections officers and one corrections sergeant. In 2016, two academies graduated a total of 83 new corrections officers. 33

35 Captain Richard Forbus CIVIL/CONSTABLE BUREAU The Civil/Constable Bureau operated out of 302 East Carson Avenue, on the fifth floor, but moved to its new office at 301 East Clark Avenue on December 12, The move marked the end of a planning process that took well over a year to complete, from identifying a location, designing the office, meeting the needs of the bureau and completing the demolition and construction. The new office houses both the Clark County Sheriff s Civil Process Section and the Office of the Ex-Officio Constable, as well as the Civil Constable Bureau Administration. It is anticipated the new location, across the street from the Regional Justice Center, will provide a much more convenient location for our customers. On July 1, 2016, the Civil/Constable Bureau added three new sections to the bureau from the Clark County Detention Center. The bureau is now responsible for the oversight of the DSD Classification Section, DSD Inmate Programs and the DSD Gangs Special Investigation Unit. An Administrative Lieutenant was added to the bureau and primarily oversees the CCDC units, with the occasional oversight of the Sheriff s Civil Process Section in the absence of the Bureau Commander. SHERIFF S CIVIL PROCESS SECTION The Clark County Sheriff s Civil Process Section has an authorized staffing of 11 Deputy Sheriffs, one Senior Deputy Sheriff, one Legal Office Services Supervisor, one Legal Office Specialist and four Legal Office Assistants. All Deputy Sheriffs are commissioned Nevada peace officers. The section is managed by LVMPD s Detention Services Division under an interlocal agreement between the LVMPD and Clark County and is currently overseen by a LVMPD Corrections Captain. The section has the responsibility for the service of civil processes, as statutorily mandated of the Sheriff, and is also responsible for the receipt, processing, and service of all protection orders related to domestic violence, stalking and harassment. Unlike the Constable s Office, the Sheriff s Civil Process Section handles these processes throughout the entire jurisdiction of Clark County. In 2016, the section received approximately 8,700 cases in, the majority of which required personal service. Of these cases, just over 6,000 were protection orders related to domestic violence or stalking and 34

36 harassment. The section generates revenue for civil cases, as outlined in a fee schedule standardized under Nevada Revised Statute ( N R S ) Chapter 248, but is also responsible for all cases with a court approved fee waiver where the fees have been waived due to an individual s inability to pay. Additionally, federal law prohibits fees being charged for protection orders. Approximately 85% of the overall cases the section handles have no fees collected for those reasons. OFFICE OF THE EX-OFFICIO CONSTABLE LAS VEGAS TOWNSHIP On January 5, 2015, Sheriff Lombardo became the Ex-Officio Constable for the Las Vegas Township, assuming responsibility for the former Las Vegas Township Constable. As part of a Memorandum of Understanding between the Clark County Sheriff and Clark County, Nevada, the Sheriff established a new bureau of the Las Vegas Metropolitan Police Department to oversee the handling of the duties of the former office. The new office was created under an LVMPD Corrections Captain within the Civil/Constable Bureau, which was placed under Detention Services Division. The year marked the second year of operations within the office. The Office of the Ex-Officio Constable is staffed with 14 total Deputy Constables, three Senior Deputy Constables, one Process Server, one Office Services Manager, eight Legal Office Assistants and four part-time employees. The office is responsible for all civil processes, with the majority of the cases being Eviction Orders and related processes (60%) and Writs of Execution/Garnishment (25%). The remainder of the cases are related to various civil actions for local and out of state cases. The office is responsible for the service and/or execution of the aforementioned civil processes in all unincorporated Clark County areas and within the City of Las Vegas. The office is also responsible for handling abandoned or nuisance vehicles parked or stored in violation of Nevada Revised Statute, Clark County Ordinance or Las Vegas Municipal Code. The office was responsible for towing over 900 nuisance or abandoned vehicles in 2016, and placed warning stickers on over 2,000 vehicles within the jurisdiction. The towing section also issued over 800 citations for offenses such as illegal parking, illegally parked commercial vehicles and expired vehicle registrations. The office no longer enforces out of state vehicle registration violations, but may look at doing this again in the future. The office continued to assist patrol with stolen vehicle recoveries to allow patrol officers and support personnel to focus on calls for service. The office received and handled over 43,000 cases and generated revenues of approximately $2.3 million, for the calendar year. DSD CLASSIFICATION SECTION & INMATE PROGRAMS The DSD Classification Section is staffed with three Sergeants, 22 Corrections Officers, one Senior Law Enforcement Support Technician and one Law Enforcement Support Technician. The Classification Section is responsible for interviewing and classifying all inmates booked into the CCDC and managing all housing unit movement within the CCDC and NVC. This section also oversees and administers the Conduct Adjustment Board, which is responsible for inmate discipline, managing and administering the Sentenced Inmate Worker Program, works closely with the DSD Gangs Special Investigations Unit and NaphCare, Inc. and acts as a liaison for the line staff working within the housing areas of the CCDC. 35

37 The current system of classification has been in use since approximately 2003, with some minor changes made since then. A new system of classification is currently in development and we recently completed a pilot program which analyzed approximately 20% of the inmate population. The system is being finalized now and is set for implementation in early The new system incorporates updated methods of objectively classifying inmates and also implements a brand new reclassification process. The reclassification process will ensure all inmates in custody for 60 days or more are seen on a continual basis to ensure their current classification needs are met. It is anticipated the implementation of this process will further strengthen the section s ability to safely and effectively manage the inmate population and will be a major factor in accomplishing our mission of operating the safest jail in America. CUSTODY LEVELS The Classification Section is responsible for determining an inmate s custody level, housing assignment, participation in programs and ensuring a safe and secure environment for inmates and staff. In addition to the custody level determined by staff, through the current objective classification system, other factors are considered that may place the inmate in a special housing status requiring housing other than general population housing. These factors are considered when assigning housing, but are not limited to mental illness, nature of charges, gang affiliation, institutional history, criminal history and the need for protective custody housing. INMATE DISCIPLINE A safe and orderly environment is maintained for all persons in CCDC and NVC. Accordingly, corrective action is administered against inmates who violate facility rules and regulations. Corrective action will be taken at such times and in such degree as necessary to regulate an inmate's behavior within acceptable limits. Housing unit officers have the authority to handle low level rule violations, also known as informal violations, within their housing units. Formal rule violations are managed through formal reporting by housing unit officers and the Conduct Adjustment Board which manages all hearings and imposes sanctions for violations that are found to have occurred. The Conduct Adjustment Board is comprised of two corrections officers assigned to the Classification Section. The Board considers all factors of each alleged violation and they have the authority to impose formal sanctions with a supervisory review of those sanctions. Sanctions may include time in disciplinary housing, a loss of privileges, such as commissary, orders to repay Clark County for damages or a loss of good and work time earned by those who are sentenced to the CCDC. 36

38 INMATE PROGRAMS Two corrections officers are utilized to oversee this section and report to Classification supervisors. DSD offered 20 different programs in 2016 with a goal toward reintegration into the community. In 2016, a total of 17,529 inmates signed up for 1,274 classes with an attendance rate of 72%. Inmates are transported to these classes within the facilities. Inmate education programs offered by CCDC include: Adult Education Anger Management Buddhist Class Chemical Dependency Civil Forms The Embracing Project Life Skills Narcotics Anonymous Parenting Substance Abuse Alcoholics Anonymous Biblical Influences Celebrate Recovery Circle of Hope Coping with Post Traumatic Stress Syndrome Intro to Islam Marriage & Family Relationships Nutrition Parenting and Leadership Successful Release In early 2017, inmate programs will expand its current programming to offer correspondence courses for the inmate population. This will allow us to enhance and expand programming to all inmates in the facility, regardless of housing status, and most importantly, these changes will not require all inmates to be physically transported to classes. Additional classes are also being added next year with supplementary video programming to accompany those courses to further enhance learning and development opportunities for inmates, with the goal of building life skills and reducing recidivism in the process. CCDC serves as an alternative campus for the Clark County School District (CCSD) Central Services. A total of 120 inmates were enrolled in high school during the school year. Inmates under the age of 18 are required to be enrolled in, and attend, high school. Inmates, who are 18 to 21 years of age, are entitled to attend high school. High school students attend school as outlined in the CCSD school year schedule. Inmates in special custody statuses, or housed in disciplinary housing, are given school work to complete in their rooms by the CCSD teachers to ensure they stay on track with the curriculum. Inmate Programs officers act as the liaison to CCSD professional staff assigned to the classrooms at the facility. INMATE WORKER PROGRAM Per Nevada Revised Statues, inmates who qualify to work in this program may be assigned to areas within or outside the confines of DSD. Once assigned as a worker, the inmate can earn good and work time which will modify their original release date. Inmates will be assigned to various areas of the facility, including the kitchen, laundry, commissary, booking and all inmate housing units within the DSD s facilities. In late 2016, outside work crews were discontinued from the worker program. The landscape/graffiti abatement officer position was eliminated and reassigned to the Policy and Procedures Section of the Staff Administration and Operations Bureau. The work previously done has been redirected to other entities. 37

39 DSD GANGS SPECIAL INVESTIGATIONS UNIT The DSD Gangs Special Investigation Unit is staffed with one Corrections Sergeant and five Corrections Officer Detectives. The unit s primary goal is to ensure the safety and security of the facility and to assist with the management of the gang population in the facility. The unit has the responsibility of conducting criminal investigations within the facility involving inmates, acting as a liaison with all LVMPD Detectives to facilitate criminal investigations, interviews, information sharing and working with the Classification Section in making housing decisions. The section is also involved in teaching several in-service classes related to gang management, investigations, crime scene preservation and interview techniques. The section works with all local, state, and federal partners to ensure information is shared, disseminated, and/or acted upon in a timely manner. 38

40 Detention Transition Director Manager Services Coordinator Marcie McMahill Kelli Miller Sandra Molina RECORDS BUREAU The Detention Records Bureau is responsible for booking and releasing inmates, maintaining the jail management system, notifying criminal justice agencies of custody status, preparing and distributing court transport lists, coordinating transportation of Nevada fugitive bookings, ensuring data integrity, scanning and indexing of CCDC documents, entering, recalling and quashing warrants, accounting and billing for contracts, processing subpoenas, and disseminating information to the public and other criminal justice agencies, screen, process, and distribute arrest documents for timely court review, as well as district attorney case review and submittal. The bureau is responsible in effectively managing the jail population to prevent jail overcrowding, and identify challenges within the criminal justice system using evidence-based approaches to reduce the number of people going into or being detained at CCDC and NVC. The Detention Transition Services Coordinator (DTSC) strategizes with management on matters related to CCDC population and provides recommendations and/or solutions to current or future population challenges and manages the jail population to prevent jail overcrowding while identifying, prioritizing and categorizing population data to determine target areas or groups. The DTSC works with the courts and other criminal justice agencies, along with public and private entities, to facilitate the transfer of arrestees or detainees to other entities such as Parole & Probation, mental health facilities, etc. The Records Manager manages the day-to-day operations of the Records Support Unit and provides support to the Director of Records, as necessary. 39

41 BOOKINGS, RELEASES AND AVERAGE DAILY POPULATION There were 59,787 bookings in 2016, which was 3,488 (6%) more than Bookings have decreased at an average annual rate of 1.37% per year or 12% since The average number of bookings per day increased from 154 in 2015 to 163 in Bkg / Rel 90K 80K 70K 60K 50K 40K 30K 20K 10K 0K Bookings, Releases and Avg. Daily Pop. ADP Bookings Releases ADP 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1, Bookings 67,682 70,123 73,264 68,883 77,936 72,482 64,341 59,834 56,299 59,787 Releases 68,485 70,220 73,238 69,557 78,176 72,306 64,149 59,762 56,643 59,481 ADP 3,759 3,646 3,712 3,742 3,705 3,611 4,054 4,149 4,007 4,097 Bookings Average Daily Population Misd. 52% Felony 44% Gross Misd. 9% Misd. 19% Felony 72% Gross Misd. 4% Increases or decreases in bookings are not proportionally reflected in the average daily inmate count because many arrestees booked into the jail are only held for a short time and released directly from the booking 40

42 area. In 2016, misdemeanor bookings comprised 52% of all bookings. However, due to their short length of stay, misdemeanor bookings only comprise 19% of the ADP. While the DSD Records Bureau maintains the official booking and releasing totals maintained by the division, ELITE is the offender management system used by DSD. For analysis purposes, the remainder of this report will document ELITE information based on inmates with related charge information. These totals may exclude sealed records, and some individuals monitored by Alternatives to Incarceration, Henderson and the North Las Vegas jails. Due to this, the remainder of this report will reflect slightly different totals than official totals 13. BOOKINGS There were 59,787 individual bookings on a total of 172,400 charges. Felony bookings comprised 44% of all bookings, gross misdemeanors comprised 4% and misdemeanors comprised 52% of the bookings. Notable increases in bookings involved controlled substances, a 22% increase compared to 2015 (1,401 bookings), assault and battery, a 9% increase (710 bookings), and dangerous drugs and hypodermics, a 49% increase (528 bookings). The most significant decreases in bookings involved pandering, prostitution and disorderly houses, an 11% decrease compared to 2015, (364 bookings) and disorderly conduct or vagrancy, which decreased 31% (224 bookings). E TRAFFIC WARRANTS 14 There were 9,541 inmates arrested on 15,821 traffic cases, of those, 3,431 inmates were booked on a traffic warrant only and stayed in custody an average of 0.82 days. The number of individuals arrested only on a traffic warrant increased slightly, 4%, while the average length of stay remained the same as FUGITIVE In December of 2015, the Fugitive Liaison Officer position was permanently assigned to the Records Bureau. The Fugitive Officer is the liaison between the LVMPD Fugitive Detail and the Clark County criminal justice partners. The assigned officer is responsible for conducting inmate interviews reference their legal options and rights and represents LVMPD in the Fugitive Court proceedings. For 2016, the Fugitive Liaison Officer met with 1,626 inmates to prepare them for their court proceedings. This was a 15.6% increase from last year. LAS VEGAS TRAFFIC BENCH WARRANTS - BAIL IN LIEU OF BOOKING The Las Vegas Traffic Bench Warrant - Bail in Lieu of Booking Program was designed in response to the growing misdemeanor inmate population and was implemented on June 10, Arrestees for misdemeanor Las Vegas traffic warrants only, were given the opportunity to post bail without being booked. If the individual official totals obtained from Records ELITE totals obtained on 1/5/17 for bookings with associated charge information. 14 Source: ELITE KS.Ewarrants Traffic. 41

43 was unable to post bail within one (1) hour, they were then formally booked into CCDC. In 2016, there were approximately 931 individuals who participated in this program and $290,740 was collected. AVERAGE LENGTH OF STAY (ALOS) ALOS is the average number of days each inmate spends in custody. It is calculated by dividing the total number of days spent in custody by inmates released during the year divided by the number of releases for the same period. The overall ALOS of inmates in custody at CCDC decreased 11%, from 25.1 days in 2015 to 24.2 days in Days Until Release Days 21% 19% 1 Day 38% 37% 2 Days 50% 49% 3 Days 56% 55% 4-7 Days 66% 66% Overall ALOS 25.1 days 24.2 days ALOS if not released in 7 days 69.8 days 67.5 days RELEASES In 2016, there were 59,481 inmates released from CCDC custody, a 5% increase compared to Breakdown of releases by type, average length of stay and estimated impact to the ADP are listed below. Release Type 16 # Releases ALOS Est. ADP % ADP Bail/Bond Posted 10, % Court Ordered Release 4, % Detainer Placed % Dismissed/Case Closed % District Attorney Release 1, % Extradition 1, % Miscellaneous % No Charges Filed 1, % NV Pretrial Risk Assessment % OR-Own Recognizance 5, % OR-CIT OR 2, % OR-CCDC OR/Release Priority 1, % OR-Pretrial Services OR 6, % Release to Feds % Release to Lakes/Stein % Release to Local Jail 3, % Release to Mental Health % Release to NV Dept. of Corrections 4, , % Release to Parole & Probation 1, % Release to Program % Sentenced/Fined/Credit Time Served 3, % Statutory Release 1, % Time Served 7, , % Will Not Extradite % 15 Source: ELITE KS.Average Stay Releases. 16 Source: ELITE JO.Average Stay Releases_Count. 42

44 AVERAGE DAILY POPULATION In 2016, the ADP 17 of DSD s facilities increased 2% to 4,097. Listed below is the breakdown of the population by severity of the highest charge: Inmates charged with felonies comprised 72% of the population or approximately 2,937 inmates in custody per day. Inmates charged with gross misdemeanors comprised 9% of the population, with approximately 351 inmates in custody per day. By Status: Inmates charged with misdemeanors comprised 19% of the population, approximately 786 inmates per day. Pretrial - 64% or 2591 inmates per day Sentenced to Nevada Department of Prisons 3% or 144 inmates per day Sentenced to CCDC - 23% or 945 inmates per day Probation or Parole Violation only 8% or 327 inmates per day Fugitive 2% or 63 inmates per day JAIL POPULATION 8% 2% Pretrial 23% Sentenced to Nevada Department of Corrections Sentenced to CCDC 3% 64% Probation/ Parole Violation Fugitive INMATE HOUSING Inmates supervised by DSD are housed at various locations. DSD partners with adjacent detention facilities to house Clark County inmates. A 2016 breakdown of the average number of inmates in custody per day, by housing location and associated total costs to house inmates outside DSD are detailed below. 18 CCDC 2,710 North Las Vegas 1 $15,429 NVC 904 City of Las Vegas 66 $2,685,041 House Arrest 355 Henderson 71 $2,904,707 Lincoln County 84 $2,401, ADP information was collected on all inmates monitored by CCDC at 2355 hours on the last day of the month and averaged. 18 Costs based on fiscal year and average custody is based on 2016 calendar year. 43

45 INMATE POPULATION PROJECTION A conservative evaluation of DSD s population was conducted of the most current trends between 2007 and 2016, to exclude the extraordinary economic and housing boom in the years prior. Based on the linear trend of DSD s historical ADP, it is estimated that the inmate population at DSD facilities will increase at a rate of approximately 1.2% per year, or 11% by This indicates that DSD will require facilities and staffing to safely and securely manage an inmate population of approximately 4,291 by 2020 and 4,552 by An illustration of the trend line associated with inmate population growth to 2025 is provided below. 5,000 CCDC Population Forecast ADP Forecast The following table details the forecasted inmate population by year and a range within a specified certainty of the expected population growth. For example, if trends continue in the future as they have in the past, we can be 95% certain that DSD s population will fall between 3,904 and 4,679 by 2020, and 4,164 to 4,939 by Year ADP Forecast 95% Range 68% Range ,135 3,747-4,522 3,941-4, ,187 3,799-4,574 3,993-4, ,239 3,851-4,626 4,045-4, ,291 3,904-4,679 4,097-4, ,343 3,956-4,731 4,419-4, ,395 4,008-4,783 4,201-4, ,447 4,060-4,835 4,254-4, ,499 4,112-4,887 4,306-4, ,552 4,164-4,939 4,358-4,745 POTENTIAL ADJUSTMENTS TO FORECAST This forecast assumes that current trends in law enforcement practices, criminal penalties, prosecutorial practices, crime rates, county population and economic stability will continue in the future as it has in the past. If any major shift occurs from the latest trends, adjustments to the forecast may become necessary. Historically, DSD has increased its capacity by adding bunks or cots, contracting beds from local agencies, and adding 1,400 beds in the South Tower and 1,080 beds at NVC. While these increases occurred incrementally over the years, the newly created capacity was reached within months of opening and the addition or removal of bed space may modify the forecast proportionally. 44

46 PERSONNEL DEMOGRAPHICS In 2016, LVMPD employees assigned to DSD increased by 43, from 1,029 to 1,072. Employee Type # Change % Change Civilian Commissioned Part-Time Total 1,029 1, DSD Commissioned Personnel: 77% of the commissioned employees were male and 23% were female. Breakdown by ethnic origin for all commissioned personnel is as follows: American Indian/Alaskan Native <1% African American/Black 22% Asian 9% Caucasian/White 50% Hispanic/Latino - 15% Two or more races 3% Native Hawaiian/Pacific Islander 1% Per the United States Census Bureau, listed below are the race and Hispanic origins of the population of Clark County, NV for V American Indian/Alaskan Native 1.2% African American/Black 11.8% Asian 10.1% Caucasian/White 71.6 Hispanic/Latino 30.6% Two or more races 4.4% Native Hawaiian/Pacific Islander 0.8% 19 The vintage year (e.g. V2015) refers to the final year of the series (2010 through 2015). Bureau, United States Census. n.d. 45

47 Assistant General Counsel Martina Geinzer OFFICE OF GENERAL COUNSEL Although the Office of the General Counsel has always assisted DSD with legal issues, this is the first year an Assistant General Counsel was assigned exclusively to the division. The Assistant General Counsel s responsibilities include review of policies and procedures, preparation and review of contracts, memoranda of understanding and other legal documents, legal advice and written legal opinion and legal support for all other arising issues. Further, the Assistant General Counsel keeps abreast of current laws through the review of the Supreme Court, Ninth Circuit Court, Nevada and local court rulings to ensure the standard operating procedures of the division reflect any changes. 46

48 LAS VEGAS METROPOLITAN POLICE DEPARTMENT DETENTION SERVICES DIVISION STAFF 2016 Staff Dining Room DSD Records Civil / Constable Bureau 47