HomeMy WebLinkAbout750983.tiff -▪ � Qt\
b6 ;44� HOME RULE CHARTER COMMISSION
a'y "' `•O PHONE 1303) 3534212 EXT. 237
Yr*µs f P. O. BOX 758
war.' 'i• 0 GREELEY, COLORADO 80631
COLORADO
March 4, 1975
Dr. David Houghton
629 S Street .
Apartment 3
Kalamazoo, Michigan 49006
Dear David:
I➢v now you should he an established citizen of the Wolverine State. I
hope things are guing well for you.
Presently, I am deeply engrossed in the work of the Weld County Home Rule
Charter Commission and after several meetings of listening to County
Officials, we are heading into several sessions of subcommittee recom-
mendations for the final Charter (which is still several weeks away) .
I would like to have the full reference for the Syracuse study you r •
mentioned when you were here working on your dissertation - also instruc-
tions as to how I can get a copy. I believe it included County govern-
ment, didn' t it? Also, please send along any references or information
you might have or know of, relevant to Home Rule.
Many thanks.
•
Sincerely yours,
WELD C U rY HOME RULE CHARTER COMMISSION
•
Dr. Georlr. Brooks
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CHARTER COMMISSIONERS: J. L."Bud"Johnson,Chairman;Edward L.Dunbar,Vice Chairman; Philip G.Bowles,Secretary
Donald E.Altergott—Glen R.Anderson—Walter L.Bain—Charley daumgartner—Glenn K.Billings—George Brooks—Norman Brown--Chuck Carison— r
Nancy C.Clark—Harold Fahrenbruch—Edwin Lesh—John T.Martin— Ruben Schissler—William H.Southard—
r !vein,. ,, i.n•. r ..Tnn .. -nil' r '' ..r n. ..,
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WEST & WINTERS
Jttoaneys at Law
WILLIAM L. WEST P. O. BOX 12.1
JERRY D. WINTERS UNITED BANK BUILDING
GREGG A. PARISH 1000 TENTH STREET
GREELEY, COLORADO 90031
PHONE 303 - 352-4805
MEMORANDUM
March 18 , 1975
TO : Charter Commission
FROM: William L. West
SUBJECT : Authority of County to contract with local
municipalities for law enforcement services .
The attorney general had previously given an opinion that
in the absence of a statute the county had no authority or pow-
er to enter into contracts to furnish law enforcement services
to towns and cities .
This has been cured by the legislature adopting the necessary
authorizing legislation . The statute C .R.S . (1973) 30-11-410 pro-
vices :
"The governing body of a municipality and the board
of county commissioners may contract for the purpose
of providing law enforcement, including enforcement of
municipal ordinances , by the sheriff within the boundaries
of the municipality. "
Note that the authority to contract lies with the commissioners ,
and not with the sheriff .
Respectfully submitted,
Wyk
m. L . W st
dj
WLW: gw
Sid El Y COVki 1 C': LI
The concuittee should study the traditional areas of law enforcenient,
detention and incarceration and fire protection. Fire protection
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shall be studies in connection with the committee on County Relations
With Municipalities, Local Improvement Districts , etc. This committee
shall also study in connection with the Health Carmittee the operation
of ambulance service. The conuni.ttee shall also study the office of Coroner.
In the any of detention, inquiry and study should be made relative to the
facilities planned for this County activity and the personnel and
organization to obtain the standard desired for the County. Juvenile
detention should be an area of attention as well as detention of those
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mentally ill who nay or may not be involved in some phase of law enforcement.
If Charter proposals should be considered, recomnendations should include
methods of selection of personnel to head the safety activities as well as
personnel working under such department head.
MI
hl
Communication and detention facilities should be studied with the County
Relations With Municipalities, etc. Committee.
M1
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What is an elected county executive? How does nization and the administrative forms suggested by
the elected county executive plan differ front the Musto Commission.
', the county manager-county commissioner plan?
What other systems have been tried in various parts County Plan Municipal Plan
Strong of the-country? What is the role of the county gov- Elected County Mayor
erning body under each of these arrangements? Strong Manager Council-Manager
These are the basic questions that are examined Elected Supervisor Weak Mayor
in this excerpt from "County Government: Chal- Board President Commissioner
lenge and Change" (The Musto Report), which is
j the official report of the New Jersey County and
We are deeply indebted to the dedicated members .
1 of the County and Municipal Government Study
Municipal Government Study Commission working
under the direction of the able New Jersey State
Commission for permission to reproduce sections
Senator William V. Musto. of County Government: Challenge and Change.
•1 NACO's own Richard J. Coffee, former Vice Pres-
ident of NACO and now state senator, served with Additional Information
•
distinction as vice-chairman of the Musto Commis- The New Jersey Association of Chosen Freeltold-
sion. This commission, with the aid of a small staff ers, its President Arthur Sypek, and Executive Di-
under Executive Director Eugene J. Schneider, has rector Jack Lamping (Mercer County Courthouse,
'I produced probably the most comprehensive docu- Trenton, N.J. 08607) will be most pleased to send
merit on alternative forms of county government. additional information, as will Senator William V.
In some respects the Musto Commission has Musto or Eugene J. Schneider (County and Munici-
I charted the basic course and done large portions of pal Government Study Commission, 113 W. State
1 the research which can be the guide of county mod- Street, Trenton,N.J. 08625).
ernization efforts in every state. NACO's New County Center will provide further
It will be helpful to keep in mind the following: information on county organization forms. Drawing
i 1. A Freeholder is an elected'official equivalent from the experience of different counties operating
• a to a Commissioner or Supervisor in other states- under each one of these forms, the Center can pro-
1j 2. A Freeholder Board'(F.II. Board in the report) vide front-line reports.
• 1 is equivalent to a Board of Supervisors or to a NACO's New County Center provides this infor-
i Board of County Commissioners. mation as a part of its larger program for servicing
3. The Faulkner Act is the basic New Jersey leg- county governments in their efforts to meet the
1 islation for municipal organization. changing demands of today. Write or call NACO's
In your thinking you may find it helpful to make New County Center, 1001 Connecticut Ave., N.W.,
I comparison between municipal administrative orga- Washington, D.C. 20036; (202)628-4701.
1
. The Commission t;
feels that there should be uni- reasons functional and political. Yet, cou:,
• I fortuity among counties in test"' of general powers. eminent, at pi it, is the weak link in the systei i.'
Legislation should attempt to Vc the counties flexi- If local govern 1eut is to work well in this state,
I bility within the framework of general law, which county government must work well; it must be
for sound reasons should he consistent from one made into an effective "middle tier" general govern-
I county to another. In an area such as land use, for ment unit. It is for these reasons that the Commis-
• instance, the Commission is of the opinion that no sion has undertaken to study county government
Imention of specific services or functions or powers as its initial task.
should be part of the legislation for any one county During the course of this study, two alternative
in particular or for all counties. These laws should courses of action have been rejected emphatically:
I be general grants, aimed at giving flexibility to local 1. retention of county government as it is pres-
government. ently structured;
Until future work has been done, the Commis- 2. abolition of counties, and distribution of gov-
sion believes that general, structurally-oriented ernmental functions to the state, to municipali-
ilegislation is most advisable. If charters passed by ties, or to newly created regional units.'
the legislature did go into specific functional duties Furthermore, because the
j and powers, they would have to be revised or re- of problems involved
and in light of New Jersey traditions, city-county
pealed when subsequent events dictated that per- consolidation and the federation approach do not
formance of these duties be vested in another level appear to be either desirable or feasible at this time.
of government. The Commission will therefore deal All evidence has pointed to the need for New
with the structural and general legal aspects of Jersey counties as truly general governing units
i county government, seeking to maximize flexibility working in partnership with state and municipal
and room for innovation, neither restricting the governments. They must be made capable of:
legislature from deciding specific questions of func-
tional responsibility nor preventing local govern- 1. providing services that can be most effectively
ment itself from coming to whatever functional undertaken at the county level or services
arrangement it wishes. which municipalities, singly or jointly, can not
The Commission might have included in this re- or will not perform;
port legislative proposals embodying its recommen- 2. working effectively with municipalities within
•
dations. It was felt, however, that to do so would county boundaries, with neighboring govern-
foreclose valuable discussion and examination of meats, and with the state and federal govern-
the problems involved. It was decided that the wisest meats.
course would be to describe in detail the alternative For this purpose, county government needs to be
I forms of county organization which it thought most changed in two respects:
suitable, showing their applicability to particular. 1. organization — counties must have a sound
developmental situations in New Jersey counties, structure, conforming to accepted principles of
and then to hold public hearings so that all groups • government;
• and individuals can give the Commission their ideas 2. authority—county government must have the
and suggestions. legal authority necessary to deal with a wide
It was felt that by opening this discussion to all variety of expanding problems, without con-
the people the result would be better legislation. tinuous recourse to state authorization.
The following proposals, then, are presented as a These two factors go hand-in-hand. It would be
basis for discussion. The Commission will in turn absurd to give a county increased powers and re-
i submit to the legislature, bills which will be the sponsibilities if its organizational machinery were
j product of the hearings and the ideas of all in- not capable of working effectively and efficiently.
terested groups and individuals as well as of the It is the opinion of the Commission that the sound-
Commission itself. en way to achieve these goals is the enactment of
enabling legislation permitting counties to adopt one
Basic Considerations of a number of prescribed alternative forms of goy-
!
The Commission has stressed that New Jersey's ernmental organization,combined with a broad grant
i system of local government, if it is to respond ade- of powers.
i quately to the varied and growing needs of the state, Such an approach would provide each New Jersey
t require viable general governing units on all levels county with flexibility to choose a form of govern-
-state, county, and municipal. There must be effec-
t meat suited to its characteristics, needs, and prefer-
j tive units at each level if the overall system is to ences, within a framework of widely accepted prin-
provide effectively for the needs of all the people ciples of government administration; and at the
of this state. same time it would provide the legal authority en-
Utilization of the county as a major governmental abling the people of the county to make it into the
jlevel makes sense in New Jersey for a variety of kind of government they want.
I .
12 - The American County.
17hile the Commission favor maximum tali- " "" xa omtit;;r+ + ,,. ..
Eude for local leaders to determine the details of "—'
their county government organization, we feel that
I the following characteristics should be common to . ;'j"
' all alternative forms: ,,•' /
1. a single legislative body that performs legisla- " iiI, iht
five rather than administrative tasks and has
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sufficient legal authority to oversee and direct '"� ;'r , '•,
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the operations of all county government; k ` ; .; \, �,•\.'-, , r.�l'.
2. strong policy leadership from an elected official; / ' • <�
3. professional administration accountable to !. rl j s _ .:
elected officials; st'L/r 1
1 4. annual preparation and presentation of an ex-
i ecutive budget;
) This plan is suited particulcrly to those urban
5. provision for legislative enactment of an ad-
jministrative code; counties where there are substantial differences of
f opinion over policy and where there is group and
6. adequate and clear provisions for protection of
Y civil service status for individual employees sectional diversity, dictating the need for strong and
decisive leadership to get things done. The chief
and civil service provisions for the entire sys- advantages of the plan are: by uniting policy and
tern; administrative leadership in one elected official,
1 7. clear lines of authority and administrative ac- firm program direction and political accountability
countability throughout county government; to county voters are facilitated; and by requiring
i 8. political responsiveness to and adequate rep- the election of an executive who is a county resident,
i • resentation of all major types of municipalities, one insures that he will be familiar with the prob-
groups, and interests in the county to insure lems and conditions of the county.
full participation for all concerned. •The disadvantages of this plan are: if the execu-
Since counties are not all alike, it is necessary to tive is not a strong personality, the administration
offer alternative forms to permit each county to se-
i is seriously undermined; the concentration of ad-
lect the form suited to its own needs and stages of ministrative
development. power in an elected official may po-
i liticize rather than professionalize county adrninis-
The four forms set forth below are the basic forms tration; and election of an independent executive
we believe should be offered to New Jersey counties. and Board may result in executive-legislative con-
We shall attempt to show the differences between flirts. If the executive is of one party and the ma-
them in terms of the balance of power, the setting •
jority of the Board of another, stalemates may be
. in which each might be most effective and the rela- the result.
•five strengths and weaknesses of each. Following
1 this description, we shall mention the important ele- Outline
ments of each form and certain procedural questions L Executive
which the Commission is presently considering and A. Election, term, qualifications, salary, vacancy,
which will be discussed at public hearings before absence
final legislation is submitted for enactment of the 1. Elected at large from the county.
.I proposals. (See Figure 1, page 15). 2. Term of four years.
ALTERNATIVE FORMS3. Must be a qualified elector of the county;
1 must reside in the county during his term of
Fonn 1. The Elected Executive Plan office; otherwise the position is considered
The essential element of this plan is that it gives to be vacated.
a single elected executive the power to direct the 4. Compensation is fixed by ordinance of the
1 1 operations of county government and to take the Board. There should be a minimum salary
1 lead in proposing policies. Central professional ad- fixed by law and protection against a de-
ministration is assured by requiring that the execu- crease in salary during the executive's term.
five appoint a qualified administrator to work di- 5. Any vacancy must be filled by election for
rectly under him. The Freeholder Board performs the remainder of the unexpired term at the
• an exclusively legislative. role, enacting all county next general election occurring not less than
{ programs into law and advising and consenting to 60 days after occurrence of the vacancy.
d the major actions of the county executive. This The Board fills temporary vacancies by
j form, in many ways, is similar to the form of gov- appointment to serve until the qualification
' ernment we have on the state and national levels, of a person so elected.
as well as to the strong mayor-council forms for 6. During temporary absence or disability, -
municipalities, offered in the Faulkner Act. the chief administrator shall act as county
n+,....b imn 11
OLGI 'yaavAy
•
Executive Bed- Functions And V r �' '"*"
Procedures
gel and Capital Rate of County County Central For Alternate 1 F
Programming Freeholder Board Governing Powers Forms Adoption 1 • PPP€
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•:• 1' • executive; in his abscnc,the county execu- 4. Budgeter* owcrs %t
tive designates a head of a county depart- Prepares, with the aid of the chief ad-
I mcnt. • minislrator, submits to the Board, and
B. Powers, duties executes after adoption by the Board, the
1. Organizational powers annual operating budget, capital program,
I a. Supervises, directs, and controls adminis- and capital budget.
I trative departments. II. Chief Administrator
1 b. With the advice and consent of the Board A. Required appointment, qualifications
appoints the chief administrator, the head 1. Must be chosen by the executive.
1 of each county department, and members 2. Must be qualified by administrative and ex-
of county boards and commissions, and ecuiestive training and experience.
fills appointive offices. B. Ditt
c. May remove or suspend, at his discretion, 1. Assists the executive in carrying out his
i anyone whom he has the power to appoint, duties and responsibilities and, subject to the
1t after notice and opportunity to be heard. policies and directives of the executive, has
Provision: Removal or suspension shall general supervision over the administrative
be in effect 20 days after filing notice un- agencies of the county.
less the Board previously adopts a two- 2. Under the direction and supervision of the
thirds resolution of disapproval. executive.
d. May delegate to department heads power a. Assists in the preparation of the budget.
to appoint officers and employees, and may b. Administers a centralized purchasing sys-
with the approval of the executive, re- tem.
move them subject to civil service pro- c. Is responsible for development and ad-
! - visions, ministration of a sound personnel system.
Alternative: The executive appoints other d. Prepares reports.
1 county employees as provided in budget, e. Performs other duties which the Board
if unclassified, without Board confirma- may prescribe.
I tion. III. Freeholder Board
e. Requires reports and examines the ac- A. Organization
i counts, records, and operations of every Selects a chairman from among its members:
county administrative unit under his di- a. For a specified term or to serve at plea-
rection and supervision. sure.
2. Executive-administrative powers b. To preside at meetings.
I a. Exercises the executive power of the B. Powers
I county. 1. Advises and consents vis-à-vis elected execu-
b. Enforces the charter and county laws. tive.
1 •
c. Supervises the care and custody of all 2. Overrides executive removal of department
county property including institutions and heads by two-thirds vote.
agencies. 3. Overrides executive veto by two-thirds vote.
d. Supervises collection of revenues, guards 4. May reduce any item or items in the execu-
- adequately all expenditures, and sees to tive budget by majority vote, but an increase
proper accounting for all funds. in any item or items is effective only upon
e. Signs all contracts, bonds, or other instru- affirmative vote of two-thirds of the Board.
1 ments requiring consent of the county. Note: This provides a legislative check on an
f. Reports to the Board periodically and pre- independently elected executive, as part of a
pares annual reports. system of checks and balances.
g. Performs other duties authorized or dele- IV. Evaluation of Elected Executive Plan
gated. Advantages Qualifications
3. Legislative powers, functions 1. Unites political and 1. An elected political
a. The executive may attend meetings of administrative leader- leader may not be a
Board, and may vote only in case of ties. ship in one person, gen- capable administrator:
• I b. Executive may make such recommenda- erally assuring firm county administration
I tions for action by the county as he may program direction, re- may become too politi-
j deem in the public interest. sponsive to public de- cal. (However, proles-
'
c. Must approve each ordinance of the Board mands. sionalism is facilitated
by signing it or must return it to the Board by the required ap-
with a statement of objections within ten pointment of a quali-
days of passage; subject to Board over- . • fled chief administra-
ride by two-thirds vote. • tor.)
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I
_ 2. The election of the 2rcruitment of ex- back rooms ancilasko the frontline of electm•r1 compe-
chief executive of the ect!trive caurdidatis• is tition, to seek ,•srxleeted office that can effectivtt
county focuses respon_ bound by the tcounty. control so many jobs and financial resources. Thus,
sibility on one man ial limits of the county. political and executive responsibility is fused and
j who must stand for re- There might not be focused; political leadership becomes more visible
i election, periodically. enough capable candi- and ultimately responsible to the voters.
dates willing to run, to
{ provide for adequate Fonn 2. The Strong Manager Plan
voter choice. The essence of this classical council-manager plan
I 3. The chief executive 3. If things go wrong is that an appointed manager is granted full power
must reside in county, in county achninislra and considerable independence to supervise the ad-
at the time of his elec- tion, leadership may ministration of county government. He has inde-
lion, so that he should have to wait until the pendent power to hire and fire administrative per-
j{ be knowledgeable term of the executive sorrel; he is authorized to prepare a consolidated
about county problems. expires,and until a new
1 county budget, submit it to the legislative body, and
executive is elected. to administer it once it is enacted. The board is
4. This form tends to strictly a legislative body, composed of members of
build in executive-leg- equal status, and has leverage over county adminis-
1 islative conflict be- tration in its power to hire and fire the manager.
cause officials in each Thus, an appointed manager exercises administra-
S, branch are elected in- tive powers and takes policy initiatives. He is ulti-
dependently, and see mately responsible for his actions to elected officials;
their roles and their however, the legislative body necessarily would be
public accountability reluctant to exercise its power to dismiss the man-
; - somewhat differently. ager too often. There are indications that this plan
If the executive is would not be particularly suited to many New
, • elected at large, and Jersey counties, where conditions and traditions
some or all legislators• have emphasized the need for policy leadership in
are elected from dis- the hands of elected officials; certainly the plan has
tricts, the potential for not been popular on the county level nationally.
such conflict may be in- Nevertheless, the plan may work successfully in
creased. relatively homogeneous counties, where there is sub-
I The professional literature tends to indicate that stantial agreement about policies and directions for
the strong executive-council form of government is county government, and where there is no intense
particularly applicable to highly urbanized, and/or political competition. The emphasis it places on pro-
rapidly growing jurisdictions, where there are fessionalization might mean that the county would
{ social and economic cleavages and disparities, and be better equipped to undertake local services.
where there is substantial political competition. In Moreover, the administrative independence of the
I such a context, strong political leadership with manager might facilitate the recruitment of a high
access to substantial resources is needed to get caliber professional staff and might be conducive to
things done. An independently elected executive high employee morale.
I can provide such leadership; it is not likely to be
provided by an appointed administrator, or to be Outline
generated from within a legislative body with per-
sons of equal status. I. Manager: selection, qualifications, salary
An analysis of New Jersey has indicated that A. Selection, Removal
there is a need for strong elected policy leadership 1. Appointment by the Board for an indefinite
on the county level for at least two reasons: (1) the term.
and rapid growth of many coun- 2. May be removed by a majority vote of the
1 size, heterogeneity, p
I ties in a highly urbanized state; and (2) the tradi- Board, subject to adequate notice and hear-
tion of strong, centralized political party leadership, ing•
as well as the indications of growing party competi- B. Qualifications
tion. 1. Appointed solely on the basis of his execu-
i In noting the powers of a strong elected execu- five and administrative qualifications.
2.
tive over administrative personnel and over the At the time of his appointment, he need not
1 budgetary process, it is apparent that he can have be a resident of the county or state,but during
substantial political "clout." Experience on the his tenure of office he may reside outside of
' .1 municipal and county levels has indicated that po- of county only with the approval of the
litical party leadership may be forced out of the Board.
The American County
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' •1 1, . i j"--<-7 \ Budgeter action
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i �• •1: Preparc ohnual current expense budgets
` � — - and annual capital budgets for consideration
i "^•_,.:,...•,�-.,,. -�, - 9--- _ .-.;.,..-•,- by the Board; and submits them to the Board.
1
) E. Executive function
3 1. Executes all laws and ordinances of the
1 C. Salary county.
• ,' 1. Fixed by the Board. Comment: The manager can appoint, employ,
IL County Manager, powers and duties and fire unconditionally. The Board can fire
t The manager shall be chief administrative officer only the manager. This provides for inde-
• I of the county. He shall be responsible to the pendence in administrative matters, while
1 council for proper administration of county making the chief professional accountable to
' • affairs under his charge. elected legislators.
I A. Organizational powers III. Freeholder Board .
-i 1. Appoints, suspends, demotes, dismisses, re- A. Organization of the Board
moves, and transfers all county employees 1. The Freeholder Board elects from among its
and all appointed county administrative of-. members, a chairman (and a vice-chairman)
ficers. each of whom serves at its pleasure. The
•t 2. May authorize any appointive county ad- chairman presides at Board meetings (if he
t ministrative officer to appoint, suspend, de- is not present or is unable to act, the vice-
mote, or remove subordinates in that officer's chairman presides).
i - department, office, or agency. B. Organizational powers
3. May designate a qualified administrative of- 1. Appoints county manager and may remove
{ fiver of the county to perform his duties dur- • him by a majority vote after due notice and
ing his temporary absence or disability; in public hearing.
!_ the event he fails to do so, the council may. 2. May create and define the powers and duties
4. May appoint and remove a deputy manager, of deputy manager which shall not be in-
if one is authorized by the Board. eluded in the classified service under Title
B. Administrative powers II.
1. Directs and supervises the administration of C. Restrictions on Board
all county departments, offices, and agencies. 1. Neither the County Board nor any of its
2. Organizes the work of county departments
members are permitted to direct or request
subject to the administrative code adopted by the appointment, suspension, demotion, or
the Board. Reviews their administration dismissal of any county employee or appoin-
and operation and makes recommendations • rive administrative officer who is subject to
pertaining thereto to the Board.
3. Reviews, analyzes, and forecasts trends of the supervision of the county manager and
subordinates.
county services and finances and programs
2. Except in emergencies or for the purpose of
, . of all boards, commissions, agencies, and inquiry, the Board and its members can deal
other county bodies, and reports and recom- with county employees exclusively subject
mends thereon to the Board.
to the direction and supervision of the county
a4. Develops, installs, and maintains centralized
i manager only through the county manager,
personnel and purchasing procedures as may
and neither the Board nor its members can
be authorized by the administrative code.
j give orders to any such county employees
I 5. Negotiates contracts for the county subject to either publicly or privately.
IBoard approval; makes recommendations 3. Knowing and willful violation of these re-
.1 concerning the nature and location of county strictions by a Freeholder is sufficient
t improvements and executes improvements
grounds for his removal and for the declara-
determined by the Board. tion of a vacancy in his office in an action
6. Assures that all terms and conditions, im- instituted in the Superior Court by any
j posed in favor of the county or its inhabitants citizen of the county.
1 in any statute, franchise, or other contract,
are faithfully kept and performed. Note: The intent here is that the County
C. Legislative functions Board should act as a single body in all
'i 1. Attends all meetings of the Board with the matters and allow the manager maximum
j right to participate but not to vote. administrative independence.
1 2. Recommends to the Board measures deemed IV. Adopting of Budget, Capital Program
I necessary; makes annual reports; makes re-
ports to the Board on request. A. After a hearing, the Board should be author-
ized to adopt the budget with or without
I March, 1970 . 17
..r -
amendincnt. In amending, it may add new manager fora a most applicable to relatively hpmo-• -
. ,
•items or increase lie'r,,,' it may decrease or geneous jur tiuus, where social and cennuiric •
delete items, exceptiill appropriations re- disparities al's& minimal, and where the legislative
I quircd by law or appropriations for debt ser-
body is not split politically. 'Thus, the plan may be
r vice or for estimated cash deficits. most appropriate for caretaker-type operations
13. After a hearing on the capital program, the within fairly stable jurisdictions.
l Board may adopt it, with or without amend-
ments. The Board requests and considers, but Form 3. The Elected Supervisor Plan
• I need not follow the recommendations of the This plan is a middle ground between the elected
county manager. - executive and the strong manager plans: on the one
: V. Evaluation of Strong Manager Plan hand, it facilitates a leadership role by an independ-
't Advantages Qualifications catty elected executive (the supervisor), although it
I
1. This is not so drastic 1. A professional man- does not concentrate power in the hands of the ex-
r a break with New ager cannot be ex- ecutive to the same extent as under the elected
i Jersey county tradi- pected to provide executive plan; on the other hand, it provides a
I tion:it continues to policy leadership on strong professional administrative focus, but does
I vest overall political emerging issues facing not give the appointed administrator all the powers
I responsibility in the urban counties (levels and independence that a manager has under the
county legislative body, of government ser- strong manager plan. Furthermore, this plan is
rather than dividing it vices, tax rates, land more in the New Jersey tradition than Forms 1 and
t' 2, in that it vests significant powers in the Free-
between an elected use, anti-poverty, racial
IBoard and a separately harmony), to crystall- holder Board.
I
elected chief executive. ize public opinion, and In some ways, this plan bears similarity to the
to be an effective advo- county supervisor forms in Essex and Hudson
•
1 cate. Counties. It differs in explicitly providing for pro-
2 Since the manager 2. Where the County fessional administration, and in divorcing legislative
and administrative functions. Moreover, the formal-
need not be a county Board is politically
resident at the time of split, the manager usu- ized relationship between the elected supervisor
his appointment, re- ally is ineffective. and the appointed administrator under this plan is
cruitment of the best designed to facilitate a more effective policy leader-
man possible is facili- ship role on the part of the elected supervisor than
I tated. under the existing plan.
•
This plan would be most appropriate for those
• j 3. It facilitates highly 3. Since the manager counties where neither the elected executive nor
professional admini- need not be a county the strong manager plans are politically acceptable,
, strative leadership. resident at the time of political competition is not
1 and in counties where
his appointment, it will intense.
1 take him time to be-
. come familiar with Outline
county conditions. This I. Supervisor
is a problem especially
if there is a high man- A. Election, term, salary
ager turnover. 1. Elected for the office of supervisor, at large
/ 4. It facilitates the most from the county.
pronounced adnunis- 2. Term of office: the same as a Freeholder's
i trative/legislative sep- - term.
aration of functions; it 3. Salary: greater than that of other Free-
._I facilitates the operationholders.
of the Board as a single . B. Powers, duties
legislative body with • 1. The supervisor presents annual messages to
over-all county policy . • the Board. At other times, he deems expedi-
• perspectives. • ent, he may make general or specific reports
• on the condition of the county's government,
5. The manager is po- finances, institutions, and improvements,
litically responsible to •
with such recommendations as he considers
elected officials; he can appropriate-
be ousted quickly if 2. Recommends to the Board passage of such
things go wrong. measures as lie deems to be necessary, and
1 The literature tends to indicate that the strong he devises a legislative program.
18 •
I
1 The American-County
"'` 1 r : ! ,10;44,,,,\
�. ,\ • - Board in- y adopt it, with or without amend-
, r � Board requests and considers,
gar but nettl ttot follow the recommendations of
the administrator.
D. Restrictions on Board
3. Serves as presiding officer of the Board, 1. Neither the county Board nor any of its mem-
votes in case of Board ties, and has veto bers are permitted to direct or request the
power over Board actions.
' • appointment, suspension, demotion, or dis-
11 Alternative: Consideration might he given to missal of any county employee or appointive
•.i granting him regular Board vote plus his ectt
administrative officer who is subject to the
veto power.
s'3pervisavn of—tbe administrator and sub-
4. Serves as spokesman for the Board with re- ordinates.
A
spect to the Board's policies and programs. 2. Except in emergencies or for the purpose of
5. Represents the Board at civic and ceremonial inquiry, the Board and its members can
i occasions, deal with county employees exclusively sub-
G. Appoints and removes, subject to Board ject to the direction and supervision of the
i approval, such county officers and members administrator through the administrator, and
of other agencies and commissions as are neither the Board nor its members can give
appointed by the Board; and he is an ex-
) orders to any such county employees either
Officio member of these agencies and corn-
publicly or privately.
missions. 3. Knowing and willful violation of these re-
‘ 7. Serves as principal liaison and contact on strictions by a Freeholder is sufficient
behalf of the Board vis-d-vis the county ad- .grounds for his removal and for the declare-
' ministrator.
1 . tion of a vacancy in his office in an action
8. Represents the Board in all intergovern-
mental relationships. instituted in the Superior Court by any
citizen of the county.
i 9. Has the right to inspect books, accounts, rec- III. Appointed Administrator
. ' ords, or documents pertaining to the prop-
A. Selection, removal by Board
erty, money, or assets of the county. 1. Required appointment by the Board for an
l 10. Causes the laws of the county to be executed indefinite term.
and enforced through the county administra- 2. May he removed by a majority vote of the
i tor. Board with the provision that he may call
Comment: Providing that the supervisor preside for a public hearing prior to Board action on
t over Board meetings and that he have a regular his dismissal.
council vote might lessen legislative-supervisor con- B. Qualifications, residence
} fficts. If he.is given a regular council vote, considera- 1. Should be appointed solely on the basis of his
tion must be given to providing for an even number executive and administrative qualifications
j of Freeholders or to some other method of avoiding - and experience. •
i the possibility of legislative voting deadlocks. 2. At the time of his appointment, he need not
4 • II. Freeholder Board be a resident of the county; but after his
A. Organizational powers appointment he should be able to reside out-
:ti 1. Appoints and removes county administrator side of the county only by leave of the
1 by a majority vote. - Board.
2. May create and define the powers and duties C. Organization powers
°; of a deputy administrator. 1. Appoints, suspends, and removes all county
3. Approves the appointment, suspension, de- employees: appoints department heads with
j motion, or removal of department and office the approval of a majority of the Board. Each
j heads by the county administrator. department head so appointed serves at his
B. Powers,vis-a-vis supervisor pleasure, subject to removal with the ap-
1. May override supervisor's veto by two-thirds - • proval of a majority of the Board.
vote. 2. Subject to an administrative code, he may
C. Budgetary powers authorize department heads to appoint, sus-
'`j 1. After a hearing, the Board is authorized to pend, or remove subordinate officials.
adopt the budget with or without amend- D. Other Powers
ment. In amending, it may add new items or Same as the strong manager plan except:
4 increase items, it may decrease or delete a. Works through the supervisor as his prin-
t items, excepting appropriations required by cipal point of liaison with Board;
1 law or appropriations for debt service or for • b. Executes all laws and ordinances of the
iestimated cash deficits. county in behalf of the supervisor.
• .
March, 1970 19
•
•e' .•u, nn sharp break with the traditionally r fl
i : •
Advantages Qualifications of the r slr Jersey.
rarct
]. Provides for strong laid of Freeholders in New Jersey. '
elected leadership fact 6 ✓B> providing that 2. The cuntx.ytit of a strong appoirilct( administrator
I the Board appoints and
without creating the dismiss is not wholly consonant with the role of a
es the adminis' strong elected supervisor,
strong elected execu- ' trator and must ap- Moreover, the literature has indicated that pro-
7
live plan. prove administrator's
vision for a strong appointed administrator, with-
actions in appointing out provision for a strong elected policy leader,
and dismissing depart- forces the administrator into the assumption of the
ment heads, it dilutes kind of policy leadership role for which he is not
•
i the leadership role of suited by personality or training. Provision for a
the supervisor, and di- strong elected supervisor may relieve the adminis-
il
minishes the adminis- trator from such policy pressures.
trative power and in- There are some allied provisions which might
dependence of the serve to make this plan most effective. First, if the
appointed professional supervisor were elected simultaneously with all
administrator. Freeholders, clear-cut elective policy leadership in
2. Provides a profes- 2. Where the Free- the supervisor and the chance for the voters to get
sional managerial focus, holder Board is polit- a quick and thorough policy change in any given
while staying within ically split, and/or
election would be the result. Second, the election of
New Jersey traditions where there is a super- county officials in partisan elections could help to
of vesting strong pow- visor-board conflict, the build a set of popular expectations of public pro_
ers in the Freeholder administrator may be nouncements that could have some long-run Board; and while re- ineffective. ficial effects in the leadership-role developmentne-
of
lieving the appointed the supervisor. Unless the supervisor is either will-
i administrator from pot- ing to play a political leadership role or is compelled
1 icy pressures he is sub- to play it by the nature of competitive partisan poll-
._ jected to in the absence tics, the appointed administrator might be forced
of a strong elected pot- • into the assumption of the kind of policy leadership
icy leader. role for which he is not suited.
3. Since the supervisor 3. It may build in su- Form 4. The Board President Plan
must be a resident of
the county at the time pervisor-board conflict,
especially if their con- As the name implies, this plan provides for selec-
of his election, the stituencies differ. lion of the legislative leader b
der
Board itself. But though the chief a ecuti l
ve is not
elected policy leader is
familiar with county elected by the people, this form gives him some of
problems. the powers of an elected executive. The reason is
4. Since the adminis- „ that in any form of government there is need for a
trator need not be a clear focus of policy leadership on the initiation of
resident of the county policies and programs. This cannot come effectively
' the time of lco ap-
policies the Board alone when all Freeholders are of
at th ent, recruitment equal status. There must be an elected official who
oversees the administration. If all elected officials
I of best man possible is
facilitated. have this responsibility, the system suffers from the
weaknesses the county has at present. Under this
proposed form, the appointed executive has a de-
1 This form creates a gree of administrative authority and can exercise
popularly elected executive- limited control—not the same control which an
( legislative leader within the framework of a modi- elected executive would have, but nevertheless some
t fled council-manager form of government. It repre- control.
sents a compromise for those counties which do not This plan, then gives a maximum of power to the
want either an elected executive or a strong manager Freeholder Board, while it gives the government as
plan. a whole policy leadership and administrative direc-
The objective of these provisions pertaining to the tion. The main defect of this and similar proposals
administrator is to provide for a strong managerial is that without executive and policy leadership, gov-
I focus, without creating a strong manager with in- ernment is sometimes slow to respond to needs. Our
'dependent powers. The reasons for offering this type proposal seeks to overcome this difficulty and at the
of administrator include the following: same time to leave the determinant power over
i 1. A strong county administrator represents a county affairs in the legislative body. Obviously, this
20
The American County -
1. . , , • , c_. .
• I . • pla;i is test suited to situati ,vhcre conflicts of ^'^'•"" sr.,;, . . ., .
pciicy arc minimal and politick competition is not -
i intense. \
1 Outline
I. Board President ,
A. Selection, term, salary ..
f 1. Elected by a majority of the Board from its
members.
2. Term: a minimum of two years. /
: 3. Salary: greater than that of the other Free-
holders. ---7Z- >--)
B. Powers ___ — — __
•
1. Presents annual messages to the Board. At
other times he deems expedient, he may
i make general or specific reports on the con- law or appropriations for debt service or for
jdition of the county's government, finances, estimated cash deficits.
• institutions, and improvements, with such 2. After a hearing on the capital
recommendations as lie considers appropri-ri- p program, the
PP P Board may adopt it, with or without amend-
\ ate. ments. The Board requests and considers,
1 . 2. Recommends to the Board passage of such but need not follow, the recommendations of
measures as he deems to be necessary; and the administrator.
4 he devises legislative programs. C. Restrictions on Board
3. Serves as presiding officer of the Board, has 1. Neither the County Board nor any of its
regular vote on Board, does not have veto members are permitted to direct or request
•
power. the appointment, suspension, demotion, or
4. Serves as spokesman for the Board with re- dismissal of any county employee or appoin-
t spect to the Board's policies and programs. five administrative officer who is subject to
• 5. Represents the Board at civic and ceremonial the supervision of the administrator.
occasions. 2. Except in emergencies or for the purpose of
6. Appoints and removes, subject to Board inquiry, the Board and its members can deal
approval, such county officers and members with county employees exclusively. subject
f of other agencies and commissions as are to the direction and supervision of the ad-
appointed by the Board and he is an ex-offico ministrator through the administrator; and
member of these agencies and commissions. neither the Board nor its members can give
7. Serves as principal liaison and contact on •
+ orders to any such county employees either
behalf of the Board vis-a-vis the county ad- publicly or privately.
a ministrator. 3. Knowing and willful violation of these re-
8. Represents the Board in all intergovern- strictions by a Freeholder is sufficient
mental relationships. grounds for his removal and for the declare-
9. Has the right to inspect books, accounts;rec-
ords or documents tion of a vacancy in his office in an action
pertaining to the prop- instituted in the Superior Court by any cit-
erty, money, or assets of the county. izen of the county. -
t 10. Causes the laws of the county to be executed
•
4 and. enforced throughcounty administrators. . III. County administrator
.1
II. Freeholder Board A. Selection,removal by Board
A. Organizational powers - 1. Required appointment by the Board for an in-
1. •
1Appoints and removes county administrator definite term.
1. by a majority vote. •2. May be removed by a majority vote of the
2. May create and define the powers and duties Board with the provision that he may call for
of a deputy administrator. a public hearing prior to Board action on his
i 3. Approves the appointment, suspension, de- dismissal.
I motion, or removal of department and office B. Qualifications, residence
heads by the county administrator. 1. Should be appointed solely on the basis of
1 B. Budgetary powers ' his executive and administrative qualifica-
I 1. After a hearing, the Board is authorized to tions and experience.
adopt the budget with or without amend- 2. At the tine of his appointment, he need not
ment. In amending, it may add new items or be a resident of the county, but after his
4 increase items; it may decrease or delete appointment lie should be able to reside out-
1 I items, excepting appropriations required by side of thecounty only by leave of the Board.
i rrn.re 1n'n 21
s
' 1. Appoints, suspends, • nd removes all county
, . •t- . • employees; appoints/ )arnucut heads with
�• approval of et majority' of the Board. Each _ ` `✓
department head so appointed serves at his
l pleasure, subject to removal with the ap-
I proval of a majority of the Board.
2. Subject to an administrative code, he may
authorize department heads to appoint, sus- --_
pond, or remove subordinate officials.
D. Other powers
i a.Same as the strong manager plan except: !�
i a. Works through the Supervisor as his prin .../ ----------N7
-
cipal point of liaison with Board;
b. Executes all and ordinances of the
county in behalf of the supervisor. \
' IV. Evaluation of Board President Plan
Advantages Qualifications
1. The duties and mode 1. It does not provide
t of operation of the for strong, independ-
77..---ye -------;
Freeholder Board elim- ens, political and policy
Mates the existing leadership in the hands problems of: the diffu- of an elected official. --":"°‘,:.f.-0/ 0•:,.. - 'l
sion of powers and re- `r. r ,KI31
t :
sponsibilities in county '(k,1' .;,- ' . '•
�i
government; the fusion "j, .
of all legislative and ':,% ;,z, �' �� k
�:~- f/J[ i f, ,,
administrative funs- ` =
Lions; and the highly •
=`� � '
specialized role of the
• Freeholders. -
The problem with this plan is one of elected policy
2. It provides some 2. By providing that leadership. Freeholders are elected without clear
legislative policy lead- the Board must ap- focus on policy and on Board presidency. A weak,
ership, while minimiz- prove the administra- compromise president may be elected by the Board,
ing sharp executive- tor's actions in appoint- and there will be no leadership. Or, even a strong
legislative conflicts be- ing and dismissing de- member presiding without the support of a Board
cause it gives reasona- partment heads, it di- majority may never establish firm leadership.
ble assurance that the minishes the powers
legislative leader's and independence of Further Consideration
1 views will be consonant the appointed profes-
1 with the Board which sional administrator. We must also discuss methods of plan adoption,'
j • selects him. membership on Charter Study Commissions, legisla-
tive terms, charter amendments, and adoption of
1 -
$ 3. It provides for a pro- 3. Where the Free- an administrative code. The Committee will prepare
.l fessional managerial holder Board is politic- tentative responses to each of these questions.
focus ' while staying. ally split, the adminis- The Commission has given considerable attention
to drafting legislation and will shortly present its
within New Jersey tra- trator may be ineffec-
ditions of vesting strong tive. ' proposals. It was felt that to propose legislation pre-
powers in the Free- maturely would not only foreclose valuable discus-
holder Board. • sion, but risk possible weaknesses in the legislation
itself. This would involve the counties in time-con-
4. Since the adminis- 4. Since the adminis- suming, expensive litigation to resolve questions
trator need not be a trator need not be a which had best be answered beforehand.
county resident at the county resident at the
time of his appoint- time of his appoint- •
The Commission does not propose the elimination of the present
ment,recruitment of the . ment it will take him
procedures for charter adoption (i.e., through a petition for special
' legislation). Experience under the Faulkner Act indicates that this
• best man possible is time to become familiar
special legislative procedure is best left available for special s;fuo-facilitated, with county conditions. lions.
22 ,
The American County ,
O a
STRUCTURE
In restructuring the Weld County Sheriff's Office, as Sheriff
Bower has previously mentioned, divisions were divided according •
to four basic elements:
1. The tasks to be accomplished; •
2. Realization of that accomplishment;
3. The authority needed to accomplish its mission;
4. Time needed.
Clearly drawn lines of demarcation based upon precise definition
of duties and accountability were utilized in the restructuring. Our
primary desire was to avoid duplication of duties and permit a vertical
flow in placing a definite responsibility on supervision for work and
coordination of effort. As in any structure, it should facilitate the
understanding of the purposes and responsibilities of each member and
make each member responsible to only one supervisor.
In our analysis of the Weld County Sheriff's Office as it existed
prior to our administration, this unity of command was non existent,
and it is our sincere hope that through our restructuring and reorgani-
zation that we will be capable of creating a functional entity which
may better serve the people of Weld County.
II
2 0 0
_
•
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•
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8
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. . •. § §
OINSERT #1
SAFETY COMMITTEE
Sheriff Bower and Undersheriff Shockley described the
reorganization plans for the Sheriff's office. Three divisions
have been established:
1. Field
2. Administration
3. Investigative
Staggered shifts have been established for patrol and
the office is open twenty-four hour. Hiring practices have been
updated or changed to include the following steps or procedures:
1. Use of application forms is continued
2. A ploygraph test
3. Steps to have all law enforcement officers
certified by July 1st, 1975, to meet state
requirements.
4. Aims College Program in Police Science is being
used.
5. A trained investigator began work January 27, 1975.
6. A separate interview room is being planned
7. A civil processing program began January 27, 1975.
s11ert-PP Bower
0 0
The authority of the Sheriff pursuant to Colorado Revised Statures, 1973,
Annotated, Book 12, under Colorado statutes 30-10-501 through 30-10-522 inclusive,
the responsibilities of the Sheriff are explicitly laid out. We would be happy
to furnish anyone who so desires with a copy of these statutes; however, there
are too many general considerations taken during the course of the statutes for
us to lay them out intoto at this time.
Briefly, it is the Sheriff's responsibility as the chief law enforcement
officer of the county to be the custodian of the jail, act as fire warden, be
in charge of forest or prairie fires, transport prisoners, execute writs, attend
court, preserve the peace, and he may appoint as many deputies as he may think
appropriate.
The sheriffs of each county are the chief policing agencies of their
respective counties. The office is provided by the Constitution which states,
"There shall be elected in each county one sheriff". No duties were prescribed
in the Constitution, but they have been set down and outlined in considerable
detail throughout the Colorado statutes.
I believe, in my opinion, as to whether the Sheriff should be elected or
appointed, that the Sheriff should be elected by the people's vote rather than
being appointed by a board. This means that the people would still be able to
go to the polls and vote for the candidate of their choice and retain direct
control of the office of sheriff.
I feel definitely that there should be qualifications for sheriff as our
statutes now state, with the addition of a minimum of 10 years law experience
of which 5 years should be in administration or 5 years of law enforcement with
an associate degree in Police Science.
1; i tne opinion of both Mr. Shockley, Undersheriff, and myself z the
qualifications for Undersheriff at the Weld County Sheriff's Office should meet
the same basic qualifications as the office of sheriff with the exception that
O
-2-
this individual must have a greater administrative background, and it would be
our recommendation that the Undersheri££ be chosen from a list of candidates
meeting those qualifications by a board consisting of the Sheriff and three
citizens of the county picked by the sheriff.
Regarding the scope of operations of the office of sheriff, I might add
that in addition to the responsibilities as dictated by statute, there have
been numerous additional responsibilities which have become traditionally
accepted by the office of sheriff. These include the investigation of crimes,
the rendering of aid to sick or injured persons, and responding to all calls
for assistance from people of their respective counties. Functioning on the
premise that that which in the past has been traditional is now our obligation
to the people of Weld County, the Weld County Sheriff's Office has included in
its operations a total commitment to the preservation of its people's rights,
property and life.
Since January 14, 1975, the following has been accomplished:
1. The Sheiff's Department has been divided into three divisions, with
a lieutenant in charge of each division. The divisions are Field, Administration
and Investigation.
2. A Juvenile Detention Room has been created to accommodate a maximum
of six persons.
3. An Interview Room has been created for the use of attorneys, probation
and parole officers to interview prisoners.
4. A cleaning project has been under way, particularly in the kitchen,
basement and jail.
5. A survey and study is being made in purchasing to cut costs in all areas.
6. Our training program is under way. We presently have two men attending
basic training at AIMS; one man will go to CLFTA this month and one next month.
C7 O
—3—
We will enroll as many as possible for the next basic course at AIMS, beginning
the end of March. We are starting our in-house training beginning next week
and this will be a continuous program. Training will include all personnel
as well as the sheriff and undersheriff. We will be cooperating with other
departments by using their training officers and urge them to join us in our
training programs.
7. The Sheriff's Department has entered into an agreement with the Greeley
Police Department to exchange undercover agents and investigative information.
This in no way means that we will patrol or investigate in each other's
jurisdiction, with the exception of a cooperative effort by officers from
each department working together. This can be of assistance to all agencies
in the county if they need and request assistance. This will also expand into
an exchange of investigative personnel and information with other departments
in other counties. As we know, crime doesn't stop at city limits or county
lines.
8. The resident deputy concept is being implemented. To start, there will
be special deputies appointed in various parts of the county who can be called
upon to respond to an incident until a regular deputy arrives. Full time
deputies will be assigned as soon as we complete our basic training and man
power is available.
9. In submitting the budget for 1976, there will be facts and figures
to substantiate our requests, and I feel confident that the county commissioners
will be cooperative as long as the request is within reason and within their
power, with what their limited budget will allow.
7 rccii o C C.t)
Li
LOCAL STUDY ITEM CONSENSUS
Youth Services
Study of detention services and associated needs for the 10-18 year
age group in Weld County.
Co-Chairmen:
Jeanie Dal laid
Gin Lundeen _6313 - 68 y3 )
Feb. 11, 1974
1. Does Weld County need a Juvenile Detention
Center on either a regional or county-wide
basis?
No. Members want alternatives to detention developed as soon as
possible as a means of reducing the number of youths needing detention
facilities. League members agree, almost unanimously, that a Juvenile
Detention Center (such as the Adams County Detention Center) is not
needed at this time on either a regional or a county-wide basis.
Reasons for this decision are: (1) available figures on Weld and
Larimer youths detained do not warrant the establishment of the
minimal size Juvenile Detention Center, (2) money could better be
spent on alternatives to detention since recidivism is not reduced
by detention, (3) locking up a youth can intensify his hostility to
society and his feelings of abandonment, resulting in a negative
image and increasing anti-social behavior, (4) when detention
facilities are too available, the tendency is to fill them up with
youth who do not need to be locked up, (5) a regional detention
center (Weld-Larimer) would not solve the problem of distance in
transporting youth, and (6) since the State Division of Youth
Services is in the process of formulating a state-wide plan for
detention services, members would like to await the effect of such
a plan, as detention facilities built elsewhere could alleviate
possible overcrowding at the Adams County facility.
If the time comes when overcrowding makes it difficult to place
Weld County and Larimer County youths in the Adams County Detention
Center, League would like to reconsider the question.
Members agree, almost unanimously, that no child be housed at- the
county and city jails as those facilities now exist. Members
strongly favor establishing a small, secure, locked-up 48-hour
holdover facility designed especially for youth to take the place
of the present jail facilities for the 10-18 year age group in
Weld County.
A. Should a detention center be a
separate facility or part of an
existing facility?
League members strongly prefer a 48-hour holdover facility
(in place of the jails) be separate from the jails--geographically
and functionally, with separate administration and staff. A
minority would accept locating the facility in the new
county complex as far from the adult jail as possible, but
maintaining separate administration and staff.
B. Should there be a limitation on
the maximum stay at a Juvenile
Detention Center?
The members agree that there needs to be a limitation on the
maximum stay at a Juvenile Detention Center. The group feels
this could be accomplished by periodic review hearings (at
least every ten days) in addition to the present law requiring
a detention hearing within forty-eight hours.
C. Should education in a Juvenile Detention
Center be provided by state employees or
by the local public school system?
There is unanimous agreement that education in a Juvenile Detention
Center should be provided by the local school board where
the Center is located.
2. What alternatives to detention should
be available?
There is unanimous agreement that two separate facilities should have
first priority and be established as soon as possible. They are: (1) a
small, locked, 48-hour holdover facility for youth; and (2) an emergency
residential shelter facility in an open setting. The holdover facility,
members feel, should have an on-call staff, persons specializing in and
understanding the problems of youth along with experience as security
officers. It should not look like an adult jail.
League feels that more special group homes and foster homes should be
added as needed, but that this need is not as desperate as the need for
the holdover facility and the emergency shelter facility.
In the area of non-residential community resources, members agree that:
--The probation department needs more help so that it might offer
itensified probation services in the areas of screening and
intake, "continuance order" counseling and supervising, and a
volunteer probation officers' program.
--All agencies working with youth need to offer better referral
services for identification and treatment of physical problems
and learning disabilities.
O
--All schools need increased counseling, testing, and follow-through,
from kindergarten through high school, and smaller student-teacher
ratios so that teachers can better spot difficulties.
--The courts need sufficient personnel to offer court services for
juveniles on week-ends and holidays. The offices of the public
defender and district attorney should have sufficient staff to
give prompt attention to juvenile cases so that detention stays
awaiting court action are as short as possible.
--The county needs day centers that provide remedial education,
counseling, and recreation; more vocational counseling and
training; drop-in centers; and expanded services of the Mental
Health Clinic. These might come under one roof and a general
program to divert youth flow tho jnvcnile justice system.
3. Where should emphasis be placed--
on a Juvenile Detention Center
or alternatives?
League members unanimously want emphasis to be placed on the
alternatives.
4. Do you favor a "master plan" for providing needed youth services?
If so, what objectives should be met in the formation of a
"master plan"?
Members unanimously favor a "master plan" similar to the Youth
Services System, as encouraged by the Youth Development and Delinquency
Prevention Administration, for providing needed youth services. Members
want a type of youth commission that would be county-wide and have the
necessary legal authority to bring about these objectives:
1. Coordinate services to youth.
2. Eliminate duplication of services.
3. Identify gaps in services and bring in needed services.
4. Make long-range plans and establish priorities.
5. Evaluate and monitor existing youth programs.
6. Identify problems.
7. Encourage research on youth problems.
8. Improve record-keeping among agencies (such as records on number
of youths detained by police and sheriff, etc. ) and standardize
terms (such as "custody," "police contacts," etc.) .
9. Pursue and channel some funds to needed areas.
C)
League members feel that such a youth commission should not run a
youth project itself; that it receive input from youth agencies, the
community, and youth; that the existing Youth Services Bureau be used
to serve this commission.
5. What detention or shelter facilities
should be available for runaways?
Members feel that runaways should be offered a variety of housing as
needs are determined--48-hour holdover and the Adams County Juvenile
Detention Center for serious, chronic cases if lock-up is definitely
needed; emergency shelter facility for those who need an open setting.
The members agree that good intake counseling is needed as well as
24-hour counseling service at the emergency shelter facility.
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COLORADO
DETENTION CENTERS
1. ARAPAHOE COUNTY DETENTION CENTER
2. ADAMS COUNTY DETENTION CENTER
3. DENVER JUVENILE HALL
4. JEFFERSON COUNTY DETENTION CENTER
5. ZEBULON PIKE DETENTION CENTER - COLORADO SPRINGS
DETENTION
MEANS TEMPORARY CARE OF A CHILD WHO REQUIRES SECURE CUSTODY IN PHYSICALLY
RESTRICTING FACILITIES PENDING COURT DISPOSITION OR AN EXECUTION OF A
COURT ORDER FOR PLACEMENT.
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ADAMS COUNTY DETENTION CENTER
CAPACITY 29 (20 boys & 9 girls)
FOR AGES 10 - 18
YEAR - JUNE 30, 1972 - JULY 1, 1973
AVERAGE DAILY POPULATION 23.2 1,307 boys
725 girls
2,032 for year
AVERAGE DAILY POPULATION
with new Diagnostic Service
October 1973 35.7
November 1973 35.9
December 1973 26.3
Most Frequent Charges:
615 Runaways
441 Beyond Control of Parents
124 Narcotics
114 County Court (73 Traffic
Violations and
41 Hitchhiking
111 Burglary
AVERAGE STAY
Boys 3.9 days
Girls 4.4 days
(Longest stay 40 days - legal involvement)
AVERAGE AGE
15.2 years old
APPROXIMATE AVERAGE COST PER JUVENILE FOR
EACH FUNCTIONAL AREA OF JUVENILE JUSTICE SYSTEM
Functional Area 1971 - 1972 Data Source
Cost per Juvenile
1. Arrest $ 304 Denver Police
Department
2. Detention 124 Denver Juvenile Hall
3. Intake and Court 164 Denver Juvenile Court
4. Probation 202 Denver Juvenile Court
5. Corrections
a. Group Home 7,858 Eldorado Heights,
Colorado Group Home
(One Year)
b. Training School 7,913 State of Colorado
(9.9 months)
c. Forrestry Camp 4,881 State of Colorado
(7.6 months)
6. Aftercare 742 State of Colorado,
Juvenile Parole
Officer
(20 months)
ALTERNATIVES TO DETENTION
A. RESIDENTIAL COMMUNITY RESOURCES
1. Emergency Shelter Care Home
2. Hold - over facility
3. Special Group Homes
4. Foster Homes
E. NON-RESIDENTIAL COMMUNITY RESOURCES
1. Intensive Probation Services
a. Improved screening & intake
b. Volunteer Program
c. Continuance Order
2. Day Centers that provide remedial:education, counseling, recreation.
3. Drop-in Centers.
4. Vocational Counseling & Training.
5. Identification & Treatment of Physical Problems & Learning disabilities.
6. Increased counseling in schools.
7. Increased Mental Health Services.
A
• — •
Duties
1 . Prosecute felonies - 600 filings - 50 trials
2 . Prosecute misdemeanors - 14 , 000 cases - 1400 trials
3 . Juvenile Delinquency Petitions & Hearings-375 - 50 trials
4. Juvenile Delinquency Investigation and Counseling-1200
5 . Reciprocal Non-Support - 150 filings - 5n hearings
6. Mental Commitments - 65 - 12 hearings
7 . Consumer Affairs - 400 complaints - 6 trials ( $12 , 000)
8. Legal Opinions & Representation of County Officials except
Commissioners - 25
9. Felony & misc . investigations - 400
10. Appeals - 25 (From County Ct. , Interlocutory, Drivers
License Suspension . )
11 . Welfare Fraud - 35 cases
12 . Probation & Parole Revocations - 35 hearings
13 . Adult Diversion Program - 125
14 . Grand Juries - 2 in 4 years-1 every year after 100 , 000
15 . Training Law Enforcement - Academy , Opinion , Interns and
Staff
16 . Public Education - Pamphlets , speaking (once per week )
17 . Civil - Public Nuisance , enviroment , pollution , health 2-5
18. Extradition
19. On call to major crime scenes .
4
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STAFF
7 attorneys , including myself
4 Secretaries
1 Receptionist
2 Investigators
1 Juvenile Counselor
2 Welfare Fraud Investigator
17 sub-total
7 Interns - 2 Senior law students , 4 UNC , 1 high school -part-time
4 Adult Diversion Program
Salary Range $400. 00 per month - $1500. 00 per month .
•
BUDGET
Main - $226 ,837 ( 1975) from $216 , 607 ( 1974) - 5% increase
Juvenile Investigator $15, 000 ( Federal Grang ) 1974
Welfare Fraud - $22 , 000 (State reimbursed R recoveries ) 1975
ADP - $74 , 000 ( Federal Grant ) 1975
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•
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/./- 7.3 ll
Duties of D. A.
Vol. I , C.R.S.
•
Constitution of State of Colorado
Article VI , Section 13 : _
District Attorney shall perform such duties as are
provided by law.
Article XII , Section 5 :
Grand Jury of County to be directed by District
Court thereof to investigate County Treasurer' s
accounts and affairs and report to Court, annually
at minimum, quarterly at maximum.
Colorado Criminal Rules of Procedure
Rule 4 : When a complaint is pending, a warrant or summons
returned and uncancelled may, at request of prosecuting
• attorney, be delivered by County judge to sheriff for exe-
cution.
(The District Attorney has responsibility for the
manner of prosecution of cases before the Courts. )
Rule 4 . 1 (c) (2) : Warrants or Summonses upon complaint --
• Misdemeanor.
Issuance of warrant after complaint. A copy of the
summons and complaint shall be supplied to the District
Attorney before service; if district attorney so requests,
a warrant shall issue instead of a summons.
Rule 5 (c) (1) : Preliminary Proceedings by the motion of the '
district attorney, hold hearing within 10 days. The
district attorney shall have the burden of extablishing
Probable Cause.
•
Rule 7 -- Indictment and Information -- (b) (1) . The prose-
cuting attorney, as informant, may file an information
• in trial court.
-- (b) (3) Direct Information -- The prosecuting attorney,
with the consent of Court, may file direct information
subject to certain (three) qualifications.
• -- (c) Indictment or information must be signed by prose-
cuting attorney.
•
Vol. II
•
District attorney shall prosecute all violations of the
accountancy law governing the licensing of registered
and certified public accountants - (2-1-27)
District attorney shall bring any civil or criminal action
requested by the commissioner of agriculture to abate any,
condition which exists in violation of the agriculture
laws or rules, etc. , of the agriculture department of the
state (6-1-11)
-1-
•
District attorney shall prosecute violations of the seed
law which governs the sale and shipment of agricultural
seeds in Colorado. (6-8-10)
District attorney to prosecute violation of the weed
laws prohibiting the movement of threshers and related
equipment after use on any farm in any district desig- .
nated as a weed extermination area unless and until
the thresher and equipment are cleaned as per statute.
(6-9-1)
District attorney to prosecute violations of the Insecticide
and Rodenticide Act of 1947 which regulates the sale
and distribution of economic poisons in Colo. (6-12-6)
District attorney to enforce the provisions of the
Destruction of Food Products Act of 1917 prohibiting
the destruction or waste of food for humans or domestic
animals, for purpose of preserving and protecting food
supply of state. (7-2-5)
District attorney to prosecute upon his own initiative,
upon duly filed complaint or at request of commissioner
of agriculture all violations of the Marketing Act of
1939 governing the marketing of agricultural commodities
in Colorado (7-3-16) .
• District attorney to prosecute, at request of enforcing
officer or other interested party, all violations of '
the statutes governing Commission Merchants, Brokers and .
Dealers dealing in farm produce or farm products, and
the licensing and regulation thereof. (7-4-15 (2) )
District attorney prosecutes all violations of the Farmer' s
Chemist for Sugar Factories Act requiring sugar factories
to submit to inspections by a chemist hired by the factory's
farmers - suppliers. (7-11-8)
District attorney prosecutes all violations of Frozen Food
Provisioner' s Law requiring licensing of and regulating busi-
ness of frozen food processors, food plan operators or
locker plants. (7-12-8)
District attorney to prosecute violations of Transportation
• of Livestock Act. (8-3-18)
District attorney to prosecute violations of statutes
governing the control of cattle diseases . (8-5-30)
District attorney to prosecute violations of all state
government sale and distribution of all Commercial
feeding stuffs marketed for cattle (8-14-10) .
District attorney prosecutes all violations of:
1. Statutes governing unlicensed practice of architecture
(10-1-19)
2 . Statutes governing ventilation of Shops and Garages
in which mechanics work and auto motors are operated.
•
3. Statutes governing the sale and distribution of anti-
freeze. (13-18-9) . ,
4 . Statutes governing the examination of assets of
• banks and the liquidation of banks. (14-14-22)
-2-
The
• 5 . Statutes governing inspection of Boilers (17-3-7)
at request of industrial commission.
District attorney prosecutes all petitions against delin-'
quent children (22-8-4) .
6 . Battered child act (22-13-5) .
7 . Statutes governing unlicensed practice of
chiropractics (23-1-22) .
8. Statutes governing licensing and regulation of
collection agencies (27-1-22) .
District attorney brings action to enjoin unathorized use
of word "co-operative" for business or trade. (30-4-3)
(relates to agriculture and livestock association)
Vol. III
9 . Statutes governing unlawful practice of dentistry
(42-1-32) . •
District attorney to bring any necessary action to extradite
non-supporting parent (43-1-3) .
10. Statutes requiring parents to support any child
confined to state institution -- District attorney
required to file reports to state (43-3-1, et seq. ) .
District attorney to prosecute all violations of the Cos-
metoloty Act. (32-1-27)
District attorney to payover to County Treasurer any taxes,
fees, fines or other monies received as per law. , (35-1-2)
District attorney empowered to sue surety on bond by surety
for performance by county commissioner. (35-3-16)
District attorney to be notified by coroner when unexplanable
or suspicious death; District attorney may cause post mort exam.
(35-6-6)
District attorney may sue for injunct, mandamers or abatement
to prevent, enjoin, abate or remove unlawful erection, construc-
tion, alteration, remodeling, maintenance or use (36-15-9)
(also prosecute, as misdemeanor, violations of building code) .
District attorney empowered to file information in misdemeanor
case in County Court (37-7-1) and district attorney shall
prosecute in County Court as in District Court (37-7-3) .
District attorney empowered to file information against minor
in County Court in all criminal cases (37-8-1) and shall
prosecute cases against them in County Court as in District
Court. (37-8-5)
District attorney to prosecute in District Court all cases
transferred by minor from County Court (37-8-7) .
District attorney shall appear in behalf of the state and
several counties of his district:
- in all indictments , proceedings and suits pending in '
the district wherein the state, the people or any of
the counties in the district are parties.
/
•
-3-
•
- habeas corpus of person charged or convicted of crime
• before judge of district.
- in any indictment, action or proceeding which may by
writ of error be removed from district to the supreme.
court.
- indictments, action, suit or proceeding which may
be brought to district court in any county in his
district by change of venue.
- in district attorney' s discretion, in any preliminary
hearing of person charged with any offense before any
judge within district. (45-1-2)
District attorney shall collect forfeited bonds and pay to
county treasury:
- shall appear at all inquests, and may subpoena and
examine witnesses thereat.
- advise any county officers on any questions of law.
- appear before grand jury, advise it and examine witnesses.
District attorney must prosecute all violations of:
Statutes requiring licensing and regulation of
detectives. (44-1-9)
Statutes regulating and licensing pharmacists .
(48-1-16)
Statutes regulating sale and distribution of narcotic
• drugs . (48-5-19)
. Statutes governing challenge of votes in elections
held in district. (49-13-3) •
Statutes governing the conduct of elections (49-21-1) &
(49-22-116) & (49-23-11) .
Statutes governing unlawful practice of engineering.
(51-1-21)
Statutes governing unlicensed practice of land sur-
veying (51-2-12) (51-2-13)
Statutes governing unfair business practices (55-2-9)
55-5-10, 1969)
/ Statutes governing conduct in restraint of Trade and',
Commerce (55-4-5) (55-5-10, 1969)
Vol. IV
District attorney shall prosecute all violations of statutes
governing:
- game and fish (62-5-16) & (62-13-16) .
District attorney shall represent Department of Health regarding
actions involving health laws (66-1-12) ; (66-2-12)
- maintenance of public records of vital statistics (66-8-27)
- sale and distribution of prophylactics (66-10-11) .
- conduct of prenatal examinations testing for syphillus and
records maintained thereof (66-11-5) .
•
-4-
ak
•
- sanitary' regulations of Health Department (66-13-9) .
- sale and distribution of mattresses and bedding (66-17.13) ..
- pure food and drug law (66-20-7
- Hazardous Household Substances Labeling Act (66-21-8) .
- licensing and operation of restaurants (68-2-11) .
District attorney shall conduct all commitment proceedings
to commit insaind and mental defectives, (71-1-9) , before .
medical commission.
- licensing and sale and distribution of insurance (72-1-8) .
- licensing to sell and distribute intoxicating liquors
(75-1-13 (75-2-29) (75-2-31) ,
- convening of juries (78-2-9)
- wages (80-8-12) .
- wages of employees of mines (80-12-6)
- wages related to "truck system" (80-20-8) .
' District attorney to represent state in civil action and .
to prosecute criminal violations of Employment Securities.
Laws.
•
Vol. V
District attorney shall prosecute all violations of statutes
' governing:
• - unlicensed practice of midicine (91-5-16) or physical'
therapy (91-6-19) (4) ) .
- treatment of cancer (91-7-9 (1) ) .
- unlicensed operation of coan mines and the operation of
licensed coal mines (92-11-1) .
- unlicensed practice of nursing (97-1-25) .
- production, distribution and sale of oil and gas.
(100-1-5) and operation of oil wells .
- cutting of timber on state lands (112-7-8) .
- public utilities licensing and operation (115-7-1)
- licensing and operation of private motor carriers
(115-11-12) .
- registration and operation of railroads (116-2-3) .
- registration and operation of electric and street
railroads (116-5-7) .
District attorney shall request all autopsies - unlawful
otherwise. (91-3-3)
Vol. VI
District attorney shall prosecute violations of statutes
governing:
- operation and licensing of Savings and Loans Assoc. (122-5-5)
- School attendence law of 1963. (123-20-9 (4) )
- operation of Bucket Shops ("Con" Securities swindles) (}25-5-2) .
District attorney shall commence civil suits to force compliance
with land use ordinances of soil conservation districts and.
to enjoin violations of ordinances . (128-1-14)
-5-
.: • , •
- the licensing of bingo games and raffles . (129-3-11)
- registration and licensing of dance schools (129-4-9) . '
Vol. VII •
District attorney shall prosecute (represent state) all violations
of statutes governing:
- unlawful practice (unlicensed) as electrician. (142-2-12)
- unlicensed plumber (142-1-22)
- repayment of refund due to state which state originally
refunded or paid erroneously to any person (State Department
of Revenue -- Income tax) (138-2-3 (3) (d) ) .
- Taxation by state at request of Director of Revenue, etc. ,
for motor fuel. (138-2-20)
- sales and use tax (138-5-24 (7) (b) ) -
- unlawful practice of veterinarian medication (145-1-10)..
• - construction, maintenance and operation of water
reservoirs (148-5-14) ,
- maintenance of uniform weights and measures standards (152-1-34)
Vol. IX
District attorney shall prosecute violations of Public Livestock
Market Act - misdemeanor to operate market in violation of
Act (8-11-1 (6) &17) r
District attorney shall enforce Eggs Act - prosecute any
violation of Act - misdemeanor (7-9-7 (1) , 1965) .
District attorney to enforce provisions of Brake fluid sale
act on referral by state inspector (13-23-3, 1965) .
• District attorney may enjoin unlawful practice of engineering
which is misdemeanor (51-1-6 &19 (11) , 1965) .
District shall enforce local government audit law on notice
from state auditor (88-6-7 (1) , 1965) .
Vol. X
District attorney shall prosecute all violations of statutes:
- Commercial Pesticides Applicator' s Act, governing persons
applying pesticides for hire (6-14-19 & 20)
- governing safety of storage and trasportation of anhydrous
-r mnmenl.n (6-.1.7-7) .
- governing transportation of livestock (8-3-12 (2) ) .
- governing quar,r.nnt.ino of tubercular patient (66-12-7) .
- governing control of air pollution (66-29-14) .
- governing licensing and control of sale and distribution
of insurance (72-23-5) .
- governing minimum standards for land surveys and plats ,(136-
4-11) .
Vol. XI
- governing the licensing and regulation of the operation
• of Contract Motor Carriers.
•
-6-
. -
- governing sale and use fire extinguishers (17-5-5) .
- governing the regulation of conduct related to game, •
fish and parks in Colorado (62-12-30) .
District attorney represents Industrial Commission and Department
of Labor in any action in district in which one is party.
(80-1-42) , and to prosecute violations of labor statutes
(80-1-47) .
District attorney to prosecute violations of statutes:
- represent state in county where case pending re workman
compensation cases .
- represent state director of, or industrial commission on
for enforcement or recovery of proceeds due state compen-
sation fund ( 81-14-29) and defend director or commission.
- governing safe operation of mines (92-33-28) .
commissioner of mines.
- governing operation of commercial carriers - motor vehicles
on notice from Public Utilities Commission (115-10-14) .
•
Vol. XII
• District attorney must prosecute violations of the Pesticides
Ace referred by Agriculture Department (6-12-7 (1) (c) , as amended
1965) . (Vol. 9)
District attorney refusal or acceptence of guilty plea not
grounds for error. (40-1-3-2, 1971)
District attorney may offer evidence and shall be• accepted by :
court on one felony plea of guilty (40-1-304 , 1971) .
District attorney may challenge array of jurors (40-1-506 (6) ,
1971)
District attorney must proceed on separate counts of single
prosecution after he elects offenses to be prosecuted (40-1-508)
District attorney may prosecute sex offenses (40-3-401 to 410)
only if in thirty days except when victim incompetent or minor
under 16, -- then within three months of knowledge (40-3-412)
District Attorney shall assist court in behalf of persons entitled
to maintenance and support in enforcing a court order.
(46-1-17 (5) (6) (1971) ) .
District attorney has duty to enforce provisions of Narcotic
-" Drug Act (40-5-19 , 1971)
District attorney, at request of commission of health, may bring
suit to enjoin violations of anti-air pollution order of
commission; concurrent jurisdiction with attorney general
(66-31-18, 1973)
District attorney shall bring any suit, criminal or civil, •
requested by health office to abate conditions which exist .
in violation of health laws (66137-14, 1971) . .
•
-7-
k .
District attorney may request 23 rather than 12 grand jurors
(78-6-2 1970) .
District attorney has duty to. prosecute all violations of
Towing carriers - Motor Vehicle Act. (115-14-11 (12) , 1971) .
1972 AMENDMENTS , etc.
45-1-5 Represent city and county officers in the defense of
all civil or criminal actions against such officers in
any court of this state or in any federal court if the
action is related to the duties of that officer.
49-21-1 District attorney to prosecute violations of election and
sufferage laws.
62-12-30 District attorney prosecutes violations of Game, Fish and
Park law.
89-25-15 (3)
District attorney prosecutes violations of regulations
• promelgated by local improvement and service districts.
•119-9-17
80-1-42 District attorney to appear in behalf of director of
. the division of labor or the industrial commission in
all actions for the review of any finding, order or
award of said commission; and to institute and prosecute
any necessary proceedings for the enforcement bf any
provision of the labor laws, or for the recovery of any
money due to the division of labor, or any penalty
and defend any actions against the director or the
commission (80-1-47) .
1973 SESSION LAWS
128-1-14 Soil conservation district violation.
51-2-11 surveyors - enforcement
2-1-27 accounting laws - violation
45-1-2 State or cities represented by
7-3-16 Agricultural marketing act violation
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HOME RULE SAFETY COMMITTEE--HIGHLIGHTS OF INTERVIEW WITH CLYDE BENNEITS
No definite stand on whether office should be appointive cr elective--
concerned about job security in either case; suggested some sort of job
security through civil service but also prefers a strung voice in government.
Agrees that requirements for Undersheriff should be no less stringent,
possibly stronger that those for Sheriff since he is in major administrative
position.
What kind of qualifications for new deputies? Ideally, should be completely
trained before go on street, but that would mean basic training of more than
240 hours in an academy. Would get more qualified people and men striving for
increased education if there were increased pay for each quarter hour earned.
Right now there is no such motivation or incentive. Also County might pick up
tab for classes in which deputy earned passing grade.
Unfortunately, so far Aims has no civil training.
Public Relations is 95% of our job and we could use more more in-depth training
regarding this.
Training at Aims could surpass that at the State level if more outside speakers
were brought in to speak (CBI, specialists, eta.) because would be geared to
smaller group, more individual attention, emphasis on community level.
What do you think of County wide law enforcement district? It would be good
in one respect--if a terrific education job could be done with general public,
law enforcement agencies and related offces. But basically people feel one
group is trying to usurp another.
Concensus right now is why not build the new building to house Sheriff's Dept.
and Police Dept. , State Patrol and District Attorney--all these offices. Make
it a central law enforcement complex where there would be one central records
system, one PBX, one teletype system. As far as I know, we're the only place
in the State that has three teletype systems in one town. Coordinating the
forces in one building would make them work together, ignore pettiness.
Before decide on county wide law enforcement system I would have to study how
it would be structured--one safety director with division chiefs or maintain
sheriff and police departments and separate town depts. Have to study structure.
Getting present law changed so that Sheriff's Dept. can contract with the small
towns may be the only solution right now. At State level minimum standards were
established but not minimum pay, which should be designated also.
What changes are needed for improvement in Sheriff's Dept.? Training, but
before we can begin intensive training, schedules must be managed and manpower
sufficient (could use 30%(?) staff increase) . Right now manpower is inadequate.
Very crowded in present facility.
What about women as Deputy Sheriffs? Probably can do as well if extensively
trained, but in talking with other departments, when a crime occurs and the
radio call is answered by a wanan,automatically another ear containing two men
moves to back her up because they're afraid she'll be hurt so they're tied up.
Until men accept fact that she can handle herself or that she might be hurt,
we'll have a problem.
Summary: Job security is important; a man will try harder if he knows he's
going to remain at that position. Increased training with pay incentive is
needed. But job security must come first--then pay commensurate with training.
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