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Mecklenburg County Sheriff’s OfficeFY2017 – 2019 Strategic Business Plan
Sheriff Irwin Carmichael
BOARD OF COUNTY COMMISSIONERS ANNUAL RETREAT
Department Overview◦ Demand Data and Statistics
◦ Between FY 2008 and FY 2011 the number ofvalidated/suspected gang members in custodyincreased from approximately 178 to 448; thisdemonstrates an increase by 152%.
◦ By 2015 this number had grown to approximately663, representing an increase by 272%, whencompared to 2008. This is significant consideringthe average daily population has decreased by 42%in the same period.
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Department Overview (cont’d)◦ Since 2011, the number of inmatedisciplines has increased by 16%, while theaverage daily population has decreased by30% over the same period. This shows thateven as the jail population has decreased,the population of inmates that generatebehavior incidents are still in custody at thesame or higher rates.
Background and Rationale* “An estimated 64% of jail inmates have one or more psychological disorders.” (Source: Urban Institute, March 2015)
*There has been a substantial decline in the average daily population over the past five years. Althoughthe numbers have decreased, the behavior problems have not. (Source MCSO)
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Background and Rationale*In FY 2015, suspected/validated gang members generated 27% of all behavior incidents within the jails.Since FY 2013, the percent of behavioral incidents generated by this population has increased from 20% to27%. (Source: MCSO Incident Data)
OFFICER SAFETY CONCERNS
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Sheriff’s OfficeStrategic Business Plan ‐ Goals
Goal 1: Reduction of Significant Incidents Related to Inmate Behavior
Goal 2: Improve Management of the Inmate Gang Population
Goal 3: Maintain Environmental Sustainability of Operations
Sheriff’s OfficeStrategic Business Plan ‐ Goals
Goal 1: Reduction of Significant Incidents Related to Inmate Behavior
Goal 2: Improve Management of the Inmate Gang Population
Goal 3: Maintain Environmental Sustainability of Operations
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Goal 1: Reduction of Significant Incidents Related to Inmate Behavior◦Objective 1: Increase staff knowledge and skills
◦ Provide mandatory Mental Health First Aid training for alluniformed detention staff
◦ Increase staff incident de‐escalation skills and knowledge
◦ Increase participation in Crisis Intervention Training (CIT)
GANGS IN OUR MIDST
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Goal 2: Improve Management of the Inmate Gang Population◦Objective 1: Increase Staff Knowledge and Skills
◦ Increase Staff Skills revolving around gang identification/awareness◦ Increase number of detention staff with the NC Gang SchoolCertification
◦Objective 2: Increase number of dedicated staff to gangmanagement initiatives
◦Add officers to the Security Threat Group Unit (STGU)
QUESTIONS?
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Mecklenburg County Sheriff’s OfficeFY2017 – 2019 Strategic Business Plan
Sheriff Irwin Carmichael
BOARD OF COUNTY COMMISSIONERS ANNUAL RETREAT
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Criminal Justice ServicesFY2017 – 2019 Strategic Business Plan
CAROL HICKEY, INTERIM DIRECTOR
BOARD OF COUNTY COMMISSIONERS ANNUAL RETREAT
CRIMINAL JUSTICE SERVICESSmart Justice Creating Safer Communities
MISSIONWe lead data‐driven decision making, effective programming, and interagency collaboration to reduce criminal justice involvement and strengthen the well‐being of our community
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Criminal Justice Services
Total Staff: 56
Criminal Justice Planning
Staff: 8
Fine Collection
Staff: 3
Forensic Evaluations
Staff: 6
Pretrial Services
Staff: 19
Reentry Services
Staff: 5
Treatment Courts
Staff: 15
CRIMINAL JUSTICE SERVICES SERVICES AND STAFF
Criminal Justice ServicesStrategic Business Plan ‐ Goals•Promote data‐driven decision making to improve the criminaljustice system
•Advance effective, evidence‐based programming to meetindividual needs and reduce criminal justice involvement
•Lead interagency and cross‐departmental collaboration tooptimize the County's investments in criminal justice
All to optimize the County’s investments in Criminal Justice
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Goal 1: Promote data‐driven decision making
Objective 1: Increase availability of meaningful data to:• inform managementdecisions
•enhance understanding ofthe criminal justice system
Goal 1: Promote data‐driven decision making
Objective 2: Increase the efficiency and timeliness of the Public Safety Assessment (PSA)
Objective 3: Transition PSA to the magistrate level to assist with initial bond setting
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Goal 1: Promote data‐driven decision making
Objective 4: Increase the efficiency and effectiveness of forensic evaluations available to Mecklenburg County courts
Goal 2: Advance effective, evidence‐based programmingObjective 1: Obtain appropriate tools to provide comprehensive case management services
Objective 2: Increase the capacity of Reentry Services to provide services to CJS clients
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Goal 2: Advance effective, evidence‐based programming
Objective 3: Improve access to affordable housing for those with criminal histories
Objective 4: Facilitate the creation of employment opportunities for persons with criminal histories
Goal 2: Advance effective, evidence‐based programming
Objective 5: Reduce the number of individuals with Severe and Persistent Mental Illness detained in Mecklenburg County Jail Central and Jail North
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Goal 2: Advance effective, evidence‐based programming
Objective 6:Maximize the Treatment Courts’ effectiveness
1. Superior Court Drug Treatment Court2. District Court Drug Treatment Court3. Mental Health Court4. DWI Treatment Court5. Youth Treatment Court6. FIRST Program (family drug treatment court for
parents involved in dependency court whose children arein DSS custody)
Health Clinics HomelessResources
JCPC
GoodwillUrbanMinistries
Social Services
Juvenile Justice
Local Treatment Providers
Health Department
CJAG
Goal 3: Lead interagency and cross‐departmental collaboration
Lead collaboration to reduce criminal justice
involvement and strengthen the well‐being
of our community
Sheriff’s Office
District Attorney
Clerk of Court
Public Defender
Judges
MagistratesFamily Law Facilitators
Reclaiming Futures
Reentry Council
Law Enforcement
MacArthur Foundation
Arnold Foundation
Community Corrections
Center for Community Transitions
Community Support Services
Trial Court Administrator
Crisis Intervention
Teams
Local Healthcare Systems
Cardinal Innovations
PrisonsBehavioral Health Division
Charlotte School of Law
Child Support Enforcement
UNC Charlotte
Department of Public Safety
County Residents
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Goal 3: Lead interagency and cross‐departmental collaboration
Objective 1: Develop coordinated effort to deliver services to, and promote the reintegration of, individuals with criminal records
Reentry Partners of Mecklenburg
Center for Community Transitions Melange Health Solutions
Changed Choices Men's Shelter of Charlotte
Charlotte Area Fund NC Community Action Association
Charlotte Housing Authority NC Department of Commerce
Charlotte Rescue Mission NC Division of Adult Correction and Juvenile Justice
Charlotte School of Law NC Division of Vocational Rehabilitation Services
Charlotte Works NC Public Defender's Office
Charlotte‐Mecklenburg Police Department New Beginnings Treatment Center
Dress for Success Charlotte Oxford House International
Exodus Foundation, Inc Parker House Foundation
Foundation for the Carolinas Q Foundation
Goodwill Industries of the Southern Piedmont ResCare Workforce Services
Helping Homeless to Housing Social Serve (aka Non‐Profit Industries)
Hope Haven, Inc Suit Up Charlotte
Hoskins Park Ministries The Relatives
InnerVision, Inc Urban Ministry Center
Jackson Park Ministries US Attorney's Office
Legal Aid of NC US Bureau of Prisons ‐ Bennettsville, SC
McLeod Addictive Disease Center US Department of Veterans Affairs
Mecklenburg County Criminal Justice Services US Probation Office
Mecklenburg County Sheriff's Office YWCA of the Central Carolinas
Goal 3: Lead interagency and cross‐departmental collaboration
Objective 2: Support the Criminal Justice Advisory Group (CJAG) and other community‐based collaborative efforts
The Criminal Justice Advisory Group is committed to making a positive difference in the Mecklenburg County criminal justice system through communication, research, coordination, and planning
Assistant City Manager ‐ Charlotte
Chief District Court Judge
Chief Magistrate
Child Support Enforcement Director
Clerk of Court
Community Support Services Director
Deputy County Manager
District Attorney
Judicial District Manager, Community
Corrections
Police Chief ‐ Charlotte
Police Chief ‐ Cornelius
Police Chief ‐ Davidson
Police Chief ‐ Huntersville
Police Chief ‐Matthews
Police Chief ‐Mint Hill
Police Chief ‐ Pineville
Public Defender
Senior Resident Superior Court Judge
Sheriff
Trial Court Administrator
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Criminal Justice ServicesFY2017 – 2019 Strategic Business Plan
VIDEO REMARKS FROM KEY COURT OFFICIALS
BOARD OF COUNTY COMMISSIONERS ANNUAL RETREAT
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MEDICAL EXAMINER’S OFFICE
THOMAS D. OWENS, M.D.BOARD OF COUNTY COMMISSIONERS ANNUAL RETREAT
FY2017 – 2019 Strategic Business Plan
Department Overview
◦ The Mecklenburg County Medical Examiner’sOffice serves as the Forensic Pathology Centerand County Morgue for Mecklenburg Countyand as a regional center for the State of NC
◦ Serve base population of 1.8 million
◦ All traumatic and unnatural deaths (homicides,suicides, drug overdose, car wrecks, falls, etc.)
◦ Responsible for investigation of these deaths, scenevisits (Mecklenburg only), performexams/autopsies, and testify in court
◦ Communicate findings to law enforcement, courtsystem, epidemiology groups, and families
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Department Overview
◦ The Mecklenburg County Medical Examiner’s Officeserves as the Forensic Pathology Center and CountyMorgue for Mecklenburg County and as a regionalcenter for the State of NC
◦ New facility was completed in 2008
◦ Autopsy facility space remains adequate, but nearcapacity for morgue cooler body storage
◦ Changes that began in current fiscal year have been wellreceived and increased efficiency of operations
◦ New State legislation provides more funding withincrease in demand for service including scene visitations
Background and Rationale
◦ Mecklenburg County is recognized as a major
metropolitan area. As such, its regional Medical
Examiner’s Office should be staffed and equipped
to provide the highest level of support to
its community.
◦ Negative publicity over the past year speaks to the need for law enforcement, firstresponders and the Medical Examiner’s Office to form stronger, more cohesiveworking relationships
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Medical ExaminerStrategic Business Plan ‐ Goals
◦Goal 1 – Build a National Best in Class Operation
◦Goal 2 – Build Collaborative Partnerships
Goal 1: Build a National Bestin Class Operation Objective 1: Provide the highestlevel of Forensic Pathology service
◦ All examinations will be performed by boardcertified Forensic Pathologists
◦ Appropriate examination with accurate andconsistent cause and manner of death
◦ Comply with national standards set by theNational Association of Medical Examiners (NAME)
◦ Rebuild community trust and confidence in the MEsystem
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Goal 1: Build a National Bestin Class Operation (cont’d)Objective 2: Provide competent, trained
death scene investigators to assist Forensic
Pathologists in determining an accurate
cause and manner of death
◦ Proper independent death scene investigation
◦ Lack of scene visits and investigation by MEpersonnel was recently recognized as a majordeficiency in the entire NC State ME system
Goal 1: Build a National Bestin Class Operation (cont’d)
Objective 3: Staff office 24/7 with in‐
house, full time, trained Medicolegal
Death Investigators
◦ Allows the office to respond to all homicideand suspicious death scenes and conductindependent investigation
◦ Better serve other agencies
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Goal 1: Build a National Bestin Class Operation (cont’d)
Objective 4: Expand the facility to
compensate staff growth and cooler
expansion to accommodate body storage
capacity
◦ Refrigerated space to store all bodies under MEjurisdiction
◦ Provide a secure space for evidence storage
◦ Meeting space to discuss pending criminalactions with court and law enforcement officials
Goal 2: Build Collaborative PartnershipsObjective 1: The ME Office will work in tandem with
law enforcement, the court system, and other
emergency operations to achieve the highest level of
service for the community
◦ Better equip all involved agencies in evaluating and gatheringrelevant information to create more investigative efficiencies
◦ Maintain integrity of scene and evidence
◦ Provide proper unbiased assistance in criminal proceedings
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Goal 2: Build Collaborative Partnerships (cont’d)Objective 2: Provide ongoing training and hands on presence to assist all partner agencies in the criminal justice system
◦ Establish better cooperative working relationship withthese other agencies
◦ Understand the roles, needs, resources, and limitationsof each agency to improve efficiency and outcomes
Thank You
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