clark county detention center annual report · a podular direct physical plant layout. though the...
TRANSCRIPT
CLARK COUNTY DETENTION CENTER
2014 ANNUAL REPORT
Clark County Detention Center &
Las Vegas Metropolitan Police Department
330 South Casino Center Blvd.,
Las Vegas, Nevada 89101
WWW.CLARKCOUNTYNV.GOV/DEPTS/CCDC/PAGES/DEFAULT.ASPX
WWW.LVMPD.COM
May 2015
CONTENTS
OFFICE OF THE DEPUTY CHIEF ................................................................................................ 1MISSION ................................................................................................................................ 2RECORDS BUREAU ................................................................................................................. 3
Bookings, Releases and Average Daily Population (ADP) ............................................................................................... 3
Bookings .......................................................................................................................................................................... 3
Average Length of Stay (ALOS) ....................................................................................................................................... 4
Releases .......................................................................................................................................................................... 4
Average Daily Population (ADP) ...................................................................................................................................... 4
Inmate Housing ............................................................................................................................................................... 5
Inmate Population Projection ......................................................................................................................................... 5
Personnel Demographics ................................................................................................................................................ 6
CENTRAL BOOKING BUREAU .................................................................................................. 7Misdemeanor Diversion Program ................................................................................................................................... 7
287(G) PROGRAM ........................................................................................................................................................... 7
New Technology ............................................................................................................................................................. 7
Detention Services Technicians ...................................................................................................................................... 7
Inmate Visitation ............................................................................................................................................................. 7
DNA Collection ................................................................................................................................................................ 7
NORTH TOWER BUREAU ........................................................................................................ 9Control Room .................................................................................................................................................................. 9
Food Service .................................................................................................................................................................... 9
North Tower Renovation ................................................................................................................................................ 9
North Valley Complex (NVC) ......................................................................................................................................... 10
Commissary ................................................................................................................................................................... 10
SOUTH TOWER BUREAU ...................................................................................................... 11Medical Services ........................................................................................................................................................... 11
Discharge planning ........................................................................................................................................................ 11
Mental Health Inmates ................................................................................................................................................. 11
Special Emergency Response Team .............................................................................................................................. 11
“TIE” – Together Information Educates ........................................................................................................................ 11
STAFF OPERATIONS BUREAU ............................................................................................... 12Alternatives to Incarceration ........................................................................................................................................ 12
Civil Process .................................................................................................................................................................. 13
Classification ................................................................................................................................................................. 13
Field Services ................................................................................................................................................................. 15
Fugitive .......................................................................................................................................................................... 15
Gangs Special Investigations Unit ................................................................................................................................. 15
Policy & Procedures ...................................................................................................................................................... 15
Religious Services .......................................................................................................................................................... 16
Training ......................................................................................................................................................................... 16
ADMINISTRATIVE OPERATIONS BUREAU ............................................................................. 18Fiscal Information ......................................................................................................................................................... 18
Business Office .............................................................................................................................................................. 18
Accounting Office .......................................................................................................................................................... 18
Maintenance ................................................................................................................................................................. 19
Supply ............................................................................................................................................................................ 19
1
OFFICE OF THE DEPUTY CHIEF This past year, to say the least, was extremely productive. It was a year filled with many changes.
These changes affected all individuals working within the Clark County Detention Center (CCDC) and I
have to commend every one for adapting to those changes and performing their duties fulfilling
CCDC’s Vision, Values and Mission.
As we transitioned into 2014, CCDC was still moving forward with three major projects. The CCDC North Tower
renovation has progressed without major setbacks and is on schedule. With the ongoing renovation we are still
contending with inmate displacement and increased inmate population. With the population remaining a topic of focus,
continuing efforts from the Population Analysis Committee gained support from the Clark County Commissioners in
finding a solution to the population conundrum. Finally, the upgrade to the jail management system “Elite” is
progressing and a completion date is projected for March of 2016.
With the jail population a major concern, CCDC developed a re-entry program to reduce recidivism. The CCDC applied
and received a $67,000 grant to help fund transitional housing and is solely dedicated to the re-entry program. This
program has gained support from many agencies within the community and as we move forward into 2015, focus will be
on expanding this program.
In 2014, it was anticipated that 50 officers would be hired to fill our attrition needs; only one Corrections Academy was
held, yielding 34 new officers. These 34 officers helped with our attrition, but vacancies still remain. An academy is
scheduled for March of 2015.
Last year brought a huge change to CCDC’s inmate commissary program. ARAMARK, an outside vendor, was contracted
to provide commissary to the inmates. ARAMARK’s menu provides the inmate with a larger variety of items to
purchase. They also introduced the ICARE program, which allows family members to purchase an ICARE package and
have it delivered to the inmate. Kiosks were installed for inmates to use in completing their commissary orders and in
the future will be available for the inmate to utilize a legal library and filing grievances. The profit margin from this
transition has significantly increased.
During the 2014 year, preparation to receive the responsibility of the Constable’s Office was completed. This was an
undertaking that required a significant amount of planning in order for the transition to be successful.
As we head into the new year, we will continue to focus on major projects; renovation, overpopulation and the “Elite”
upgrade. Emphasis will be placed on reducing our population, in conjunction with our Criminal Justice partners, which
will assist us in attaining a manageable budget. As an intricate part of the Las Vegas Metropolitan Police Department,
we have proven to be adaptable to change and we will continue to do so in 2015.
Deputy Chief Todd Fasulo Detention Services Division
2
FACTS ABOUT DETENTION SERVICES DIVISION
The Detention Services Division (DSD) of the Las Vegas Metropolitan Police Department (LVMPD) is responsible for housing
arrestees with felony and gross misdemeanor charges arising from arrests within Clark County. The DSD consists of three
facilities: the Clark County Detention Center (CCDC), the North Valley Complex (NVC) and the Tucker Holding Facility (located
in Laughlin, Nevada). The Clark County Detention, the main structure, is comprised of the North and South Towers. The North
Tower is thirty years old and is currently under a four year, one hundred and twenty million dollar renovation project and has
a podular direct physical plant layout. Though the physical plant will, in large part, remain consistent, many changes have
been added into the renovation to further the Direct Inmate Supervision philosophy (DIS) and comply with established Prison
Rape Elimination Act (PREA) standards. The physical plants for the South Tower (13 years old) and North Valley Complex (6
years old) consist of approximately seventy percent of the open dorm housing, with the other thirty percent consisting of
administrative segregation housing. The CCDC employs and embraces the Direct Inmate Supervision philosophy for managing
their facilities and is recognized as a standard bearer for the corrections industry.
MISSION
The mission of the Clark County Detention
Center is to provide community security
by maintaining secure facilities to house
those individuals legally deprived of their
freedom, providing a safe and humane
environment for inmates as well as staff
members.
3
RECORDS BUREAU The Detention Records Bureau is responsible for booking and releasing inmates; entering into, and maintaining the jail management system; notifying criminal justice agencies of custody status; preparing and distributing court transport lists; coordinating transportation of Nevada fugitive bookings; ensuring data integrity; scanning and indexing of CCDC documents; entering, recalling and quashing warrants; accounting and billing for contracts; processing subpoenas; and disseminating information to the public and other criminal justice agencies.
BOOKINGS, RELEASES AND AVERAGE DAILY POPULATION (ADP)
There were 59,834 bookings in 2014, 4,507 (-7%) less than 2013. During the last 10 years, bookings have decreased at an average annual rate of .75% per year or 7% since 2005. The average number of bookings per day decreased by 12, from 176 in 2013 to 164 in 2014.
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Bookings 64,042 70,542 67,682 70,123 73,264 68,883 77,936 72,482 64,341 59,834 Releases 63,908 70,289 68,485 70,220 73,238 69,557 78,176 72,306 64,149 59,763 ADP 3,494 3,746 3,759 3,646 3,712 3,742 3,705 3,611 4,054 4,149
Please note that increases or decreases in bookings are not proportionally reflected in the average daily inmate count; this is because many persons booked into the jail are only held for a short time period and released directly from the booking area.
While the DSD Records Bureau maintains the official booking and releasing totals maintained by the division, ITAG is the offender management system used by CCDC and for analysis purposes; the remainder of this report will document ITAG information based on inmates with related charge information. These totals may exclude sealed records; and, some individuals monitored by Alternatives to Incarceration, Henderson, and the North Las Vegas jails. Due to this, the remainder of this report will reflect slightly different totals than official totals1.
BOOKINGS
CCDC experienced a decrease in bookings (-4,507) and charges booked (-16,872) in 2014. Similar to 2013, felony bookings
comprised 38% of all bookings; Gross Misdemeanors comprised 4%; and, misdemeanors comprised 59% of the total.
1 2005-2014 official totals obtained from Records. 2014 iTAG totals obtained on 1/30/15 for bookings with associated charge
information.
3,000
3,200
3,400
3,600
3,800
4,000
4,200
0K
10K
20K
30K
40K
50K
60K
70K
80K
90K
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
ADP Bkg / Rel Bookings, Releases and Avg. Daily Pop. ADP Bookings Releases
4
The most notable decreases in the highest charge booked were:
Traffic - Licensing/Registration violations -1,052
Traffic - Driver’s License violations -706
Traffic - DUI -501
Burglary/Home Invasion -703
Uniform Controlled Substance Act -499
Assault & Battery -423 The most significant increases in the highest charge booked were:
Crimes Against Public Justice - Criminal Contempt +279
Civil Practice - Contempt of Court +245
Pandering/Prostitution +230 E – TRAFFIC WARRANTS2 In 2014 there were 9,332 inmates arrested on 15,626 traffic cases; of those, 3,684 inmates were booked on a traffic warrant only and stayed in custody an average of 1.09 days. While the average length of stay remained the same, the number of inmates arrested for only a traffic warrant decreased 36% compared to 2013.
LAS VEGAS TRAFFIC BENCH WARRANTS; BAIL IN LIEU OF BOOKING The Las Vegas Traffic Bench Warrant Bail in Lieu of Booking program was designed in response to the growing misdemeanor inmate population and was implemented on June 10, 2013. Arrestees for misdemeanor Las Vegas traffic warrants only were given the opportunity to post bail without being booked. If the individual was unable to post bail within one (1) hour they were then formally booked into CCDC. There were approximately 855 individuals who participated in this program and $259,883 collected.
AVERAGE LENGTH OF STAY (ALOS)
ALOS is the average number of days each inmate spends in custody. It is calculated by dividing the total number of days spent in custody by inmates released during the year divided by the number of releases for the same period. The overall ALOS of inmates in custody at CCDC increased 9%, from 21.3 days in 2013 to 23.3 days in 20143.
Changes in the Average Length of Stay4 by severity of highest charge include:
Felony ALOS increased 8%, from 42.6 to 46.0 days per inmate.
Gross misdemeanor ALOS increased 17%, from 27.9 to 32.7 days per inmate.
Misdemeanor ALOS increased 13%, from 7.3 to 8.3 days per inmate.
RELEASES
There were 59,762 inmates released from CCDC custody in 2014, proportionate to the number of bookings, and a 7% decrease compared to 2013. In 2014 the most notable release totals include:
Nevada Department of Corrections: 3,952, comprised 7% of all releases, 3% or 124 more than 2013.
20% of all releases were due to Bail or Bond being posted.
Pretrial Services own recognizance releases comprised 10% of all the releases, compared to 13% in 2013, a decrease of 2,341 releases.
24% of the inmates were released sentenced, fined, credit time served or time served.
AVERAGE DAILY POPULATION (ADP)
The ADP snapshot is a daily record of all inmates monitored by CCDC at 2355 hours, averaged annually. The following totals were calculated based on the proportion of the ADP snapshots applied to the annual average inmate daily count.
2 Source: iTAGKS.Ewarrants Traffic
3 Source: iTAG KS.Average Stay Releases 4 Source: iTAG Daily Extract
5
In 2014, similar to 2013:
Felony inmates comprised 69% of the population; or approximately 2,670 inmates in custody per day.
Gross Misdemeanor inmates comprised 9% of the population; approximately 334 inmates per day.
Misdemeanor inmates comprised 22% of the population; approximately 853 inmates per day.
Most significant increases in the average number of inmates in custody per day:
Larceny +27
Robbery +20
Kidnapping +17
Dangerous Drugs and Hypodermics +17
Most significant decreases in the average number of inmates in custody per day:
Burglary/Home Invasion -33
Uniform Controlled Substances Act -20
INMATE HOUSING
Inmates supervised by CCDC are supervised at various locations. CCDC partners with adjacent detention facilities to house Clark County inmates. A 2014 breakdown of the average number of inmates in custody per day by housing location and associated total costs to house inmates outside CCDC detailed below.
CCDC 2,696 North Las Vegas 4 $161,568 North Valley Complex 1,038 City of Las Vegas 25 $1,131,508 House Arrest 242 Henderson 50 $2,395,789
Lincoln County 20 $2,272,096
INMATE POPULATION PROJECTION
A conservative evaluation of CCDC’s population was conducted of the most current trends between 2005 and 2014, to exclude the extraordinary economic and housing boom in the years prior. Based on the linear trend of CCDC’s historical ADP it is estimated that the inmate population at CCDC will increase at a rate of approximately .61% per year, or 6% by 2024. This indicates that CCDC will require facilities and staffing to safely and securely manage an inmate population of approximately 4,230 by 2020 and 4,408 by 2024. An illustration of the trend line associated with inmate population growth to 2024 is provided below.
The following table details the forecasted inmate population by year and a range within a specified certainty that population growth is expected to be. For example, if trends continue in the future as they have in the past, we can be 95% certain that CCDC’s population will fall between 3,862 and 4,598 by 2020 and 4,040 to 4,776 by 2024.
0
1,000
2,000
3,000
4,000
5,000
2005 2010 2015 2020
CCDC Population Forecast ADP Forecast
6
Year ADP Forecast 95% Range 68% Range
2015 4,008 3,640 - 4,376 3,824 - 4,192
2016 4,053 3,685 - 4,421 3,869 - 4,237
2017 4,097 3,729 - 4,465 3,913 - 4,281
2018 4,141 3,773 - 4,510 3,957 - 4,325
2019 4,186 3,818 - 4,554 4,002 - 4,370
2020 4,230 3,862 - 4,598 4,046 - 4,414
2021 4,275 3,907 - 4,643 4,091 - 4,459
2022 4,319 3,951 - 4,687 4,135 - 4,503
2023 4,364 3,995 - 4,732 4,180 - 4,548
2024 4,408 4,040 - 4,776 4,224 - 4,592
POTENTIAL ADJUSTMENTS TO FORECAST This forecast assumes that current trends in law enforcement practices, criminal penalties, prosecutorial practices, crime rates, county population and economic stability will continue in the future as it has in the past; if any major shift occurs from the latest trends adjustments to the forecast may become necessary.
Historically, CCDC has increased its capacity by adding bunks/cots, contracting beds from local agencies and adding 1,400 beds in the South Tower and 1,080 beds at NVC. While these increases occurred incrementally over the years, the newly created capacity was reached within months of opening and the addition of bed space may increase the forecast proportionally.
PERSONNEL DEMOGRAPHICS
In 2014 LVMPD employees assigned to CCDC increased by 13, from 1,025 to 1,038.
Employee Type 2014 2013 #Chg %Chg
Civilian 275 264 11 4 Commissioned 759 754 5 1 Part-Time 4 7 -3 -43
Total 1,038 1,025 13 1
CCDC Commissioned Personnel Seventy-Seven percent (77%) of the commissioned employees were male and 23% were female. Breakdown by Ethnic Origin as follows:
American Indian/Alaskan Native - 0% Asian – 8% Black/African American - 21% Hispanic/Latino - 13% Native Hawaiian/Pacific Islander - 1% Two or more races - 1% White - 55%
7
CENTRAL BOOKING BUREAU MISDEMEANOR DIVERSION PROGRAM
The Misdemeanor Diversion Program is an ongoing program designed to address a growing inmate population due to the facility renovation. Misdemeanor arrestees presented for booking at CCDC are reviewed by a Corrections Lieutenant to determine the need to be booked versus being redirected to other community resources more effective in dealing with their specific issues. Combative or intoxicated arrestees do not qualify for this program and are booked into the facility.
287(G) PROGRAM
The mission of the LVMPD 287(g) Program is the removal of criminal aliens in order to ensure a safer community. The 287(g) Program refers to a section of the immigration law that authorizes the federal government to partner with local law enforcement agencies to enforce immigration law through specially trained officers (with local and federal powers of arrest and detention). The unit interviews individuals who come into the facility who are foreign born, booked as John/Jane Doe, who have discrepancies in their birth place information, and who refuse to give birthplace information to their arresting officer.
NEW TECHNOLOGY
The Central Booking Bureau started using new technology to streamline booking operations and reduce staffing needs. In 2014, the following technological improvements were implemented.
Inmate money kiosks: inmate monies are now loaded into an intake kiosk which counts the monies and load funds to the inmate’s account.
Inmate wrist bands: Inmates assigned to permanent housing receive a wristband which allows the inmate to utilize the module kiosks to order commissary, access law library and check the status of their commissary account.
Debit release card: Upon release, the inmate receives a debit card containing the balance of their inmate account funds.
These technology changes to our business processes removed the responsibility of money handling from the corrections officer and created additional staffing to address new legislative mandates like DNA Collection.
DETENTION SERVICES TECHNICIANS
In November of 2013 the classifications of Corrections Assistant and Inmate Services Technician were merged into a new classification – Detention Services Technician (DST). With the anticipated establishment of the DSD classification the facility was able to provide a career path for the new classification. DST’s may promote to the position of Senior DST; and Senior DST will have the opportunity to promote to DST Supervisor. A new training program for the DST new hires and transitioned employees was initiated and completed with great success. The DST classifications are assigned to the Property Room, Visiting and Information Desk, Mail Room, House Arrest Program and complete all processing for the DNA collection legislative mandate.
INMATE VISITATION
Visitation is allowed every day during set time periods, and can be scheduled in person or over the internet. An inmate is allowed 1-2 social visits per week, depending on their classification level, and the visits last a maximum of 50 minutes. In March of 2014, our commissary vendor, ARAMARK partnered with our video visitation vendor, Renovo and upgraded our entire video visitation system to high definition with 21” monitors. This upgrade was completed as part of the commissary contract and was completed at no cost to the tax payer. There were a total of 163,994 visits in 2014 of which 112,059 were inmate visits by family and friends. This was a decrease in social visits by 2.6% or 3,004 less social visits than in 2013.
DNA COLLECTION
On July 1st 2014, Detention Services Division/Central Booking Bureau/Records Bureau personnel initiated the collection of DNA samples during the booking process for person charged with a felony who had not previously provided a sample to the
8
State. The sample is logged and held until a Judge or Magistrate determines probable cause exists. If the Judge or Magistrate determined probable cause exists, the sample is then sent to the LVMPD forensics lab for entry into the State database. Since the law took effect on July 31, 2014 through December 31, 2014, CCDC collected a total of 6,380 DNA samples.
9
NORTH TOWER BUREAU CONTROL ROOM
Control Room Operators (CRO) are responsible for controlling the movement of both staff and inmates throughout the facility. This is done through observation using close circuit televisions and cameras (CCTV) in conjunction with monitoring and dispatching radio communications. CRO’s are responsible for ensuring that all doors and elevators within the facility remain secure. The CCDC Control room is staffed by a minimum of five CRO’s on the dayshift and four CRO’s on the nightshift. The NVC is manned by two CRO’s on both shifts.
FOOD SERVICE
CCDC has contracted with ARAMARK Corporation to provide food services to approximately 3,900 inmates three times a day; consisting of 3 hot meals, or 11,700 meals per day. ARAMARK is, also, responsible for preparing Corrections Staff meals which are served in the Officers Dining Room. ARAMARK utilizes standards as set forth by the Southern Nevada Health District, The American Dietetic Association, American Corrections Association and the Mayo Clinic for meal nutrition, caloric, and protein content. The Southern Nevada Health District inspects all food service and warehouses at least annually to ensure compliance with cleanliness standards. Breakdown of food service as follows:
NORTH TOWER RENOVATION
The Projects Section is responsible for design, coordination and oversight of all renovations and new construction projects within the Detention Services Division. The following is a brief description of the major projects completed by the Projects team in 2014: North Tower Renovation Phase II
Completed design and plan reviews for the four phase renovation.
Construction related activities began in the Northeast quadrant in March and will continue for the next four years.
Relocation of the BDA to the 13th floor, to increase radio security.
Increased radio antenna count in the North Tower Basement to improve coverage.
Planning, designing, and coordination of furniture, fixtures and equipment for renovated areas.
Completed background checks and Security Briefing Classes for more than 500 contract workers. Other Projects
Completed a multi-faceted module “kiosk” system that is utilized at CCDC.
Coordinated the installation for automated money intake kiosks on the booking floor.
MOVING FORWARD In January of 2015, the Projects Team will transfer back to the North Tower Bureau and will continue to manage Phase II of the North Tower renovation on a full-time basis. This large-scale project is estimated to cost 88 million dollars and will encompass all mechanical, electrical, and plumbing systems from ground through the 12th floor. There will be an improved redesign of the booking floor, changes to the medical areas on the second floor, consolidation of contact visiting on the 6th floor, and a new layout of all staff areas within the housing units and on the 12th floor. This final phase of the North Tower renovation is planned to be completed in quadrants, with each section taking approximately one year to renovate (NE-B Modules, SE-A Modules, NW-CD Modules, SW-EF Modules). This will allow the
Meal Costs 2014 2013 #Chg %Chg
Inmate meals $0.92 $1.01 -$0.09 -10%
Staff Meals $1.46 $1.45 $0.01 .05%
Sack Lunches $1.26 $1.26 $0.00 0
Transport Cost $7,000 $148,000 $-141,000 -95%
Meals Served 2014 2013 #Chg %Chg
Inmate Meals 4,239,040 4,2016,74 32,300 .008%
Staff Meals 69,600 61,576 8,024 13%
Sack Lunches 24,960 22,776 2,234 9.8%
Total 4,333,600 4,291,096 42,558 .009
10
remainder of the North Tower to remain operational while renovations are completed, in order to mitigate the effects of overcrowding. The final completion date for this renovation is currently projected to be February 12, 2018.
NORTH VALLEY COMPLEX (NVC)
Due to displacement from the renovation project, all housing units at the NVC were in use for the majority of 2014. In February 2014, the process of clearing housing units in the “B” quadrant of the North Tower started, and the majority of the medium custody population migrated to the North Valley Complex. During the first month of operating all units, several changes were made to the housing plan that resulted in additional moves being made. Additionally, cot housing returned to the North Tower due to the loss of 421 beds during this phase of the renovation.
The NVC remains at or near occupancy on a consistent basis as the project moves on into its second year. Due to changes in the operation, the North Tower Administrative Lieutenant was moved to the NVC to provide operational oversight and support for the facility. The average daily population of the NVC was 996 in 2014, compared with 725 in 2013.
COMMISSARY
After extensive planning and reorganization of the Commissary, CCDC contracted with ARAMARK to provide commissary services in 2014. Starting in March, ARAMARK took over complete control of the commissary operation, working out of the existing commissary warehouse area. Under the agreement, ARAMARK also took over visitation maintenance and services, and provided a digital kiosk system in all housing units at CCDC and the NVC. The digital system allows inmates to order commissary, check inmate account balances, and access Legal Library resources within their housing unit.
As a result of the agreement, CCDC receives 35% of the gross sales of commissary items in the facility. In November, ARAMARK kicked off the iCare© Program, which allows family and friends of inmates to order commissary items for them directly, rather than sending money to the inmate. Commissary services are provided once per week to all inmates eligible to receive commissary items.
11
SOUTH TOWER BUREAU MEDICAL SERVICES
NaphCare is responsible for the medical and mental health and welfare of inmates confined in CCDC. Services provided for inmates entering CCDC include the following:
Screenings o Medical Health o Mental Health
Dental Assessments & Evaluations
Sick call clinical visits
Detox treatment
Infectious disease treatment
Dialysis
Chronic care visits
Specialty visits
Hospital visits MENTAL HEALTH INMATES
60,199 mental health assessments conducted.
19,944 mental health evaluations completed.
25,873 psychiatrist, social worker or psych RN visits. In addition, University Medical Center also provides health care for CCDC inmates.
DISCHARGE PLANNING
NaphCare’s Discharge Planner works diligently with the inmate population to determine resource needs at the time of release. During this engagement, the discharge planner assists the inmate(s) with information concerning available community resources to include: shelter & housing options, food, jobs, and mental health and/or substance abuse care needs. CCDC and NaphCare have developed a continuity of care network with the Southern Nevada Adult Mental Health Services to ensure that Mental Health Inmates being released from CCDC, leave with a two (2) week supply of medication and are connected with external resources. This collaboration of efforts promotes stabilization and recovery as well as a reduction in recidivism.
MENTAL HEALTH INMATES
CCDC and NaphCare have developed a continuity of care network with the Southern Nevada Adult Mental Health Services to ensure that Mental Health Inmates being released from CCDC leave with a two (2) week supply of medication and are connected with external resources. This collaboration of efforts promotes stabilization and recovery as well as a reduction in recidivism.
SPECIAL EMERGENCY RESPONSE TEAM
The Special Emergency Response Team’s (S.E.R.T.) mission, when activated, is to respond to emergency situations such as riots, hostage situations as well as conduct cell extractions, in order to restore safety and security within CCDC.
As of December of 2013, S.E.R.T. was comprised of one (1) captain, one (1) lieutenant, five (5) of nine (9) authorized sergeants and 53 of 60 authorized officers. S.E.R.T. had 79 activations, 34 assists and had 30 inmates assigned to high risk transport status.
“TIE” – TOGETHER INFORMATION EDUCATES
“TIE” is being developed into a First Tuesday type of community communication model. This model will allow for each bureau
to participate, in sharing the opportunity of taking the “TIE” Program to a pre-determined special interest group location, and
educate the group on the dynamics of the jail operation. This experience will include a virtual jail tour.
12
STAFF OPERATIONS BUREAU ALTERNATIVES TO INCARCERATION
ELECTRONIC MONITORING PROGRAM The Electronic Monitoring Program provides a housing alternative for qualified sentenced inmates and clients referred by the courts. The program allows qualified inmates to be incarcerated in their home or other approved residence, under electronic supervision, in lieu of incarceration in CCDC. Inmates placed on Electronic Monitoring are required to reimburse the CCDC for services provided by the program.
In 2014 there were a total of 1,116 clients activated on the Electronic Monitoring Program compared to 1,284 in 2013, a decrease of 13% or 168 clients. On average, 93 clients were activated per month.
RESOURCE AND REENTRY PROGRAM The Resource and Reentry program was established in late 2012 and has one (1) Correction Officer assigned to the unit.
The “Mission” is to reduce recidivism through collaboration with community based programs, courts, state and local agencies, to offer effective alternatives to incarceration, with an emphasis on community corrections, treatment and supportive services.
The “Goals” are: o Education of community partners on CCDC demographics, reentry program developments and barriers to
effective transition of the inmate population into society.
o Through collaboration with local educational institutions, conduct statistical research and analysis of
collected data, to form a foundation for application of evidenced-based programming designed to reduce
inmate recidivism.
o Establish Memorandums of Understanding with County, State and/or Federal agencies, to assist inmates with
procuring identification documents.
o Develop a partnership with local judiciary to explore alternatives to incarceration, through evaluation and
application of research outcomes.
o Develop opportunities for undergraduate and Master’s level students to fulfill degree internship
requirements.
o Seek and obtain funding opportunities to offer assistance with transitional supportive services and education.
To achieve the mission and goal, the CCDC has partnered with many community and government entities, some of which are listed below:
Veterans Affairs Justice and District Courts Social Security Administration Hope for Prisoners Department of Motor Vehicles University of Nevada Las Vegas Mental Health Facilities Child Support Services
Through these partnerships the first comprehensive reentry program was developed and implemented in 2014. The Stability Through Assistance Resources and Support (STARS) program provides a three week program for select inmates where they attend classes daily to prepare them for reentry into the community. These classes provide the student with a vision statement, goals, planning skills, cognitive therapy, introduction to various community resources, and job preparation. Upon completion they are place on Electronic Monitoring for the remainder of their sentence. Once they are released they each continue with the plan that was developed during the three (3) week class period. Some will enter treatment programs, job training programs, or move directly to employment. All will receive 18 months of mentoring to assist the student in navigating the various challenges that face inmates when they return to the community. The first STARS class graduated on November 21, 2014 with twenty graduates. The course will resume in February 2015 and will be held monthly.
13
CIVIL PROCESS
The Civil Process Section has an authorized staffing of eleven Deputy Sheriffs and one Senior Deputy Sheriff and is managed under an Inter-local Agreement between the LVMPD and Clark County. The section has statutory responsibility for the service of civil process, as mandated by the Sheriff of Clark County, and is also responsible for the service of all “protection orders” related to domestic violence and stalking/harassment within the entire Clark County jurisdiction.
The section receives approximately 9,200 cases in 2014 which required personal service. Of these cases, the vast majority are Protection Orders. The section generates revenue for civil cases, as outlined in a fee schedule standardized under NRS Chapter 248.
CLASSIFICATION
CUSTODY LEVELS The Classification Section is responsible for determining inmate custody level, housing assignment, participation in programs, and ensuring a safe and secure environment for inmates and staff. An inmate’s classification level is based upon several factors including: nature of current charges; criminal history; prior convictions; institutional behavior; court status; medical/mental condition; and involvement in security threat group. The custody levels have been broken down into six groups:
Maximum Custody Close Custody Medium Custody Protective Custody Psych/Detox Custody Worker
There are 12 officers assigned to this unit. Their duties are to assign, monitor, and move inmates within the 62 modules of CCDC and NVC. In addition to the LVMPD facilities, they also assign inmates to contracted facilities: The City of Las Vegas Detention and Enforcement, the City of Henderson Detention, and Lincoln County Regional Jail. These officers work closely with Detention Gangs and Special Investigations along with NaphCare’s medical and psych services to ensure all special housing needs are met. RULE VIOLATIONS A safe and orderly environment is maintained for all persons in CCDC. In accordance, corrective action is administered against inmates who violate facility rules and regulations. Corrective action will be taken at such times and in such degree as necessary to regulate an inmate's behavior within acceptable limits. In 2014 there was a 20% increase in rule violations, 1.053 more than 2013:
A 15% increase in violent violations such as assault/battery, fighting, sexual assault and battery on staff.
A 26% increase in Disorder violations such as refusing to obey a direct order by staff, threats to others, disrupting a module and refusing to accept assigned room.
Other violations of interest such as contraband as also increased 31% over 2013.
801
3,532
142 358
1,323
136
696
2,798
108 359
1,180
98
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
Violent Disorderly Other Viol.Of Interest
300 Level 200 Level 100 Level
Offenses in Custody 2014 2013
14
Level 100 rule violations are for minor offenses which are corrected by the housing unit officer.
Level 200 rule violations are of a non-violent nature and are often referred to the Disciplinary Board for discipline which can result in loss of good/work time, 5 to 60 days in disciplinary housing, loss of commissary/free time or restitution.
Level 300 rule violations are of a violent nature and often considered criminal in nature; and, are referred to the Disciplinary Board for discipline which can result in loss of good/work time, 5 to 60 days in disciplinary housing, loss of commissary/free time or restitution.
INMATE DISCIPLINE
The Disciplinary Board consists of two (2) officers who determine the inmate’s disposition based on facts provided on the rule violation. The Disciplinary Board conducted 3,835 hearings. Ninety percent of the charges were found guilty; a decrease of 1% compared to 2013.
INMATE PROGRAMS
Two (2) Corrections Officers are utilized to oversee this section. The CCDC offered 20 different programs in 2014 with a goal towards reintegration into the community. In 2014, a total of 15,031 inmates signed up for 1,010 classes with an attendance rate of 71%. Inmate education programs offered by CCDC include:
Adult Education Alcoholics Anonymous Narcotics Anonymous Juvenile Education The Embracing Project Anger Management
Chemical Dependency Hope for Prisoners Life Skills Marriage & Family Relationships Parenting Successful Release
INMATE WORKER PROGRAM
Per Nevada Revised Statutes, inmates who qualify to work in this program may be assigned to areas within or outside the confines of CCDC. Once accepted as a worker, the inmate can earn good and work time which will modify their original release date.
Internal assignments: Module Units, Kitchen, Cart Pushers, Booking
External assignments: Landscape Crew, Community Parks, Graffiti Abatement Crew
The graffiti abatement crew, comprised of 3 supervised inmates, is responsible for cleaning/painting over graffiti which has been identified by citizens and/or department detectives. The landscape and graffiti abatement crew documented and removed approximately 5,494 tags saving the County approximately $1,648,200 when compared to the estimated cost of contracted labor to remove the graffiti.
The outside workers were tasked with the Code Enforcement Recycle Program. The estimated monetary value saved was approximately $3,895 dollars. All monies from the recycle program are sent to the Clark County Assessor.
15
FIELD SERVICES
INMATE TRANSPORTS
Officers assigned to the Field Services Section (FSS) are responsible for the transportation and security of inmates taken outside the confines of the Clark County Detention Center. This includes movement to District and Justice Courts throughout Clark County and transports to medical facilities, polygraphs, psych evaluations, and court-ordered civil commitments. In 2014 FSS completed 142,737 transports, 13% more than 2013.
34,089 District Court transports, an increase of 3% (1019 more transports).
59,923 Justice Court transports, a decreased of 3% (1,831 less transports).
18,973 (37,946 RT) NVC transports, an increased 50% (9,521 more transports).
Average of 376 court transports per day, or 571 all-inclusive transports per day.
The calculated average number of inmates to a Field Services officer totaled 17:1 in 2014 compared to 12:1 in 2013. LAKES CROSSING CENTER Per Nevada Revised Statute 433, a defendant may be court-ordered to undergo an evaluation to determine competency for standing trial or receive pronouncement of judgment. When so ordered, CCDC is charged with arranging transportation for the inmate to the Lakes Crossing facility located in Sparks, Nevada. This facility falls within the purview of the Nevada Division of Public and Behavioral Health. In 2014 there were 337 inmates transported to and from Lakes Crossing on 27 flights and 24 inmates were transported by car.
VEHICLE MAINTENANCE
Total year end mileage for all vehicles was 499,969 miles, an increase of 4,578 miles as compared to the 495,391 miles driven in 2013.
At year end, there were 77 vehicles assigned to CCDC, no change from 2013.
FUGITIVE
The Fugitive Officer is the liaison between the LVMPD Fugitive Detail and the Clark County criminal justice partners. The assigned officer is responsible for conducting inmate interviews regarding their legal options and rights and represents LVMPD in the Fugitive Court proceedings. During 2014, the Fugitive Officer met with 1,150 inmates to prepare them for their court proceedings.
GANGS SPECIAL INVESTIGATIONS UNIT
The Gangs Special Investigations Unit (GSIU) is responsible for identifying gang members who pose a threat to the safety and security of the facility. This is achieved by collaborating with the law enforcement community. The GSIU is staffed with five (5) Correction Officers and one (1) Sergeant.
This unit conducted 3,346 special investigations in 2014. These officers are also responsible for providing CCDC’s recorded phone calls that have been subpoenaed by the judicial system. The calls provided numbered 305,620 for calendar year 2014. GSIU also conducted two special operations in our facilities in an effort to locate unidentified gang members. GSIU also hosted the regional Multi-County Gang Intelligence Meeting (MGIM) in January of 2014.
POLICY & PROCEDURES
The Policy & Procedures Section (P&P) is responsible for maintaining the facility’s American Correctional Association (ACA) accreditation standards; conducting routine facility inspections to determine conformance to standards; updating division policy in compliance with local, state, federal, accreditation laws and standards; assisting the LVMPD Quality and Assurance Section and NaphCare, providers of CCDC medical services, with documentation needed for the National Commission on Correctional Health Care (NCCHC) and the Commission on Accreditation for Law Enforcement Agencies Inc. (CALEA) standards.
16
AMERICAN CORRECTIONAL ASSOCIATION (ACA) ACCREDITATION On October 2, 2013 an ACA Audit was conducted in the CCDC which resulted in a 97.8% for non-mandatory and 100% on mandatory standards. The score of 97.8% is the highest score awarded to CCDC since its initial accreditation in 1998. CCDC received this accreditation on behalf of Sheriff Doug Gillespie on February 2, 2014 when attending the ACA Accreditation Panel at the winter conference in Tampa Florida.
CCDC is also accredited by the National Commission on Corrections Health Care (NCCHC). CCDC first achieved this accreditation in 1993 and has maintained this accreditation. The most recent certificate received was in June 2012, with 100% compliance with the Essential and Important Standards. PRISON RAPE ELIMINATION ACT (PREA) The Prison Rape Elimination Act of 2003 is designed to prevent, detect and respond to sexual abuse in confinement facilities. In compliance with PREA standards, CCDC documented a total of 54 allegations for 2014.
RELIGIOUS SERVICES
The Chaplain’s Office supports religious programming utilizing 450 volunteers and providing the location for religious services and programs. There are 50 evening and weekend services available to the inmates.
This office provides documents to families of those incarcerated, for purposes of Temporary Guardianship, Power of Attorney, Property and Marriage.
TRAINING
The LVMPD has mandatory annual training requirements. These requirements are as outlined by Nevada Peace Officer Standards and Training (POST). In addition to the POST requirements, the correctional staff is required to complete 28 additional hours in order to maintain ACA accreditation. These training hours can be obtained through LVMPD online training or by attending class taught by a certified instructor.
Commissioned Civilian POST 12 hours ACA 16 hours ACA 28 hours
The CCDC administers a POST certified Corrections Academy for newly hired Corrections Recruits. The academy is comprised of four (4) Training and Counseling Officers (TAC) and one (1) TAC Sergeant. The 2014 Corrections Academy was extended to 20 weeks in order to implement the recommendations of the DOJ/CNA report: in particular more de-escalation training, and scenario training (RBT) were implemented.
12 RBT scenarios were created that would test the new officer on their understanding and application of classroom instruction, Standard Operating Procedures (SOP) and weekly reading.
Three (3) de-escalation scenarios
Four (4) scenarios dealing with the mentally ill
Five (5) scenarios dealing with multiple uncooperative subjects
The new officers were graded on their knowledge of SOP, command presence and ability to defuse hostile situations.
De-escalation: This was included in our ECD recertification class. Officers were presented a number of filmed scenarios, each scenario outcome was based on the officers own actions and ability to communicate effectively using verbal skills.
WCSAT: Improved by adding assignment specific scenarios to the curriculum. FSS officers were given court and transport scenarios, CBB Officers were given Post 10 and UMC scenarios, officers assigned to House Arrest were given scenarios based on encountering a subject in their home.
17
The below courses were added to our Corrections Academy:
Mobile Field Force
MACTAC
Riot/Disturbance Training
Emergency Cell Extraction
Reality Based Training
Community Relations: Training Staff certified approximately 300 students in CPR from the Veterans Tribute Academy High School.
New technology/equipment added to the Training Section:
ECD Simulator (which saves approximately $44,000 a year in cartridges during annual re-certifications)
ECD training suits
SIRT Pistols
Simmunition guns
Shock Knives
18
ADMINISTRATIVE OPERATIONS BUREAU FISCAL INFORMATION
During fiscal year 2014 revenues totaled $170.9 million, expenses totaled $188.8 million and the daily bed rate was $134.53, compared to $135.98 in FY2013.
Revenues FY2014 FY2013 # Chg %Chg
Self-Generated $4,239,952 $3,670,463 $569,489 16 Interest Income $648,514 $93,449 $555,065 594 General Fund Transfer $166,000,000 $164,000,000 $2,000,000 1
Total Revenues $170,888,466 $167,763,912 $3,124,554 2
BUSINESS OFFICE
The Business Office of the DSD is dedicated to handling the monetary affairs of the Division and the inmates incarcerated therein. The Business Office maintains records, receipts, logs, and audit trails as defined by modern accounting practices. Funds taken from inmates booked into this facility and services and privileges that require payment by said inmates shall be handled according to accepted accounting procedures. The Business Office is managed in a fiscally responsible manner. The Business office consisted of three sections at the start of the calendar year; Commissary and Mail Office, Money Control Office, and the Accounting Office. In March of 2014 ARAMARK was awarded the contract to privatize the Commissary responsibilities. As a result the Business office was reorganized. The Commissary and Mail room Office was eliminated. Mail room responsibilities were transferred to the Central Booking Bureau. All part time positions assigned to Commissary were eliminated. The money control Office was eliminated and their duties transferred to the Accounting Office.
ACCOUNTING OFFICE
The Accounting Office at CCDC maintains a trust account for each inmate booked into custody. All of the funds collected from inmates upon booking and from persons who deposit funds for inmates are verified and deposited into the Inmate Trust Fund. To ensure accuracy, audits are performed on every shift’s packet of Admissions and Releases transactions.
Transactions/Funds5 FY2014 FY2013 #Chg %Chg
Kites* 16,557 18,225 -1,668 -9 Postage 8,167 12,149 -3,982 -33 Medical 11,650 10,634 1,016 9 Photocopies* 2,032 1,444 588 41 Checks 53,241 59,158 -5,917 -10 Invoices 3,576 3,330 246 7 Total Currency $3,476,060 $6,541,654 -$3,065,593 -47
The Accounting Office handled thousands of transactions for funds received via mail, on-line, phone, or kiosk to inmates’ trust
account totaling over $6.4 million for FY2014. Inmates may use these funds to purchase commissary, post bail, and pay for
miscellaneous charges such as medical co-pay, postage, photocopy expenses, etc.
5 Reductions in these areas are due to procedural changes
Expenses FY2014 FY2013 # Chg %Chg
Salaries $89,364,793 $86,353,130 $3,011,663 3 Benefits $44,280,227 $39,969,958 -$4,310,269 11 Services/Supplies $54,208,262 $50,936,892 $3,271,370 6 Capital $924,139 $437,116 -$487,023 111
Total Expenses $188,777,422 $177,697,096 -$11,080,326 6
19
In March, 2014, the Accounting Office experienced a major change when ARAMARK won the bid for providing numerous services to inmates at CCDC. The functions which affect the Accounting Office include kiosks in booking to accept cash when inmates are booked, a debit card system for funding inmates upon release, providing commissary services to inmates, and accepting credit card deposits for inmates via phone, internet, and kiosks in the lobby. Though the Accounting Office continues to refine the procedures for using the new software and auditing the transactions posted to the trust accounts, there have been significant savings. Since the installation of the booking kiosks, the amount of cash handled by the Accounting Office has been reduced by an average of over $350,000 per month. The credit card transactions are now posted electronically to the accounts (via TouchPay), saving the Accounting Office from posting thousands of transactions. The Accounting Business Office maintains inmate financial records, responds to subpoena requests, researches and resolves issues with inmate funds, and maintains the integrity of the Inmate Trust Account; responsible for Commissary accounts payable, inventory adjustments/ returns to vendor, and maintaining the integrity of the Commissary Account; and is responsible for processing accounts payable transactions for the Clark County Detention Center.
In 2015 the Accounting Business Office will move from the Administrative Operations Bureau to the Staff Administrative
Operations Bureau.
MAINTENANCE
The Maintenance Section performs a variety of tasks that keep the physical plant functional and comfortable. These include planned preventative maintenance jobs and responding to emergency situations to ensure that the facility’s plumbing, air conditioning, and electric systems perform at the highest level possible. The building meets the standards of all applicable Federal, State and local regulations There were approximately 11,042 work orders issued in 2014. The Maintenance Section achieved a 100% work order completion rate in 2014. Due to the extensive renovations being performed by Sletten construction throughout the year, there have been extra considerations and tasks for CCDC Maintenance Section to focus on. Staff has worked diligently to improve and sustain the CCDC through these challenges.
In the beginning of 2014 the Maintenance Section was tasked with creating and implementing 21 hours of daily coverage at
the CCDC from an original 10 hours of daily coverage without an increase of manpower. The creating of new shifts also
affected the NVC because some staff needed to be relocated to the CCDC as the NVC is not funded for Maintenance staffing.
On August 30, 2014 the Maintenance Section began the new shifts covering the CCDC 21 hours a day, seven (7) days a week
including holidays. Though staffing is spread lean on all shifts, the Maintenance Section is and has been successfully providing
immediate response for emergencies. One supervisor position was added to manage the second shift.
During 2014 the Maintenance Section’s Electrical Department has been tasked as the electrical commissioning agent for all
four phases of the North Tower Renovation Project. The Electrical Department has found and documented issues that have
been or will be corrected during the renovation. The Electrical Department is saving Clark County several thousand dollars by
being part of the commissioning group.
SUPPLY
The Supply Section is responsible for the procurement, warehousing and distribution of consumable materials, supplies, and police equipment for use throughout the DSD facilities. In 2015, the Supply Office will be moved from the Administrative Operations Bureau to the Staff Administrative Operations Bureau. The approximate cost of supply per inmate per day decreased from $1.16 in 2013 to $1.13 in 2014. Supply average daily inventory levels and values of material received daily are listed below.
Avg Daily Inventory Levels FY2014 FY2013 #Chg %Chg
Normal Contracted Purchases $93,302 $81,079 $12.233 22.5 Special Use/Special Purchases $65,971 $82,189 -$16,218 -19.7 Inmate Uniforms $61,581 $63,586 -$2,005 -3.2
20
Warehouse Inventory $221,161 $227,327 -$6,166 -2.7
Total Purchases $1,103,408 $1,096,787 $19,862 0.6
Avg Value of Materials Received & Delivered Daily CY2014 CY2013 #Chg %Chg
Materials Received from Vendors $5,312 $4,913 $399 8.1 Materials Distributed through the Facility $4,413 $4,229 $184 4.4 Approximate Cost of Supply GI per inmate/day $1.13 $1.16 $0.03 -2.6
Ca
teg
ory
20
13
20
14
# C
hg
% C
hg
2013
%Tota
l
2014
%Tota
l
%
Chg
20
14
20
13
20
14
#C
hg
%C
hg
2013
%Tota
l
2014
%Tota
l
%
Chg
20
14
Off
icia
l To
tal
64
,34
159
,83
4-4
,507
-74,0
54
4,1
49
95
2
iTA
G T
ota
ls64
,23
159
,76
4-4
,467
-73,7
70
3,8
57
88
2
Ave
rage B
ooki
ngs
Per
Day
176
164
-12
-7-
--
--
--
--
--
--
Fem
ale
18,9
38
17,7
78
-1,1
60
-629
30
0629
634
51
17
16
0
Male
45,2
93
41,9
86
-3,3
07
-771
70
03,1
41
3,2
23
83
383
84
0
<18
67
58
-9-1
30
00
14
14
00
00
0
18-2
417,7
89
16,2
66
-1,5
23
-928
27
0904
898
-5-1
24
23
-1
25-3
422,8
68
21,4
33
-1,4
35
-636
36
01,3
61
1,3
84
22
236
36
0
35-4
412,4
26
11,6
99
-727
-619
20
0787
828
41
521
21
1
45-5
48,2
73
7,5
03
-770
-913
13
0523
542
18
314
14
0
>54
2,8
08
2,8
05
-30
45
0180
191
12
65
50
Asian
2,3
88
2,2
86
-102
-44
40
108
113
44
33
0
Bla
ck22,0
30
21,4
01
-629
-334
36
21,3
21
1,4
51
130
10
35
38
3
Hispani
c12,2
94
10,9
26
-1,3
68
-11
19
18
-1830
798
-33
-422
21
-1
Am
er. Ind
ian/
Ala
skan
328
246
-82
-25
10
012
16
428
00
0
Unk
now
n132
152
20
15
00
04
41
17
00
0
Whi
te27,0
59
24,7
53
-2,3
06
-942
41
-11,4
94
1,4
75
-18
-140
38
-1
020,7
31
19,2
81
-1,4
50
-732
32
0691
703
12
218
18
0
1-5
25,9
60
23,9
73
-1,9
87
-840
40
01,7
09
1,7
34
25
145
45
0
6-1
08,2
27
7,9
02
-325
-413
13
0667
681
14
218
18
0
11-2
06,0
12
5,5
96
-416
-79
90
518
535
18
314
14
0
21-5
02,7
38
2,4
43
-295
-11
44
0169
188
19
11
45
0
51+
563
569
61
11
017
16
0-2
00
0
Asian
18
17
-1-6
00
02
20
13
00
0
Bla
ck2,5
91
2,8
00
209
84
51
380
363
-17
-410
9-1
Hispani
c1,2
92
1,3
62
70
52
20
228
197
-31
-14
65
-1
Hybrid
88
118
30
34
00
011
13
221
00
0
Mix
ed
18
18
00
00
04
3-1
-27
00
0
Moto
rcycl
e27
37
10
37
00
04
40
10
00
Sove
reig
n C
itiz
en
03
3N
C0
00
11
0-1
90
00
Tagger
25
29
416
00
03
30
-11
00
0
Oth
er/
Unk
now
n412
438
26
61
10
62
58
-4-6
22
0
Whi
te442
410
-32
-71
10
82
59
-24
-29
22
-1
Gang
Aff
.4,9
14
5,2
32
318
68
91
777
703
-74
-10
21
18
-2
No G
ang
Aff
.59,3
17
54,5
32
-4,7
85
-892
91
-12,9
93
3,1
55
161
579
82
2
Not C
lass
ifie
d3,1
70
3,3
68
198
65
61
12
13
111
00
0
Clo
se10,3
20
10,6
61
341
316
18
21,3
10
1,4
76
166
13
35
38
4
Maxim
um463
449
-14
-31
10
108
130
22
21
33
1
Mediu
m49,1
00
44,2
10
-4,8
90
-10
76
74
-21,5
32
1,4
01
-131
-941
36
-4
Oth
er
10
10
00
00
03
2-1
-36
00
0
Pro
tect
ive
1,0
53
939
-114
-11
22
0329
332
31
99
0
Psy
ch115
127
12
10
00
0105
119
14
13
33
0
Work
er
--
--
--
--
-373
385
13
310
10
0
Gang Affililiation Aff. Booking Classification
Boo
kin
gs
Av
era
ge D
aily P
op
ula
tion
Gender Age RacePrevious Bookings
in CCDC
Ca
teg
ory
20
13
20
14
# C
hg
% C
hg
2013
%Tota
l
2014
%Tota
l
%
Chg
20
14
20
13
20
14
#C
hg
%C
hg
2013
%Tota
l
2014
%Tota
l
%
Chg
20
14
Boo
kin
gs
Av
era
ge D
aily P
op
ula
tion
Neva
da
56,9
86
52,1
40
-4,8
46
-989
87
-13,4
08
3,6
12
204
690
94
3
Calif
orn
ia3,7
68
3,9
76
208
66
71
98
119
21
22
33
0
Arizo
na803
757
-46
-61
10
25
34
936
11
0
Oth
er
2,6
74
2,8
91
217
84
51
239
92
-147
-62
62
-4
Citiz
ens
Arr
est
559
785
226
40
11
012
12
00
00
0
City A
genc
y1,3
35
1,0
94
-241
-18
22
0141
130
-12
-84
30
Coun
ty A
genc
y3,1
07
3,0
81
-26
-15
50
270
244
-26
-10
76
-1
Just
ice/D
istr
ict C
our
t339
283
-56
-17
10
037
40
38
11
0
Metr
o P
olic
e51,8
58
47,3
46
-4,5
12
-981
79
-22,8
03
2,8
98
95
374
75
1
NV
Paro
le &
Pro
bation
2,8
76
3,0
70
194
74
51
390
412
22
610
11
0
Oth
er/
Unk
now
n138
170
32
23
00
07
14
7103
00
0
Sta
te A
genc
y3,8
30
3,8
14
-16
06
60
92
96
44
22
0
US A
genc
y189
121
-68
-36
00
017
11
-6-3
40
00
Felo
ny24,1
69
22,5
01
-1,6
68
-738
38
02,6
12
2,6
70
58
269
69
0
Gro
ss M
isdem
eano
r2,1
36
2,1
09
-27
-13
40
336
334
-3-1
99
0
Misdem
eano
r37,9
26
35,1
54
-2,7
72
-759
59
0821
853
32
422
22
0
Crim
es
again
st p
ers
on
10,7
26
10,2
76
-450
-417
17
01,3
41
1,3
80
39
336
36
0
Crim
es
again
st p
ropert
y11,0
72
10,1
73
-899
-817
17
0974
999
25
326
26
0
Crim
es
again
st p
ublic
dece
ncy
3,4
52
3,7
03
251
75
61
76
83
710
22
0
Cont
rolle
d s
ubst
anc
es
& o
ther
dru
g r
ela
ted
crim
es
9,2
07
8,5
04
-703
-814
14
0488
484
-3-1
13
13
0
Crim
es
again
st p
ublic
health,
safe
ty a
nd
welfare
1,1
48
1,1
06
-42
-42
20
69
81
12
17
22
0
Fina
ncia
l and
bus
iness
rela
ted c
rim
es
102
86
-16
-16
00
04
3-1
-33
00
0
Crim
es
by o
r again
st s
tate
or
loca
l gove
rnm
ent
1,0
80
1,3
05
225
21
22
112
11
-1-1
10
00
Wild
life a
nd o
ther
reso
urce
s41
51
10
24
00
01
10
90
00
Crim
es
rela
ting
to the
jud
icia
ry3,1
93
3,5
03
310
10
56
196
106
10
11
33
0
Misce
llane
ous
crim
es
3,9
27
4,1
53
226
66
71
70
81
12
17
22
0
Agricu
ltur
e, ani
mals, fo
od a
nd o
ther
com
moditie
s70
84
14
20
00
01
20
36
00
0
Crim
inal in
stitut
ions
117
126
98
00
09
17
888
00
0
Educ
ation
crim
es
12
14
217
00
01
10
-30
00
Gam
ing a
nd o
ther
sport
ing c
rim
es
216
219
31
00
03
40
13
00
0
Traff
ic, ve
hicl
e a
nd w
ate
rcra
ft14,6
91
11,5
17
-3,1
74
-22
23
19
-4145
131
-15
-10
43
0
Warr
ant
s or
oth
er
hold
s5,1
75
4,9
38
-237
-58
80
481
476
-5-1
13
12
0
Not C
oded
26
4200
00
01
10
90
00
All C
harg
es
18
9,8
09
17
2,9
37
-16
,87
2-9
Avg
Chg
s Per
Bkg
3.0
2.9
0-2
--
--
--
--
--
--
Felo
ny60,8
48
57,5
40
-3,3
08
-532
33
1-
--
--
--
--
Gro
ss M
isdem
eano
r8,9
48
8,4
30
-518
-65
50
--
--
--
--
-
Misdem
eano
r120,0
13
106,9
67
-13,0
46
-11
63
62
-1-
--
--
--
--
Severity
Highest Category of Highest Charge SeverityResidency Arresting Agency
Ca
teg
ory
20
13
20
14
# C
hg
% C
hg
2013
%Tota
l
2014
%Tota
l
%
Chg
20
14
20
13
20
14
#C
hg
%C
hg
2013
%Tota
l
2014
%Tota
l
%
Chg
20
14
Boo
kin
gs
Av
era
ge D
aily P
op
ula
tion
Crim
es
again
st p
ers
on
22,7
71
21,5
42
-1,2
29
-512
12
0-
--
--
--
--
Crim
es
again
st p
ropert
y36,8
09
34,8
79
-1,9
30
-519
20
1-
--
--
--
--
Crim
es
again
st p
ublic
dece
ncy
5,8
91
6,3
52
461
83
41
--
--
--
--
-
Cont
rolle
d s
ubst
anc
es
& o
ther
dru
g r
ela
ted
crim
es
22,1
44
19,8
15
-2,3
29
-11
12
11
0-
--
--
--
--
Crim
es
again
st p
ublic
health,
safe
ty a
nd
welfare
3,8
05
3,5
98
-207
-52
20
--
--
--
--
-
Fina
ncia
l and
bus
iness
rela
ted c
rim
es
314
242
-72
-23
00
0-
--
--
--
--
Crim
es
by o
r again
st s
tate
or
loca
l gove
rnm
ent
2,8
98
3,1
17
219
82
20
--
--
--
--
-
Wild
life a
nd o
ther
reso
urce
s83
83
00
00
0-
--
--
--
--
Crim
es
rela
ting
to the
jud
icia
ry9,0
11
10,1
76
1,1
65
13
56
1-
--
--
--
--
Misce
llane
ous
crim
es
8,3
30
9,0
51
721
94
51
--
--
--
--
-
Agricu
ltur
e, ani
mals, fo
od a
nd o
ther
com
moditie
s229
417
188
82
00
0-
--
--
--
--
Crim
inal in
stitut
ions
350
393
43
12
00
0-
--
--
--
--
Educ
ation
crim
es
34
32
-2-6
00
0-
--
--
--
--
Gam
ing a
nd o
ther
sport
ing c
rim
es
524
507
-17
-30
00
--
--
--
--
-
Traff
ic, ve
hicl
e a
nd w
ate
rcra
ft59,3
50
46,7
10
-12,6
40
-21
31
27
-4-
--
--
--
--
Priso
n, P
aro
le, Pro
bation,
Registr
ation
02
2N
C0
00
--
--
--
--
-
Warr
ant
s or
oth
er
hold
s17,2
56
16,0
10
-1,2
46
-79
90
--
--
--
--
-
Not C
oded
10
11
110
00
0-
--
--
--
--
Avera
ge L
en
gth
of
Sta
y (
ALO
S)
in d
ays
21
.323
.32
9
Felo
ny42.6
46.0
38
--
--
--
--
--
--
-
Gro
ss M
isdem
eano
r27.9
32.7
517
--
--
--
--
--
--
-
Misdem
eano
r7.3
8.3
114
--
--
--
--
--
--
-
Off
icia
l R
ele
ase
To
tals
64
,14
959
,76
2-4
,38
7-7
iTA
G R
ele
ase
To
tals
64
,01
259
,64
5-4
,36
7-7
City o
f La
s V
egas
4,5
94
4,0
57
-537
-12
77
0-
--
--
--
--
Extr
aditio
n1,1
19
1,1
75
56
52
20
--
--
--
--
-
Federa
l154
145
-9-6
00
0-
--
--
--
--
Hend
ers
on
1,0
60
882
-178
-17
21
0-
--
--
--
--
Hous
e A
rrest
659
528
-131
-20
11
0-
--
--
--
--
Imm
igra
tion
806
392
-414
-51
11
-1-
--
--
--
--
Juve
nile
89
56
-33
-37
00
0-
--
--
--
--
Lake
s C
ross
ing
153
204
51
33
00
0-
--
--
--
--
Neva
da D
ept. o
f C
orr
ect
ions
/Boot C
am
p3,8
28
3,9
52
124
36
71
--
--
--
--
-
Nort
h La
s V
egas
811
1,2
07
396
49
12
1-
--
--
--
--
Out/
Adm
(Dece
ase
d)
50,0
76
46,3
45
-3,7
31
-778
78
-1-
--
--
--
--
Paro
le &
Pro
bation/
Casa
Gra
nde
483
410
-73
-15
11
0-
--
--
--
--
Pro
gra
m (Scr
am
/dru
g p
rogra
m)
180
292
112
62
00
0-
--
--
--
--
Severity Released to:Offense Type
Ca
teg
ory
20
13
20
14
# C
hg
% C
hg
2013
%Tota
l
2014
%Tota
l
%
Chg
20
14
20
13
20
14
#C
hg
%C
hg
2013
%Tota
l
2014
%Tota
l
%
Chg
20
14
Boo
kin
gs
Av
era
ge D
aily P
op
ula
tion
Adm
in/In
take
OR
8,4
87
6,0
58
-2,4
29
-29
13
10
-3-
--
--
--
--
Bail/
Bond
Post
ed
12,6
79
11,9
68
-711
-620
20
0-
--
--
--
--
Case
Clo
sed
171
137
-34
-20
00
0-
--
--
--
--
CC
DC
OR
2,3
58
2,3
65
70
44
0-
--
--
--
--
CIT
OR
2,3
44
2,4
64
120
54
40
--
--
--
--
-
Cour
t O
rder
Rele
ase
4,2
13
3,0
66
-1,1
47
-27
75
-1-
--
--
--
--
DA
Rele
ase
2,4
92
2,4
43
-49
-24
40
--
--
--
--
-
Deta
iner
130
184
54
42
00
0-
--
--
--
--
Dism
isse
d982
885
-97
-10
21
0-
--
--
--
--
Extr
aditio
n1,0
89
1,1
05
16
12
20
--
--
--
--
-
Misce
llane
ous
131
96
-35
-27
00
0-
--
--
--
--
No C
harg
es
File
d767
646
-121
-16
11
0-
--
--
--
--
Not G
uilt
y8
3-5
-63
00
0-
--
--
--
--
Ow
n R
eco
gni
zanc
e6,0
71
5,1
81
-890
-15
99
-1-
--
--
--
--
Paro
le &
Pro
bation
925
1,0
36
111
12
12
0-
--
--
--
--
Rel to
Feds
25
12
-13
-52
00
0-
--
--
--
--
Rel to
Im
mig
ration
53
-2-4
00
00
--
--
--
--
-
Rel to
Lake
s C
ross
ing
148
200
52
35
00
0-
--
--
--
--
Rel to
Loca
l Ja
il71
62
-9-1
30
00
--
--
--
--
-
Rel to
Ment
al H
ealth
276
307
31
11
01
0-
--
--
--
--
Rel to
NV
Dept of
Corr
ect
ions
3,7
68
3,8
85
117
36
71
--
--
--
--
-
Rel to
Pro
gra
m223
318
95
43
01
0-
--
--
--
--
Sent
/Fi
ned/Ti
me S
erv
ed/C
redit T
ime S
erv
ed
14,3
17
14,4
65
148
122
24
2-
--
--
--
--
Sta
tuto
ry R
ele
ase
2,3
00
2,5
08
208
94
41
--
--
--
--
-
Will
Not Ex
tradite
240
248
83
00
0-
--
--
--
--
Release Type: