SHERIFF - accesskent.com€¦ · Priority Alignment/High Quality of Life SHERIFF High Quality of...

SHERIFFPerformance Measurement Review

June 2019

Performance Measurement Review:

Presentation Overview

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• Alignment with Board Priorities

• Key Performance Metrics

• Significant Budget Issues

• Significant Accomplishments

• Key Collaborations

• A Look Ahead


Stable Revenues Kent County will have stable and predictable revenues to cover expenses.

Efficient Use of Resources Kent County will provide services through the most efficient means.

Safe Community Kent County will be a safe community.

Citizen ParticipationKent County will provide opportunities for citizens to be aware of and involved in County government.

Proactive and Innovative Government

Kent County will seek-out innovative solutions and address issues systemically.

High Quality of LifeKent County will maintain a high quality of life that will be attractive to growth and development

Priority Alignment

Kent County Sheriff’s Office Mission Statement:

To preserve and protect the safety and security of the residents of Kent County

and to provide for a safe and secure correctional facility.

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Stable Revenues

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Stable Revenues

The Sheriff’s office works closely with community partners to optimize existing and future contract and grant opportunities which further the

public safety mission of the Sheriff and enhance the safety of the community. Some of our existing programs include:

• Township and city patrols

• Dispatch services and 911 call taking

• Inmate work programs

• Kent Area Narcotic Enforcement and vice forfeiture funds

• Mental health services for incarcerated inmates

• Community event security and traffic management

• Community Police and School Resource Officer Programs

• Specialized enforcement of sexual crimes against child victims

• Donation funded K9 and Mounted Units


Priority Alignment/Efficient Use Of Resources

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Efficient Use of Resources

The Sheriff continues to leverage all resources to best protect the community and secure thejail while providing humane and effective inmate management. Efficiencies often come inthe way of combining efforts with other agencies and departments to ensure that we havesurge capacity when necessary and technical expertise to manage more complicateddemands. Some examples of efficiency include:

• Working closely with Network 180 to provide mental health and drug treatmentresources to the jail population and assist in transitioning inmates into the communityafter incarceration programs.

• Having agreements in place with all agencies within Kent County and MSP to coordinateefforts and assist in times where the need exceeds one agencies capacities.

• Contracting with Kentwood and Walker to provide forensic services to their department.

• Combining efforts with the FBI, DEA, DHS, and MSP for drug investigation, computercrime investigation, child predator and human trafficking investigations, and terrorisminvestigations.

• Contracting with Lighthouse Academy to provide education within the correctionalfacility and provide opportunity for a High School Diploma or a GED at no cost to thecounty.


Priority Alignment/Safe Community

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Safe Community

The Sheriff’s Office is a full service department that works hard to provide crucialservices during times of critical need. Some of the services we provide are:

• 24 hour Road Patrol Division

• Secure correctional facility

• Emergency communications dispatch center

• Investigative and forensic resources to investigate crimes

• Tactical response team

• School Resource Officer (SRO) program

• Community Policing Unit

• County wide drug investigation teams

• K9 Program (patrol, narcotic, arson, corrections, and comfort)

• Mounted Unit

• PA 416 traffic enforcement and accident reconstruction/investigation team

• Marine Patrol Unit (Includes underwater search and recovery team)

• Parks Police Unit


Priority Alignment/ Citizen Participation

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Citizen Participation

• Robust media and social media campaign to communicate issues to the public

• Complete transparency with requests for information

• Citizen’s Police Academy (over 850 graduates to date)

• Forgotten Man Ministries

• Collaboration/participation with the Silent Observer program

• Volunteer programs (Kent Trails, Victim Advocate, Inmate Information Line, Front Desk)

• Student and parent safety programs such as computer safety and awareness

• National Night Out

• There’s an APP for that! Launched an app to allow one stop shopping for information from theSheriff’s Office


Priority Alignment/Proactive and Innovative Government

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Proactive and Innovative Government

• Through extensive contracted community policing and patrol contracts we work diligently to reduce or overt crimes before they happen.

• It also includes powerful programs in the correctional facility to help build the skills of those incarcerated to navigate life as a citizen in the most effective way possible. These programs have a proven track record of reducing recidivism, and therefore improving the life of the inmate.

Sober Living Life Skills pod (God pod) AA and NA MAT for opioid addicted

• When we can reduce or eliminate an inmate’s criminal activity we reduce the cost to our community in law enforcement, prosecution, court proceedings, insurance cost, and loss in time worked for victims and incarceration costs. It improves the overall feeling of security within our community.


Priority Alignment/High Quality of Life

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High Quality of Life

• Kent County is a wonderful place to live and thrive. We strive to leverage all ofour resources to allow our citizens to safely take advantage of what KentCounty has to offer.

• The Sheriff’s Office is here protecting and serving 24 hours a day 7 days aweek. Whether it is to answer the 911 call you never want to place or torespond to the home invasion in progress at 2am.

• We are asked to assist in programs throughout the county and provide anelement of order and security to events that have put our county in thenational spotlight, such as triathlons, 5/3 Riverbank Run, Artprize or a visitfrom a noteworthy VIP. We also provide patrol services to our community’sparks and waterways.

• We provide technical knowledge to our community in the way of public safetymessages or security inspections for our schools and public buildings.

• Our jail is the largest mental health service location in the county and provideshealthcare to inmates, often for the first time in years. Approximately 50% ofour inmates are on psychotropic drugs and 10% are classified as severelymentally ill.


Key Goals and Metrics

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Kent County Correctional Facility Mission Statement:Ensure the safety and security of the community by operating a

correctional facility that is governed by applicable state and federal laws.



Objective:

Results:2014 2015 2016 2017 Exp.

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CORRECTIONS - FACILITIESThe correctional facility must maintain a sense of order at all times. This facilitates the secure feeling that an inmate and staff must feel to provide for stable behavior and rule adherence. This order is facilitated in part by how sanitary our facility is. The facility is cleaned in part by inmate labor within the housing units. This score indicates a level of compliance and participation of the inmates.

JAIL SANITATION: Maintain a sanitation score of 8 or above on a scale of 1-10 based on inspections and evaluations of the main jail.

Sanitation Score

8.21 >8.00/8.08 >8.00/8.19 >8.00



Objective:

Results:2014 2015 2016 2017 Exp.

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CORRECTIONS - INMATE MANAGEMENTInmates are required to follow a strict set of rules while in our facility, those rules have different levels of severity. The rules are intended to provide both behavior management and security standards. In this system it is normal for inmates to have minor rule violations while in general population. However, major rule violations are monitored closely and tracked to indicate how effectively we are classifying inmates and how appropriate the placement of these inmates are within the facility. It is also an indicator of how timely and effectively our correctional staff intervenes in escalating behavioral issues.

Maintain a major rule violation occurrence rate of less than 2.0 per 1,000 jail bed days as a way to measure order.

Inmate Rule Violation Ratio

1.85 <2.00/2.11 <2.00/1.97 <2.00



Objective:

Results:2014 2015 2016 2017 Exp.

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CORRECTIONS - MANAGEMENTPerformance in our correctional facility is dependent on having sufficient, properly trained staff, with proper break and rotation time. This is a new measurement for us and is going to be used to track progress toward managing staff more effectively. We have received numerous complaints from staff that there is no ability to take a break from inmate supervision during their shift, requiring them to have inmate contact for the entire 12 hour shift. This causes fatigue and does not promote an effective work environment.

Staff Break Relief: We will strive to allow staff to leave their workstation for their scheduled break time at least 75% of the time.

N/A N/A >75.00%/20.00% >75%

Staff Break Relief



Objective:

Results:2014 2015 2016 2017 Exp.

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CORRECTIONS - RISK AVOIDANCEManagement of inmates while minimizing risk is important for the security of the facility and the avoidance of unfavorable outcomes. This is especially true when an inmate is first brought to the facility. Often their behavior is exacerbated by controlled substances or the circumstances related to their arrest. In the correctional facility we have trained and emphasized de-escalation tactics to avoid or minimize the use of force when possible.

Mitigate the number of use of force incidents generated when jail staff assist arresting agencies with uncooperative new arrestees.

Inmate Use of Force Incidents

4.2% <5%/3.01% <5%/5% <5.0%



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ENFORCEMENT - ROAD PATROLProvide high visibility police patrol and law enforcement services through

investigation of criminal, civil, and traffic matters.


Statutory Requirement - Services

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MCL 51.76(2) – Each sheriff’s department shall provide the following services within the county in which it is established and shall be the law enforcement agency primarily responsible for providing the following services on county primary roads and county local roads within that county, except for those portions of the county primary roads and county local roads within the boundaries of a city or village; and on those portions of any other highway or road within the boundaries of a county park within that county:

(a) Patrolling and monitoring traffic violations.

(b) Enforcing the criminal laws of this state, violations of which are observed by or brought to the attention of the sheriff's department while providing the patrolling and monitoring required by this subsection.

(c) Investigating accidents involving motor vehicles.

(d) Providing emergency assistance to persons on or near a highway or road patrolled and monitored as required by this subsection



Objective:

Results:2014 2015 2016 2017 Exp.

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ENFORCEMENT - ROAD PATROLIn our enforcement division, the frequency with which we use force, and the level of force we use while effecting compliance are significant indicators. They assist us in monitoring the effectiveness of our de-escalation training and the level of risk presented to an officer and citizen. Nationally, use of force is present in <1% of law enforcement activities.

To use force in less than 1% of all law enforcement actions.

Percent of time that some level of force is used

.25% <1%/.28% <1%/.27% < 1%



Objective:

Results:2014 2015 2016 2017 Exp.

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ENFORCEMENT - ROAD PATROLResponding to calls for service within the county is a mandated function of the Sheriff’s Office. As such, we send officers to investigate over 80,000 calls each year. These calls are prioritized according to the urgency of the type of call. There are 9priority levels in total. We closely monitor the response times of the top three priority levels, as these are very serious incident types in which time is of the essence for preventing additional harm and ensuring that apprehension efforts are not hindered.Examples of incidents in the top three response priority levels are: abduction, abuse, assault, home invasion, CSC, drowning, hostage, injury accident, armed robbery, suicide, missing person, shooting, fight, traffic offense such as DUI or reckless driving in progress. The national average response time for priority calls is 11 minutes.

Respond to priority 1 calls on average within 11 minutes in each township or patrol area. See attached for breakout per patrol area.

Self-Initiated Activity per Shift

12.42 <11.00/13.41 <11.00/12.14 <11.00


Response Time By Township

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00:00

07:12

14:24

21:36

28:48

36:00

43:12

Contracted / Non-contracted Townships

Priority 1 Response/Hold Times

Pri 1 Response Time Pri 1 Hold Time



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0:00

7:12

14:24

21:36

28:48

36:00

43:12

Contracted / Non-Contracted Townships

Priority 2 Response/Hold Times

Pri 2 Response Time Pri 2 Hold Time



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13:41

18:38

20:4321:52

15:26

24:45

37:14

24:13

37:42

25:34

12:14

15:34

17:34 17:58

15:42

19:59

30:25

20:37

31:36

21:22

0:00

7:12

14:24

21:36

28:48

36:00

43:12

1 2 3 4 5 6 7 8 9 All Priorities

Priority Level

2017 vs 2018Response Time Comparison

2017 Response Time 2018 Response Time


Priority 1-2 Response Time > 15 Minutes

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Patrol District: 12 p.m. – 5 p.m.

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Patrol District: 5 p.m. – 12 a.m.

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2018 Priority 1 Responses: North District

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2018 Staffing Initiative

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2018 Staffing Initiative and Response Times

• In this year’s budget, the Sheriff’s Office reallocated $260,000 from the overtime budget to the salaries budget. This allowed for the hiring of 4 additional deputies. Along with these deputies, other deputies were rescheduled to create a “Power shift” from 12:00 PM – 12:00 AM. This shift pushed typical daily staffing from an average of 17 deputies to as many as 23 during this portion of the day.

• The “Power shift” has helped to reduce Priority 1 response times by over 1 minute.

• “Power shift” has also allowed for 2,174 hours of Special Event incidents to be covered by on-duty staff saving approximately $111,961 in overtime (generating $184,790 of revenue to county).

• A negative of covering Special Event incidents with on-duty staff is that a large portion of events occur during the summer months between 5 PM and 11 PM which is also the busiest time for calls for service.



Objective:

Results:2014 2015 2016 2017 Exp.

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SUPPORT SERVICES – 911 CALL CENTER This unit is responsible to answer all 911 calls and to dispatch fire and law enforcement services for all Kent County jurisdictions except the City of Grand Rapids. Answering the 911 call when it comes into the center is fundamentally one of the most important steps in meeting a citizen’s need. As citizens typically call at the worst moment of their life, an immediate answer is what they deserve. We have performance levels that are required for our service contract with the Kent County Dispatch Authority.

Answer 95% of 911 calls within 15 seconds.

911 Calls

95.71% >95.00%/93.55% >95.00%/95.27% >95.00%



Objective:

Results:2014 2015 2016 2017 Exp.

SHERIFF

SUPPORT SERVICES: 911 CALL CENTER

Answer 99% of 911 calls within 40 seconds.

All Calls

99.81% >99.00%/99.68% >99.00%/99.77% >99.00%


Significant Budget Issues

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STAFFING

• In addition to the FTE’s eliminated, we have been forced to reduce overtime in each unit resulting in a staggering loss of man-hours to the department.

• A significant number of our staff are reaching retirement which could cause shortages on our rosters. This causes an upward pressure on our overtime while also forcing us to work without appropriate staff. We are expecting many additional retirements over the next 5 years within corrections, enforcement, and dispatch.

• It has become increasingly difficult to recruit new members to the department in corrections, patrol, and dispatch. The job market is robust and public service is often viewed as very demanding and unappreciated.

• It takes over six months to fully qualify a new employee to fill their role within corrections, patrol, or dispatch. These positions require intense on the job training which results in overtime to fill the open position while the new staff is being trained.



SHERIFF

RESPONSE TIMES FOR PRIORITY CALLS

• The KCSO average response time for a priority 1 call is 12 minutes 14 seconds (a 1:27 reduction from 2017) compared to the national average of 11 minutes. When evaluated by township, response time is almost 19 minutes (more than a 3 minute reduction from 2017) in our communities that do not contract for additional patrol services. In most cases these calls are held long periods of time until deputies are available to respond.

• The response times for Priority 2 calls (9 priority levels in total) on average is 13 minutes, and in non-contracting communities is over 23 minutes. This priority level includes calls such as domestic assault, fight in progress, missing child, burglary in progress, and hostage just occurred.

• We have taken significant measures to manage the response times to include staging officers when possible in areas of greater need. Without additional patrol services, the response times will continue to exceed the national averages. Furthermore, those response times will likely increase due to traffic congestion and population growth near the outer boarders of our county.



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TRAINING• Training funds through Public Act 302 have been decreasing.

• The need for training has become substantially more critical especially in the wake of the national events in the past couple years.

• Situational training is paramount as the decision-making component that applies to the various situations a deputy may find themselves facing, and it needs to be taught and then reinforced.

• De-escalation training is imperative for the reduction of, and effectiveness of, use-of-force related incidents involving the KCSO.

• Mental Health issues are present in a significant number of our citizen contacts. Continuing to educate officers about strategies and options while dealing with mentally ill citizens is a priority in patrol, corrections, and dispatch.

• Training requires a significant number of hours and causes upward pressure on our training and overtime funds.

• Diversity training continues to be a priority, which helps our staff to continue to meet the needs of a constantly evolving population.



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OPIOID EPIDEMIC• The opioid epidemic is impacting our community in several ways.

• A significant portion of crime in Kent County has some connection to drug use, an increasing number of these are opioids.

• Opioid-based substances pose a significant safety hazard to the responding public safety officers. Nationwide there have been dozens of hospitalizations of first responders (including K9s) following various means of exposure.

• Opioid dependent inmates are some of the most difficult to manage, and they are often suicidal during the detox period.

• Our staff is working with community groups to develop a new protocol for responding to opioid related calls for service.

• Our staff is working to develop a pilot program within the correctional facility to assist in Medication Assisted Treatment (MAT) programs for opioid dependent inmates.


Significant Accomplishments

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Initiated a power shift from noon to midnight which increases our staffing when the call volumes are the highest. This has proven to be highly effective as our

response times have been reduced by 1:27 per call.



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Formed a Technical Services Unit to support the operations of the Sheriff’s Office by maximizing the agency’s technological assets. The tools and resources available to the police officer are

becoming increasingly complex, and the skill-sets that are necessary to effectively deploy and operate these resources diminish without regular practice. This unit consists of a team of

operators who demonstrate expert-level proficiency on each platform at all times. Two current programs are the drone program and the robotic program.



SHERIFF

Created and launched a new Sheriff’s App to connect directly with the community, citizenry, media, and employees. Various components include news feeds, School Resource Officer communications, emergency notifications, neighborhood watch

information, business watch information, traffic crash monitor, corrections information, a place to enter tips, and several other ways to communicate with the

Sheriff’s Office.



SHERIFF

Implemented a new E-Warrant workflow process to simplify the warrant process between the Sheriff’s Office, the Prosecutor’s Office, and the Courts. This was a true

collaborative effort among the above-mentioned County departments as well as with the IT Department.



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Implemented the Kronos scheduling solution tailored to optimize and automate the scheduling, communications, and deployment of personnel for public safety

organizations. This software greatly assists in not only the scheduling of the almost 700 employees at the Sheriff’s Office, but also in data analysis to more effectively

manage the organization.



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Implemented the Kronos timekeeping solution which provides user-defined flexible pay rules for tracking and managing true labor costs. Also provides simplified

timecard management to help improve payroll accuracy and reduce compliance risk.



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The Sheriff’s Office Criminal Intelligence Analyst developed and implemented a “List-Serv” for West Michigan Law Enforcement Agencies. This is a way for area Law

Enforcement Agencies to share criminal investigation information and to be able to respond directly to each other.



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Installed flush control valves at the correctional facility in all the cell toilets to reduce the amount of flushes that can be made. The estimated annual savings from the

reduced water usage is expected to be around $165,000.



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The Property Management staff properly disposed of over 1,350 lbs. of unused prescription medication that was collected in 2018.


Key Collaborations

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City of Cedar Springs Law Enforcement School Resources OfficersFBI Fugitive Task Force Road Commission/Corrections FBI WEBCHEX Child Exploitation Task Force Township Law EnforcementUS Marshals Task Force KANETFOC DEADispatch Services Department of CorrectionsJail Kitchen Inspections by Health Department West Michigan Training Consortium


A Look Ahead

SHERIFF

• Community Outreach

• 800 Mhz Radio Project

• Jail Management Software – Improved reporting

• Strategic Plan

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