Washoe County Department of Alternative Sentencing Misdemeanor Probation 2012 Joe Ingraham, Chief 1
Mission Statement The mission of the Department of Alternative Sentencing (DAS) is to increase safety in the community by reducing recidivism among criminal offenders, through a rehabilitative environment that includes accountability for offenses, opportunities for gaining and applying life skills, and sanctions for regressive behaviors. OBJECTIVES Reduce the revolving door syndrome in the criminal justice system Provide guidance and structure to those who are at risk of re-arrest and incarceration. Coordinate cases in a sometimes very confusing multijurisdictional environment Provide information, resources and education to probationers sentenced to the program in an effort to modify their behavior Strive to assist probationers in making positive changes in their lives Create a safer environment for our community and future generations Reduce the burden of public services to those who are capable of providing for themselves through guidance and structure Provide the best service possible to the community 2
A Multi-faceted Law Enforcement Agency providing the following services: Public Safety, working to attain the goal of a safe, secure and healthier community Alternative to jail Decreasing dependence on other Social Services through intensive supervision, improving the quality of life in Washoe County An option for all Judges when addressing offenders requiring strict supervision and providing the opportunity for all judiciary to utilize this efficient and successful supervision program to improve the opportunity for successful return to employment, housing and crime free lifestyle. Direct cost savings to the taxpayer, saving/diverting secured custody costs when appropriate Intensive misdemeanor offender supervision to ensure compliance with court order Reduce recidivism and the Revolving Door cycle. 3
Washoe County Department of Alternative Sentencing CHIEF Office Support Specialist 1 FTE Office Support Specialist 1 PTE (grant funded) Assistant Alternative Sentencing Officer (sworn) 3 FTE Office Support Specialist 2 PTE Assistant Alternative Sentencing Officer (sworn) 5 PTE Reserve Assistant Alternative Sentencing Officer (sworn) Unlimited 4
Department of Alternative Sentencing Nevada Revised Statute 211A.090 Duties of the department. The department shall: 1. Supervise a probationer who, as a condition of a suspended sentence or a sentence of residential confinement, is released under the supervision of the department by the court. 2. At the time a probationer is released under the supervision of the department: a) Provide the probationer with a written statement describing the terms or condition of the suspended sentence or residential confinement imposed by the court; and b) Explain the terms or conditions to the probationer. 3. Be knowledgeable about the conduct and activities of each probationer under the supervision of the department. 4. Use all reasonable methods to assist a probationer under the supervision of the department to improve his conduct and comply with the terms and conditions of his suspended sentence or residential confinement. 5. Collect and disburse any money in accordance with the order of the court and make a written record of any money so collected or disbursed. 6. Cooperate with and assist any agency of law enforcement and any agency providing social services as requested by the court, or as necessary to fulfill the duties of the department. 5
Department of Alternative Sentencing Hours of Operation Probationer Hours: Monday through Thursday 9:00 a.m. 3:00 p.m. Friday closed Closed all major holidays Staff Hours: Vary based upon schedule of home visits, court appearances and probationer compliance. 6
Average Number of Probationers Under Daily Supervision 350 356 362 301 248 205 2006 2007 2008 2009 2010 2011 7
Annual New Cases 391 425 465 488 314 281 2006 2007 2008 2009 2010 2011 8
Total Number of Probationers Supervised (including house arrest) 838 799 606 655 695 629 2006 2007 2008 2009 2010 2011 9
Annual Cases Closed 363 353 255 211 180 197 170 218 118 82 29 56 2006 2007 2008 2009 2010 2011 Successful Unsuccessful 6% unsuccessful termination Cases completely closed either by successful completion of probation or unsuccessful with sentence revoked. Presented with the resources needed compliance is attainable for all. 10
Annual Fees Collected $77,995 $85,552 $83,550 $88,879 $41,130 $26,289 2006 2007 2008 2009 2010 2011 Probationers are required to pay monthly supervision fees prior to successful completion of probation. Probationers must also pay a one time lab fee for drug testing. 11
Annual Home Visits 2031 1897 1537 1403 720 17 2006 2007 2008 2009 2010 2011 Home visits are completed to assure compliance and include verification of residence, urinalysis, breath test, status changes, etc. Home visits are random and could occur day or night. Most arrests for violation of probation are the result of a home visit related to a positive test for alcohol or drugs. 12
Annual Urinalysis Testing 884 870 672 715 523 427 193 39 132 106 142 204 2006 2007 2008 2009 2010 2011 Total UA Tests Positive UA Tests 13
Annual Preliminary Breath Testing 21,607 15,919 9,146 9,509 12,061 8,602 122 73 50 76 68 47 2006 2007 2008 2009 2010 2011 PBT's Positive PBT's Use of 24/7 alcohol monitoring technology (TAD/SCRAM) has effected the number of required office testing. Most arrests made for drinking were the result of a PBT performed in the probationers home. This demonstrates two things, random testing verses scheduled office visits may be more productive in preventing use. 14
Annual Probation Violation Arrests 274 224 236 242 122 73 2006 2007 2008 2009 2010 2011 All arrests made were for probation violation or an active warrant related to current DAS case. Not all arrested will be revoked; unless bail is posted they will remain in jail until seen by a judge and revocation determined depending upon severity of violation. 15
Annual Jail Days Diverted 115500 113550 113290 109792 110850 2007 2008 2009 2010 2011 Jail bed days diverted to probation by the courts. Bed days are based on suspended sentence. Probationers under supervision are responsible for their own housing, medical and other costs, relieving the taxpayers of the costly burden of incarceration. Failure to comply issues are handled through DAS and the courts while under supervision relieving the correctional system of this additional cost. 16
Annual Jail Costs Diverted $14,668,500 $14,420,850 $13,943,584 $14,077,950 $13,502,070 2007 2008 2009 2010 2011 Incarceration costs are diverted using misdemeanor probation. It is a positive alternative method of sentencing. Prior to this program immediate incarceration was the only intensive supervision option outside of the jail. Savings are based on WCSO cost of $119.00 per day. 17
Department of Alternative Sentencing Operational Costs vs. Incarceration Costs $13,943,584 $14,668,500 $14,077,950 $14,420,850 $13,502,070 $556,031 $751,615 $821,627 $688,675 629,758 2007 2008 2009 2010 2011 DAS Operating costs Jail Costs Based on WCSO $119 per day and DAS Budget including current grant funding 18
ACCOMPLISHMENTS Collaborated with other agencies to train in joint probationary function Utilized volunteer reserve personnel to decrease costs Retained dedicated work force under decline of financial resources Obtained additional year of grant funding for DUI Prevention Program Utilized grant funding obtained by Nevada Sheriff s and Chief s Association, in conjunction with Nevada Post, from draft to implementation, department wide policy and procedure manual that is standardized format statewide 42% of caseload successfully completed probation Reno Justice Courts contributed over $40,000 of funding for needed equipment and supplies Achieved 6% recidivism rate Conducted several training and outreach programs in local schools and colleges 19
EMERGING ISSUES AND CONCERNS Continue fiscal ability to retain current skilled workforce Dispatch services: City of Reno $20,000, Washoe County TBD Meet the Board s Financial Sustainability Metrics Maintain level of service that works toward highest level of safety in our community 20
STRATEGIC PLAN Continue to reduce revolving-door syndrome by proactive supervision Continue to reduce jail population by increasing the number of probationers on house arrest Increase collaboration with other departments by joint trainings and sharing of resources Explore new case management system that will have the ability to integrate with the court system 21
Washoe County Department of Alternative Sentencing Proposed Budget Reductions Pooled Positions- $17,900 Overtime- $7,500 Shift Differential- $3,000 Total reduction $28,400 4.5% 22
IMPACT OF 4.5% REDUCTION Any reduction in personnel would increase a threat to community due to fewer officers in the field. Overtime, shift differential, response time and home visits will decrease thus increasing the likelihood of re-offense, lack of rehabilitation and accountability. Impact to employees: increased workload due to staffing reduction, and less frequent training. Impact to other departments: increase jail population, lack of personnel to assist court and the court s calendar. Supervision would transfer to reactive rather than proactive. 23
Comments or Questions 24