HomeMy WebLinkAbout20111386.tiff Weld County Justice Services Division
Annual Report
2010
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Prepared by Doug Erler, Director
Justice Services Division
1008 9th Street
P.O. Box 758
Greeley, CO 80632
33 0-Do 02
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• Introduction
As we finish our 1s` year, I am pleased to report on the progress of the Weld County Justice
Services Division. We focused this year on establishing ourselves, strengthening our services,
expanding and enriching our partnerships with vital stakeholders and developing tools that are
intended to complement our local criminal justice systems. We were successful offering building
design recommendations for the new facility, and in helping plan and transition our community
corrections vendor Intervention Community Corrections Services (ICCS) out of the North Jail
Complex. We also assumed oversight of the Pretrial Services program from the Sheriff's Office.
It was a year of tremendous growth for the pretrial field not only in Weld County but
throughout Colorado.
The pages that follow are a summary of the terrific work undertaken this past year, some of
which is still ongoing. We thank the Weld County Community Corrections Board, Pretrial
Services Advisory Board, our three sub-contracted vendors, ICCS, BI Inc., and Rocky Mountain
Offender Management Systems, Probation and Parole, Sheriff's Office, District Attorney's Office,
Public Defender's Office, various attorneys, and treatment agencies in our community for all of
their hard work in helping our Division. Finally, special thanks goes to Monica Mika, Don
Warden, everyone in the Finance and Administration Department, Building and Grounds
personnel, our County Attorney Bruce Barker and our Board of County Commissioners for their
ongoing guidance and leadership.
• The cost of providing the services and complementary functions of the judicial system are
substantial. Our work is intended to find innovative and cost-effective enhancements at all
levels. This strengthens public safety and the quality of life of our citizens, while supplying
opportunities for individuals in our criminal justice system to demonstrate their potential as
contributing, responsible members of society.
This report highlights the work of our Division for 2010.
thank you..
•
Weld County Justice Services Division
Mission
To support and improve the functions of our Justice System by:
• Providing innovative, cost effective planning strategies and enhancements;
• Fortifying public safety and quality of life of our citizens; and
• Supplying opportunities for persons processed by our Justice System to demonstrate
their potential as contributing, responsible members of society.
Vision
We envision a fair and equitable criminal justice system that identifies the public safety needs of
our community while providing creative, innovative, and cost effective opportunities for positive
outcomes for those who enter it.
Values
Commitment - we expect a passion for service from our staff and a demonstrated investment
and responsibility in our work;
Courage - we will be bold, stand by our convictions and be ceaseless in our search for
excellence;
Inclusiveness - we embrace actions and behavior that honor and respect the contributions
and diversity of our staff and our community;
Integrity - we will demonstrate professional ethics, moral courage, and strength to fulfill the
trust of our community;
Respect - we will respond to all those we encounter in our work with courtesy and civility that
recognizes their individuality and value; and
Trustworthiness - we commit ourselves to be the highest level of accountability as stewards
of the authority public funding granted to us.
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• Citizens of Weld County
Board of Commissioners, Weld County
Monica Mika, Director of Finance &Administration
Weld County Justice Services Division
Pretrial Services Administration Criminal Justice Advisory
Advisory Board Director (Doug Erler) Committee (CJAC)
Pretrial Services Unit
Pretrial Services Supervisor (1)
(Melissa Saindon) Community Corrections Unit
Office Technician III (1) Weld County Community
Pretrial Services Specialist (3) (Sharon Behrens) Corrections Board
(Maryann Prieto, V. Van Driel,
Tracy Feit)
Pretrial Services Clerk (1)
(Melissa Depriest)
Interagency Agreements & Partnerships Sub-Contract Service Providers
BI Inc. Intervention Community Corrections Services
Intervention Inc. (ICCS)
RMOMS LLC.
(Residential, non-residential correctional services)
(monitored sobriety/ electronic monitoring services) BI & RMOMS LLC (electronic monitoring services)
•
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• PRETRIAL SERVICES
The bail decision, to release or detain defendants pending trial and the setting of terms and
conditions of bail, is a monumental task which carries enormous consequences not only for
pretrial defendants but also for the safety of our community, the integrity of our judicial
process, and the utilization of our often overtaxed criminal justice resources - most notably at
our county jail. The bail decision is the responsibility of the Court. In Colorado, the risk of failure
to appear in Court and danger to the community are the two primary considerations when the
Court is faced with a pretrial release/detention decision.
In our attempt to meet these important ideals, in late 2009 Pretrial Services in Weld County
shifted to the oversight of the Justice Services Division. Official program operations began on
January 2, 2010. The Pretrial Services Unit comprises of 5 primary staff and 2 ancillary staff
(Director and Community Corrections Admin Tech III).
We aspire to deliver the following:
• Impartial universal screening of all defendants, regardless of charge;
• Verify interview information and criminal history checks;
• Assess risk of defendant pretrial misconduct through objective means and presentation
of recommendations to the Court based upon the risk level;
• Follow up reviews of defendants unable to meet the conditions of release;
• • Accountable and appropriate supervision of those released, to include proactive
Court date reminders; and
• Report on process and outcome measures to stakeholders.
ACHIEVEMENTS in 2010
• Assumed oversight of program on January 2, 2010.
• Created temporary data management systems;
• New Pretrial Services Advisory Board established in accordance with C.R.S. § 16-4-105(1).
• Board and staff developed all new procedures.
• Pretrial Services Bylaws were written and adopted by Advisory Board as well as through
Board of County Commissioners.
• Helped to defeat Proposition 102.
Interviews
Possible interviews: 4,007
Actual interviews completed: 2,164
• 774 felonies
• 1,376 misdemeanors
• 14 traffic
• Interview rate: 54%
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• Supervision &Case Management
Intakes completed: 1,547
Office case load as of January 2010: 297
Office case load as of December 31, 2010: 709
Average Daily Population: 423
Status Letters submitted: 77
Complaint Affidavits submitted to DA's Office: 94
Overall case closures: 1,647
Program Performance Rates
Court appearance rate: 97.4%
Public safety rate: 96.8%
• Cost Comparisons
Below is an approximate cost comparison for Pretrial Services vs. jail incarceration on an
average daily basis per defendant, as opposed to housing them in our jail. In 2010, we
averaged 423 defendants per day under Pretrial Services Supervision at a daily cost of $2.69.
This figure was derived by dividing our budget for 2010 ($416,364) by these 423 defendants for
one day, divided by 365 days for a per day cost of$2.69. These individuals remained under
Pretrial Services Supervision for an average of 121 days at a total cost of $137,682. Housing
these same 423 defendants in jail six months at $59 per day (*) would cost Weld County
$3,019,797. Thus, maintaining these defendants in the community and under Pretrial
Supervision saved Weld County roughly $2,882,115.
Cost Comparison for Pretrial Services vs. Jail Incarceration
Pretrial Services Jail Incarceration
Daily Pop. Length of Stay Cost/Day Total Cost/Day Total Cost Cost Savings
423 121 days $2.69 $137,682 $59 $3,019,797 $2,882,115
• Comment:
While admittedly not scientific, this is an estimate of the cost savings of our Pretrial Services
program. Please note that these figures only identify defendants under Pretrial Release
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• Supervision and do not address potential cost avoidance and/or savings associated with the
function of screening new arrestees for release from jail on bond. By providing the Court with
information about these arrestees, Judges are able to make informed decisions about whether
to release defendants and under certain conditions. Our Pretrial Bail Reports furnished daily to
the Court, assist in determining the release of arrestees, not all of whom may be placed under
our Pretrial Supervision.
(*)The jail bed cost determination comes from conversations with our Sheriff's Office.
Pretrial Services Unit Goals for 2011
1. Finalize all policies and procedures;
2. Hire Pretrial Services Clerk; establish all work duties and train;
3. Put $20 Pretrial Services fee into practice upon each defendant ordered to Pretrial
Supervision;
4. Reduce Defendant Services Fund by 2.5% and set priority decision making criteria (these
funds are used to pay for monitored sobriety and electronic monitoring services and assist
defendants during the pretrial stages of their cases);
5. Ensure ongoing staff training (with attendance to annual Colorado Association of Pretrial
Services (CAPS) and possibly the National Association of Pretrial Services Agencies (NAPSA)
conferences);
• 6. Participate in regular activities of CAPS;
7. Continue to staff Pretrial Services Advisory Board meetings and functions; and
8. Include performance measures in 2011 Division Annual Report.
•
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COMMUNITY CORRECTIONS � �
(Note: some of this information is detailed further in the Weld Lt. =,
County Community Corrections Board Annual Report for 2010). -6041111-iNitt CORRECTION, '
1101 .:
Community corrections provides a safe, constructive, and less ... �
expensive alternative to prisons and jail for adults. In 2010, adult
community corrections programming in Weld County and oversight
saved taxpayers in excess of $2.9 million dollars. In addition to
being less costly than jail or prison, the recidivism rates for offenders completing community
corrections is substantially lower than for those offenders released from prison or placed on
parole.
Background
In response to a critical incident in late 2007 and ongoing concerns with its previous sub-
contracted provider, the Weld County Board of Commissioners authorized a Request For
Proposal ( RFP) to provide community corrections services in Weld County. After a competitive
bid process, Intervention Community Corrections Services (ICCS), a Denver metro-area non-
profit agency, was awarded the sub-contract in June 2008. ICCS was temporarily housed in the
North Jail Complex until the construction of a new county-owned facility. ICCS officially moved
into the new facility located at 1101 H Street Greeley, CO 80631 on June 21, 2010.
Justice Services provides day to day administrative support to the Weld County Community
Corrections Board and serves as the intermediary oversight and coordination entity for Weld
County Government and ICCS.
Sub-Contracted Vendors
1 . Intervention Community Corrections Services (ICCS)
2. BI Inc.
3. Rocky Mountain Offender Management Systems LLC, (RMOMS)
Services
• Adult Residential and Non Residential Community Corrections Services
• Electronic Monitoring
• Monitored Sobriety
Administration
The nine (9) member Weld County Community Corrections Board, a statutory and appointed
Board (Colorado Revised Statutes, 17-27- 101 et.seq, and 18- 1 .3-301), manages the local
responsibilities for the myriad of community correctional services in Weld County/19th Judicial
District. This Board, with the administrative assistance and guidance of Justice Services,
establishes and enforces standards of operation of these programs and in exercising
independent authority to accept or reject certain offenders referred for placement. A
percentage of total allocated funds from the State remains with Weld County to offset costs
associated with the County's management of all funds and administrative support to this Board .
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• BI Inc. and Rocky Mountain Offender Management Systems LLC. (RMOMS)
Weld County sub-contracts with BI, Inc. and RMOMS to deliver local electronic and monitored
sobriety services to felony offenders under the care of the Department of Corrections. Both
agencies process monthly billings to Justice Services of which Division personnel review,
approves and processes to the State on behalf of the Community Corrections Board and Weld
County. Weld County retains 2% of these total funds (if fully expended) for this administrative
support assistance.
Offenders under the community supervision of the Department of Corrections and
Parole served by these two agencies in 2010:
BI Inc. = 1,179
RMOMS = 1,766
Note—in late 2010, BI Inc. was sold to the Geo Group. As a national service provider, BI
monitors and tracks more than 60,000 offenders for about 900 federal, state and local
correctional agencies in all 50 states. At this point, it does not appear that any change to
current sub-contract provisions is needed.
ICCS
Weld County sub-contracts with ICCS to provide residential and non residential supervision and
services to adult felony offenders referred by the Department of Corrections, State Judicial
• Branch and/or Parole. On a monthly basis, ICCS submits offender billing invoices that require
review, approval and processing to the Colorado Division of Criminal Justice (DO). Payment by
DO to Weld County and then to ICCS, is coordinated by Justice Services. Weld County retains
4% of these total funds for daily administrative support assistance. Considerable operational
and facility oversight is also part of the Division's tasks.
Referrals
By virtue of policy of the Weld County Community Corrections Board, ICCS is authorized to
accept certain offenders for placement. The Board must directly approve all other cases
(offenders). This is accomplished through the Board's weekly Review Committee. In some
instances offender referrals are reviewed at Full Board meetings.
Justice Services reviews all offender referrals to ensure compliance with Board policy.
The Board and Justice Services reviewed 1,145 offenders for placement consideration in 2010.
• 12 Full Board meetings conducted.
• 52 Offender Review/Screening Committees conducted.
• Rejects by ICCS: 525 (46%)
• Accepts by ICCS: 243 (21%)
• Accepts by the Board: 251 (22%)
• Rejects by the Board: 100 (9%)
• Pending Cases: 13 (1%)
• (these cases were referred to the program but had pending matters in other jurisdictions)
• Cases referred but sentenced prior to date of Board screening: 12 (1%)
• Deferred: 1 (.001%)
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• • The Board also accepted 20 Intensive Supervision Program (ISP) offenders, and 6 were
rejected (not included in above 1145 total). *
*These are inmates serving a portion of their prison sentence in the community at an approved
residence and therefore participating in a form of non-residential correctional supervision under
the DOC. These offenders adhere to all DOC Code of Penal Discipline regulations.
APPROXIMATE COST SAVINGS (some fluctuation of cost figures occurs because
State and County fiscal years differ)
POTENTIAL COST ACTUAL COST COST AVOIDANCE / SAVINGS
Daily Offender Reimbursement from Total Potential Cost
Population Rate = 188 the State to Weld $2,154,799
$5,146,500
(Residential and County =
Non-Residential) x (includes Residential,
Non-Residential, ISP
Prison Bed $75.00 and Administrative (minus)
Cost/Day = Support)
x
Total Actual Cost = $2,244,519
•ays/Year = 365 Expenditures = $89,720
Total Cost = $5,146,500 Total Cost = $2,244,519 Grand Total of
Cost Avoidance /
Savings to
Taxpayers = $2,901,981
Community Corrections Unit Goals for 2011
1. Consider revision to Corrections Board Bylaws to add members and/or refine certain roles;
2. Update Vendor Lease Agreement;
3. Respond to, and maintain contract administration for Corrections Board; monitor and track
current State contracts/renewals in June; and monitor State budgetary and legislative
matters which are potentially impacting the program(s);
4. Monitor the daily activities at the Community Corrections Facility, and of our vendor, and
give updates to BOCC and Administration as scheduled. Meet regularly with vendors;
5. Write and distribute 2010 Annual Report for Community Corrections Board;
6. Update certain sections of"Offender Review, Placement and General Administrative Policies
and Procedures" manual for Community Corrections Board;
7. Staff weekly and monthly meetings for Community Corrections Board;
8. Improve data collection methods;
9. Participate in regular activities of Colorado Association of Community Corrections Boards
• (CACCB); and
10.Consider developing Intensive Residential Treatment (IRT) programming at ICCS.
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