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Conduct a workshop to discuss the proposed strategic evolution of the Sheriff’s Office to address trends, challenges and solutions to position the department for the future
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Published Notice Required? Yes ____ No _X _
Public Hearing Required? Yes ____ No _X _
DEPARTMENTAL RECOMMENDATION:
The Sheriff’s Office recommends the that the Board of Supervisors conduct a workshop to discuss the proposed strategic evolution of the Sheriff’s Office to address trends, challenges and solutions to position the department for the future.
SUMMARY:
In preparation for Fiscal Year 2019/20 budget development, the Sheriff’s Office took a deeper look at how we operate in today’s policing environment before putting any numbers together. With collaboration and feedback from various levels of the organization, the Sheriff’s Office re-evaluated the structure of the organization and the services provided to both internal and external customers. The collaboration resulted in the development of a proactive and phased-in strategic plan that will incorporate opportunities for growth and increased efficiencies. More specifically, the plan will address trends and challenges that impact the operations focusing on solutions for changes to legislation; technological advancements; staffing, retention and succession; customer service and public trust.
FINANCIAL IMPACT:
The FY2019/20 budget request includes Phase 1 of the Sheriff’s Office strategic proposal resulting in a net savings to the general fund. The seven new positions will be offset by the deletion of nine limited term correctional officer positions and the reduction of five retired annuitants. The costs associated with preparing the agenda are nominal and absorbed by the department’s FY2018/19 Adopted Budget.
DISCUSSION:
Phase 1 of the proposed changes are summarized below and are part of the slide show presentation to the Board.
Compliance with the Law
The Sheriff’s Office is anticipating challenges in responding to the volume and complexity of requests for information under SB 142 Peace Officer Release of Records and AB 748 Peace Officer Audio/Video Recordings. The release of confidential peace officer personnel records and recordings, reports and information relating to significant Use of Force incidents and certain misconduct allegations is already increasing and will be challenging to meet within the time constraints outlined in the mandates. Additionally, legislation is pending that will impact use of force and de-escalation training and if it passes, will change how we deal with critical incidents in the field. This legislation will require additional training efforts and policy and procedural changes. Failure to implement these in a timely manner could open the Sheriff’s Office and County to additional liability risk.
The proposed solution outlines the creation of the Compliance Division by consolidating several programs and functions to include professional standards, training, internal affairs investigation, pre-employment backgrounds, policy and operational standards, data integrity, and discovery and release of public records. The division will be managed by a new captain-sheriff allocation to oversee and provide command level expertise to revise, develop and implement new policies and procedures, and operational workflows that will comply with the new mandates and changes in the laws that impact Sheriff’s Office operations.
Custody Operations
The Custody Division responsibilities have expanded exponentially due to legislative changes regarding Realignment, immigration, detainee mental health, medication assisted treatment, gangs, and increased medical transports. In addition, the Stanton Correctional Facility is now fully operational, and the new Rourk Vocational Training Center was dedicated in January of this year. The lack of after-hours management and supervisory support can be a potential liability if a critical incident takes place in our detention facilities without proper supervision and guidance in managing and defusing the situation.
Through the midyear budget process, the Board approved a new custody lieutenant, bringing the total to four. This approval allows two lieutenants to be scheduled during the day and two lieutenants to be assigned to after-hours management schedules. Realigning the custody managers schedule reduces liability and increases operational efficiency in our detention facilities. It will also add supervisory support during evening hours and provide for consistent guidance and compliance with written departmental policy and procedures.
Additionally, the gang assaults and criminal activity in the jails have increased to levels requiring two deputy sheriffs to be imbedded in the Custody Gang Unit for the identification, arrest and prosecution of these offenders. Because we house more inmates with chronic medical issues that result in more frequent and longer stays in the hospital, an additional deputy sheriff is requested for our Transportation bureau. Often, we must pull Patrol Deputies from the field to complete medical transport tasks as emergency medical transport calls for service increase.
Employee Support and Wellness Services
Employee-related services are disjointed and duplicated in different divisions of the Sheriff’s Office. Based on the feedback received by staff, it was clear that they were unsure where to go if they needed help or support with health, safety and wellness issues. Not only have the times changed but the generations have also, and we are slow at adapting to the needs of our employees. The Sheriff’s Office recognizes the importance of focusing on the overall wellbeing, development and retention of staff.
The proposed solution outlines creating a new Employee Support and Wellness Services Program, a one-stop shop to provide oversight, consolidation and consistency of employee- related services. This new and improved employee program will be managed by a civilian manager (TBD) specializing in areas of employee development, welfare, wellness and retention. The Manager (TBD) position will be responsible for planning, organizing, and directing the department’s Employee Services program in collaboration and coordination with Human Resources for continuity, creativity and delivery of services. This position has been included in the FY 2019/20 budget request. Realigning functions from other areas into one program will increase efficiencies, benefit the employee, reduce duplication and improve communication pertaining to services in payroll, extended leave management, employee performance and recognition, employee development, work/life/wellness programs, retention and labor and employee relations.
ALTERNATIVES:
The Board of Supervisors could choose not to conduct this workshop to discuss the proposed strategic evolution of the Sheriff’s Office. This is not recommended because the workshop will provide the Board with an opportunity to better understand the challenges and trends impacting the Sheriff’s Office and visibility to solutions to mitigate the impacts.
OTHER AGENCY INVOLVEMENT:
In creating the recommendations and proposed organizational structure, the Sheriff’s Office worked with the County Administrator’s Office and Human Resources in determining staff positions best suited for the change and solicited input and collaboration from other Sheriff’s Offices on best practices.
CAO RECOMMENDATION:
APPROVE DEPARTMENTAL RECOMMENDATION