clark county detention center 2015 annual report2015 annual report clark county detention center...
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CLARK COUNTY DETENTION CENTER
2015 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
March 2016
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CONTENTS FACTS ABOUT DETENTION SERVICES DIVISION ...................................................................................................................... 5
MISSION .................................................................................................................................................................................. 5
ADMINISTRATIVE OPERATIONS BUREAU ................................................................................................................................ 6
FISCAL INFORMATION ..................................................................................................................................................... 6
BUSINESS OFFICE ............................................................................................................................................................ 6
COMMISSARY AND MAIL OFFICE .................................................................................................................................... 7
MAINTENANCE ................................................................................................................................................................ 7
CENTRAL BOOKING BUREAU ................................................................................................................................................... 8
MISDEMEANOR DIVERSION PROGRAM .......................................................................................................................... 8
287(G) PROGRAM ........................................................................................................................................................... 8
NEW TECHNOLOGY ........................................................................................................................................................ 8
DETENTION SERVICES TECHNICIANS .............................................................................................................................. 8
INMATE VISITATION ....................................................................................................................................................... 9
DNA COLLECTION ............................................................................................................................................................ 9
CIVIL CONSTABLE BUREAU .................................................................................................................................................... 10
ADMINISTRATION ......................................................................................................................................................... 10
SHERIFF’S CIVIL PROCESS SECTION ............................................................................................................................... 10
OFFICE OF THE EX-OFFICIO CONSTABLE ....................................................................................................................... 10
NORTH TOWER BUREAU ....................................................................................................................................................... 11
CONTROL ROOM ........................................................................................................................................................... 11
FOOD SERVICE ............................................................................................................................................................... 11
BREAKDOWN OF FOOD SERVICE .................................................................................................................................. 11
NORTH TOWER RENOVATION ...................................................................................................................................... 12
NORTH VALLEY COMPLEX (NVC) ................................................................................................................................... 13
COMMISSARY ................................................................................................................................................................ 13
RECORDS BUREAU ................................................................................................................................................................. 14
BOOKINGS, RELEASES AND AVERAGE DAILY POPULATION (ADP) ................................................................................ 14
BOOKINGS ..................................................................................................................................................................... 15
AVERAGE LENGTH OF STAY (ALOS) ............................................................................................................................... 15
RELEASES ....................................................................................................................................................................... 15
AVERAGE DAILY POPULATION (ADP) ............................................................................................................................ 16
INMATE HOUSING ......................................................................................................................................................... 16
INMATE POPULATION PROJECTION .............................................................................................................................. 16
PERSONNEL DEMOGRAPHICS ....................................................................................................................................... 17
SOUTH TOWER BUREAU ....................................................................................................................................................... 19
INMATE MANAGEMENT AND DIRECT INMATE SUPERVISION (DIS) ............................................................................. 19
MEDICAL SERVICES ....................................................................................................................................................... 20
MENTAL HEALTH INMATES ........................................................................................................................................... 20
DISCHARGE PLANNING ................................................................................................................................................. 21
CCDC INTERNSHIP PROGRAM ....................................................................................................................................... 21
CORRECTIONS FIELD TRAINING AND EVALUATION PROGRAM (CFTEP) ....................................................................... 21
STAFF ADMINISTRATION OPERATIONS BUREAU ...................................................................................................................... 22
ALTERNATIVES TO INCARCERATION ............................................................................................................................. 22
CLASSIFICATION ............................................................................................................................................................ 24
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INMATE DISCIPLINE ...................................................................................................................................................... 25
INMATE PROGRAMS ..................................................................................................................................................... 25
INMATE WORKER PROGRAM ....................................................................................................................................... 25
SUPPLY .......................................................................................................................................................................... 26
FIELD SERVICES ............................................................................................................................................................. 26
INMATE TRANSPORTS .................................................................................................................................................. 26
FUGITIVE ....................................................................................................................................................................... 27
GANGS SPECIAL INVESTIGATIONS UNIT ....................................................................................................................... 27
POLICY AND PROCEDURES ............................................................................................................................................ 27
PRISON RAPE ELIMINATION ACT ................................................................................................................................... 28
AMERICAN CORRECTIONAL ASSOCIATION ACCREDITATION (ACA) ............................................................................... 28
RELIGIOUS SERVICES ..................................................................................................................................................... 28
TRAINING ...................................................................................................................................................................... 28
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OFFICE OF THE DEPUTY CHIEF
We began the year with a challenge to close 10 modules at the North Valley Complex and reduce our inmate population by
more than 600 inmates. This impacted all individuals working within the Clark County Detention Center (CCDC) and all are
commended for stepping up to this challenge while still performing our duties to fulfill CCDC's Vision, Values and Mission.
As we transitioned into 2015, CCDC continued to move forward with three major projects. The CCDC North Tower renovation
continued to progress and is on schedule. With the ongoing renovation we still maintained security of the facility balancing
inmate displacement and a fluctuating inmate population. With the population remaining a topic of our focus, continuing
efforts from the Population Analysis Committee progressed significantly to contribute to the facility inmate population
reductions. Additionally, the upgrade to the jail management system "Elite" is progressing and a completion date is projected
for the middle of 2016.
The jail population was a major concern in 2015. Through the collective efforts of our criminal justice system partners we
were able to close eight modules at the North Valley Complex and remove inmate cots from the North Tower.
In 2015, we placed 1,496 inmates on House Arrest. We increased our daily average from approximately 250 inmates on house
arrest each day, to more than 300 per day. Alternatives to incarceration are a critical part to managing the jail population and
the house arrest program continued to show great success in managing inmates outside of the CCDC facility. Additionally, we
experienced a tremendous amount of innovation in our incentive based modules. Within these modules we observed
significant improvements in the inmates’ behavior and support of staff.
At the beginning of the year, the responsibility of the Constable's Office was transferred to the Detention Services Division.
This transition was successful and the unit has continued to receive commendable compliments from the community
regarding the improved level of service.
As we enter 2016, we will continue to focus on major projects; facility renovation, inmate overpopulation and the "Elite" jail
management system upgrade. We will continue to focus on reducing our inmate population, in conjunction with our Criminal
Justice partners. Throughout the coming year we will continue to maintain our focus on our mission pillars.
Safety of Staff
Security of Facility
Well Being of Inmates
Deputy Chief Charles L. Hank, III Detention Services Division
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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 (THF),
which is located in Laughlin, Nevada. CCDC, 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 (12 years old) and NVC (5 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 DIS 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.
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ADMINISTRATIVE OPERATIONS BUREAU FISCAL INFORMATION
During fiscal year 2014, revenues totaled $171M, expenses totaled $189M and the daily bed rate was $135, equal to the $135 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. The Business Office also maintains a trust account for each inmate booked into custody. Funds taken from inmates booked into this facility may be used to provide services and privileges that require payment by said inmates.
Transactions/Funds1 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 10%
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 -$3,065,594 -47%
The Business Office posted thousands of transactions for funds received via mail, on-line, phone, or kiosk to inmates’ trust accounts; over $5.5M 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.
In March, 2014, the Business Office experienced a major change when Aramark won the bid for providing numerous services to inmates at the CCDC The functions that affect the Business Office include kiosks in booking to accept cash when inmates are booked, a debit card system to return inmate funds upon release, providing commissary services to inmates, and accepting credit card deposits for inmate accounts via phone, internet, and kiosks in the lobby. Though the Business 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 Business Office has been reduced by an average of $335K per month. The credit card transactions are now posted electronically to the accounts, saving the Business Office from posting thousands of transactions.
1 Reductions in these areas are due to procedural changes
Expenses FY2014 FY2013 # Chg %Chg
Salaries $89,364,793 $86,353,130 $3,011,663 4
Benefits $44,280,227 $39,969,958 $4,310,269 11
Services/Supplies $54,208,263 $50,936,892 $3,271,371 6
Capital $924,139 $437,116 $487,023 111
Total Expenses $188,777,422 $177,697,096 $11,080,326 6
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The 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. The Business Office is also responsible for commissary accounts payable, maintaining the integrity of the Commissary Fund, and is responsible for processing accounts payable transactions for CCDC.
COMMISSARY AND MAIL OFFICE
The Commissary and Mail Office processes all incoming and outgoing mail for the inmates and staff at CCDC as well as processing all commissary orders. The commissary generates revenue that by state law is to be spent on items that are a benefit to the inmate. Some examples would be: religious materials, educational and rehabilitative programs, basketballs, checker boards, barber shop supplies, and library books. The Commissary and Mail Office operates Monday through Friday during day shift hours and some holidays.
MAINTENANCE
The Maintenance Department performs a variety of tasks that keep the building functional and comfortable, from performing carefully planned preventative maintenance jobs to responding to emergency situations. The building meets the standards of federal, state and local regulations and the department staff ensures that plumbing, air conditioning, and electric systems perform at the highest level possible. There were approximately 10,000 work orders issued in 2015. Due to the extensive renovations being performed by Sletten Construction throughout the year, there have been extra considerations and tasks for the CCDC building maintenance staff’s focus. New to 2015 was the 24/7 staffing of maintenance in order to provide better service and reduce overtime and callback pay.
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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. There were a total of 421 misdemeanants diverted in 2015, with a high of sixty-six in the month of July.
287(G) PROGRAM
The mission of the Las Vegas Metropolitan Police Department (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 officers will interview individuals coming into the facility who are: foreign born, booked as John/Jane Doe, have discrepancies in their birth place information, and/or refuse to give birthplace information to their arresting officer.
NEW TECHNOLOGY In a continuous effort to excel in innovations and operations through effective use of technology, the Central Booking Bureau (CBB) explored the capabilities of the body camera. Body cameras were utilized by CBB sergeants for a nine-month pilot program that began March 2015 and ended December 2015. This technology was used to capture over 3400 interactions with difficult, unruly and often confrontational inmates. The pilot program proved successful in meeting the LVMPD’s goal to “Excel in Communications, Innovation and Operations,” and is currently being considered for everyday use.
DETENTION SERVICES TECHNICIANS In November 2013 the classifications of Corrections Assistant and Inmate Services Technician were merged into a new classification called 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. DSTs may promote to the position of Senior DST; and Senior DSTs 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 and House Arrest Program. In addition, they complete all processing for the dioxyribonucleic acid (DNA) collection legislative mandate.
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2015 Booking ReDirect
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In 2015 the following occurred:
The Laundry Coordinators classification merged with the DST classification series.
Classification specifications were revised to reflect the new DST classification; additional duties were assigned as well. Testing processes were developed with the Office of Human Resources to create the first testing instruments for the DST.
INMATE VISITATION Inmates’ visits in 2015 totaled 86,292 as follows:
Social video contacts: 54,048 Official video contacts 9.429 Official contacts: 22,815
Comparisons were not made to previous years due to changes implemented reference statistical gathering. The changes made were:
Increasing social visits from a half hour to one hour. The elimination of 10:30 p.m. visits. An additional social visitor per week was added, increasing the total number of visitors to 3 people.
By incorporating these changes, additional visiting opportunities and reduced wait times benefited the public. These changes also enabled staff to accomplish required tasks in a more efficient manner.
DNA COLLECTION
On July 1, 2014, DSD/CBB/Records Bureau personnel initiated the collection of DNA samples during the booking process for persons charged with a felony that had not previously provided a sample to the 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.
After the first year of collecting DNA samples from persons arrested for felonies, CCDC submitted 12,907 (85%) of the samples collected in Southern Nevada. The collection and processing of arrestee DNA is a combined effort of Detention Records, Booking Officers, DSTs, and the Forensic Lab. From the first year of collecting samples, Southern Nevada had 221 confirmed hits with 195 of them coming from CCDC. A total of 245 investigations were aided through Combined DNA Index System (CODIS) hits to samples collected from arrestees for the following crime types:
Burglary (includes Auto) 182
Recovered Stolen Vehicle 20
Sexual Assault 16
Robbery 10
Homicide 7
MDPP/Vandalism 4
Larceny/Grand Larceny 2
Home Invasion 2
Marijuana Grow 1
Arson 1
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CIVIL CONSTABLE BUREAU ADMINISTRATION
The Civil Constable Bureau operates out of 302 East Carson Avenue, on the 5th Floor. The office at that location houses both the Sheriff’s Civil Process Section and the Office of the Ex-Officio Constable, as well as Bureau Administration.
SHERIFF’S CIVIL PROCESS SECTION
The Clark County Sheriff’s Civil Process Section has an authorized staffing of eleven Deputy Sheriffs, one Senior Deputy Sheriff, one Legal Office Services Supervisor and four Legal Office Assistants. The section is managed by LVMPD Detention Services under an Inter-local Agreement between the LVMPD and Clark County and is currently overseen by an LVMPD Corrections Captain. The section has statutory responsibility for the service of civil process, as statutorily mandated by the Sheriff, 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 received approximately 8,600 cases in 2015, that majority of which required personal service. Of these cases, just over 6,000 were Protection Orders. The section generates revenue from civil cases, as outlined in a fee schedule standardized under NRS Chapter 248, but is also responsible for all cases with a court approved “fee waiver”, where the fees have been waived due to an individual’s inability to pay. Additionally, fees cannot be charged for protection orders. Approximately 85% of the cases the section handles do not have a fee collected for them. The section generated revenues of approximately $400,000 in 2015.
OFFICE OF THE EX-OFFICIO CONSTABLE
On January 5th, 2015 Sheriff Lombardo became the Ex-Officio Constable for the Las Vegas Township, assuming responsibility for the former Las Vegas Township Constable. As part of a Memorandum of Understanding between the Clark County Sheriff and Clark County, Nevada, the Sheriff established a new bureau of the LVMPD to oversee the handling of the duties of the former office. The new office was created under an LVMPD Corrections Captain within the Civil Constable Bureau, which was placed under DSD.
The Office of the Ex-Officio Constable is staffed with twelve total Deputy Constables, three Senior Deputy Constables, two Process Servers, an Office Services Manager, eight Legal Office Assistants, and five Part-Time employees. The office is responsible for all civil processes, with the majority of the cases being Eviction Orders and related processes (60%) and Writs (25%). The remainder of services pertains to Small Claims, Summons and Complaints, Family Law, Demand Letters and any other process related to civil actions. The office is responsible for the aforementioned civil processes in all unincorporated Clark County areas and the City of Las Vegas.
The office is also responsible for handling abandoned vehicles and nuisance vehicles parked or stored in violation of Nevada Revised Statute, Clark County Ordinance, or Las Vegas Municipal Code. The office was responsible for towing 386 nuisance vehicles/abandoned vehicles in 2015, with only partial staffing in the towing unit, and placed warning stickers on over 1,000 vehicles within the jurisdiction. The towing section also issued 326 citations for offenses ranging from Illegal Parking to Expired Registration. The unit no longer enforces out of state vehicle registration violations, but may look at doing this again in the future. Later in 2015, when time permitted, the unit began to assist patrol with stolen vehicle recoveries to allow patrol officers and support personnel to focus on calls for service.
This year was the first full year of operation under the Clark County Sheriff. The office received and handled 42,844 cases in the 2015 calendar year and generated revenues of approximately $2.3 Million.
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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 3,500 inmates three times a day; consisting of three hot meals, or 10,500 meals per day. ARAMARK is, also, responsible for preparing correction’s staff meals which are served in the Officers Dining Room.
ARAMARK utilizes standards as set forth by the Southern Nevada Health District (SNHD), The American Dietetic Association, American Corrections Association and the Mayo Clinic for meal nutrition, caloric, and protein content. The SNHD inspects all food service and warehouses at least annually to ensure compliance with cleanliness standards.
BREAKDOWN OF FOOD SERVICE
Meals Served 2015 2014 #Chg %Chg
Inmate Meals 3,837,680 4,239,040 -401,360 -9.47%
Staff Meals 75,866 69,600 6,266 9.00%
Sack Lunches 13,720 24,960 -11,240 -45.03%
Total 3,927,266 4,333,600 -406,334 -9.38%
Meals Costs 2015 2014 #Chg %Chg
Inmate Meals $0.95 $0.92 0.03 3.26%
Staff Meals $1.50 $1.46 0.04 2.74%
Sack Lunches $1.30 $1.26 0.04 3.17%
Transport Cost*
$23,000.00 $7,000.00 $16,000.00 228.57%
Cost for 2015 based on weighted average (Jan-Oct, Nov-Dec)
*During 2014, kitchens were open at both facilities for large portion of the year resulting in low transport cost
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NORTH TOWER RENOVATION
The Projects Section is responsible for design, coordination and oversight of all renovations and new construction projects within DSD. The following is a brief description of the major projects completed by the Projects Team in 2015:
North Tower Renovation Phase II
The northeast quadrant of the North Tower was completed in June of 2015. This included the total renovation of: o Booking holding cells o 12th Floor Administrative area o All B modules o Legal Library o Medical Administration o Dialysis Room o Dental Room o X-ray Room o Exam Room
Planning, designing, and coordination of furniture, fixtures and equipment for renovated areas. Completed background screens and Security Briefing Classes for more than 800 contract workers.
. MOVING FORWARD In February of 2016, the southeast quadrant of the North Tower will be completed. The next phase of construction will encompass the entire west side of the 1st and 12th floors, as well as the modules and core areas in the northwest quadrant (C/D modules). Displacement for this upcoming phase is expected to begin in early February, as construction is scheduled to begin on February 16, 2016. It is anticipated that this phase will be completed on December 29, 2016. It is anticipated that the Temporary Certificate of Occupancy will be received on February 15, 2018.
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NORTH VALLEY COMPLEX (NVC)
Due to the inmate population shift, module closures were made beginning with module 2F on 05/29/15. Other second floor
modules were vacated as the population continued to steadily decline. The final module to close was module 2J on 07/14/15.
The entire second floor remained vacant until it was closed on 08/04/15. The second floor has remained closed through the
end of the year. The average daily population held steady at 500 inmates throughout 2015. This was a decline of 446 inmates
per day during this time period compared to the previous year 2014.
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 NVC. 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
CCDC contracted with ARAMARK to provide commissary services, debit cards for inmates’ releases, deposits to inmates’ accounts, 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. CCDC receives 35% of the gross sales of commissary items in the facility, which includes sales from ARAMARK’s iCare© Program and GoCart Program. The iCare Program allows family and friends of inmates to order commissary items for them directly, rather than sending money to the inmate. Commissary services are provided twice per week to all inmates eligible to receive commissary items. In October, 2015, ARAMARK implemented the GoCart Program in the inmate incentive modules. The GoCart Program offers an à la carte option for some hot items and other items not available through regular commissary.
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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 NV 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; screen, process and distribute arrest documents for timely court review as well as District Attorney case review and submittal.
BOOKINGS, RELEASES AND AVERAGE DAILY POPULATION (ADP)
There were 56,299 bookings in 2015, 3,535 (-6%) less than 2014. During the last 10 years bookings have decreased at an average annual rate of 2.47% per year or 20% since 2006. The average number of bookings per day decreased by 10, from 164 in 2014 to 154 in 2015.
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Bookings 70,542 67,682 70,123 73,264 68,883 77,936 72,482 64,341 59,834 56,299 Releases 70,289 68,485 70,220 73,238 69,557 78,176 72,306 64,149 59,762 56,643 ADP 3,746 3,759 3,646 3,712 3,742 3,705 3,611 4,054 4,149 4,007
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 totals2.
2 2006-2015 official totals obtained from Records. 2015 iTAG totals obtained on 1/22/15 for bookings with associated charge
information.
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500
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2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
ADP Bkg / Rel Bookings, Releases and Avg. Daily Pop. ADP Bookings Releases
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BOOKINGS
CCDC experienced a 6% decrease in bookings (-3,535) and a 7% decrease in charges booked (-12,572) in 2015. Similar to 2014,
felony bookings comprised 39% of all bookings; Gross Misdemeanors comprised 5%; and, misdemeanors comprised 58% of the
total.
The most notable decreases in the highest charge booked were:
Miscellaneous Crimes (incl. trespass) -689
Controlled Substance -551
Traffic – Drivers’ License Violations -415
Larceny -413
Warrants or Other Holds (incl. P&P violations/fugitive) -239 The most significant increases in the highest charge booked were:
Assault & Battery +240
Traffic - Signs & Markings +180
Motor Vehicle (incl. grand larceny auto) +143 E – TRAFFIC WARRANTS3 In 2015 there were 8,845 inmates arrested on 14,702 traffic cases; of those, 3,301 inmates were booked on a traffic warrant only and stayed in custody an average of .81 days. The number of individuals arrested on only a traffic warrant decreased by 12% and their average length of stay decreased 35% compared to 2014.
LAS VEGAS TRAFFIC BENCH WARRANTS; BAIL IN LIEU OF BOOKING The Las Vegas Traffic Bench Warrant Bail in Lieu of Booking programs was designed in response to the growing misdemeanor inmate population and was implemented on June 10, 2013. Arrestees for misdemeanor LV 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 791 individuals who participated in this program and $249,863 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 8%, from 23.3 days in 2014 to 25.1 days in 20154.
Changes in the Average Length of Stay5 by severity of highest charge include:
Felony ALOS increased 7%, from 46.0 to 49.2 days per inmate.
Gross misdemeanor ALOS increased 5%, from 32.7 to 34.4 days per inmate.
Misdemeanor ALOS increased slightly, from 8.3 to 8.4 days per inmate.
RELEASES
There were 56,643 inmates released from CCDC custody in 2015, proportionate to the number of bookings, and a 5% decrease compared to 2014. In 2015 the most notable release totals include:
Nevada Department of Corrections: 4,290 inmates which comprised 8% of all releases. This is 338 more releases than 2014.
Like 2014, 20% of all releases were due to Bail or Bond being posted
Pretrial Services own recognizance releases comprised 12% of all the releases, compared to 10% in 2014, an increase of 576 releases.
3 Source: iTAGKS.Ewarrants Traffic
4 Source: iTAG KS.Average Stay Releases 5 Source: iTAG Daily Extract
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20% of the inmates were released sentenced, fined, credit time served or time served. This is a 20% decrease or 2,964 fewer inmates than 2014.
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.
In 2015:
Felony inmates comprised 73% of the population; or approximately 2,737 inmates in custody per day, this is an increase of 67 felony inmates per day compared to 2014.
Gross Misdemeanor inmates decreased slightly, and comprised 8% of the population; with approximately 297 inmates in custody per day.
Misdemeanor inmates comprised 19% of the population; approximately 725 inmates per day, this is a decrease of 128 inmates per day compared to 2014.
Significant increases in the average number of inmates in custody per day:
Kidnapping +57
Robbery +48
DUI +38
Assault & Battery +28 Significant decreases in the average number of inmates in custody per day:
Homicide -58
Controlled Substances -57
Larceny -55
Dangerous Drugs & Hypodermics -47
INMATE HOUSING
Inmates supervised by CCDC are housed 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 2,649 North Las Vegas 1 $40,557 North Valley Complex 744 City of Las Vegas 104 $2,532,873 House Arrest 298 Henderson 83 $3,063,827
Lincoln County 87 $2,392,790
INMATE POPULATION PROJECTION
A conservative evaluation of CCDC’s population was conducted of the most current trends between 2006 and 2015, 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 1% per year, or 10% by 2025. This indicates that CCDC will require facilities and staffing to safely and securely manage an inmate population of approximately 4,203 by 2020 and 4,409 by 2025. An illustration of the trend line associated with inmate population growth to 2025 is provided below.
17
The following table details the forecasted inmate population by year and a range within a specified certainty of the expected population growth. 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 3,850 and 4,556 by 2020 and 4,056 to 4,762 by 2025.
Year ADP Forecast 95% Range 68% Range
2016 4,039 3,686 - 4,392 3,863 - 4,216
2017 4,080 3,727 - 4,433 3,904 - 4,257
2018 4,121 3,768 - 4,474 3,945 - 4,298
2019 4,162 3,809 - 4,515 3,986 - 4,339
2020 4,203 3,850 - 4,556 4,027 - 4,380
2021 4,244 3,891 - 4,598 4,068 - 4,421
2022 4,286 3,933 - 4,639 4,109 - 4,462
2023 4,327 3,974 - 4,680 4,150 - 4,503
2024 4,368 4,015 - 4,721 4,191 - 4,544
2025 4,409 4,056 - 4,762 4,232 - 4,585
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/removal of bed space may modify the forecast proportionally.
PERSONNEL DEMOGRAPHICS
In 2015 LVMPD employees assigned to CCDC decreased by 9, from 1,038 to 1,029.
Employee Type 2015 2014 #Chg %Chg
Civilian 270 275 -5 -2 Commissioned 753 759 -6 -1 Part-Time 6 4 2 50
Total 1,029 1,038 -9 -1
0
1,000
2,000
3,000
4,000
5,000
2006 2011 2016 2021
CCDC Population Forecast ADP Forecast
18
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 – 0.3% Asian – 8% Black/African American - 22% Hispanic/Latino - 14% Native Hawaiian/Pacific Islander - 1% Two or more races - 2% White - 54%
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SOUTH TOWER BUREAU INMATE MANAGEMENT AND DIRECT INMATE SUPERVISION (DIS)
The South Tower houses nearly 1,500 male and female, pre-trial and sentenced inmates, ranging in classification from minimum
to maximum custody. The physical structure is primarily dorm-style housing, with some administrative-style units with single
cells. There is a unit specifically dedicated to medical observation and oversight of the DSD medical contract is the responsibility
of the South Tower Bureau Commander.
In 2015, integration of the DIS philosophy was implemented in the South Tower. Inmate management via DIS requires the
implementation of 22 principles, to include:
Thinking like a good supervisor
Expecting the best
Setting clear expectations
Using positive reinforcement
Holding inmates accountable
Treating people with respect and consideration
Being just and fair
Relying on the least restrictive supervisory techniques necessary
Managing by walking and talking
Identifying and addressing concerns
Being a source of information and services
Encouraging inmates to take personal responsibility
Planning and supervising activities
Developing and measuring unit goals
Applying policies and procedures appropriately
Keeping co-workers and supervisors informed
Taking initiative and calculated risks
Being creative and flexible
Being yourself and a role model for the inmates
Several open-dorm units were designated as test modules in order to provide a proof of concept and reduce institutional
violence and disorder. Implementation of DIS required a cultural change and thanks to several employees, who took the
calculated risks, made the project a success. By year’s end, the evidence suggested that a reduction in all forms of misconduct
had been realized and further implementation of the philosophy is projected to extend to other areas of CCDC in the year to
come.
20
MEDICAL SERVICES
Naphcare, Inc. is the contracted vendor responsible for maintaining the medical and mental health and welfare of inmates
housed in the CCDC. Some of the services provided to inmates include:
Medical and mental health screenings
Dental assessments and evaluations
Sick call clinical visits
Detox monitoring and treatment
Infectious disease treatment
Prenatal care
Dialysis
Chronic care visits
Medical personnel will also coordinate required specialty visits and hospital care for those inmates that require emergency or
higher-level interventions. University Medical Center is the primary hospital facility that provides this off-site care.
MENTAL HEALTH INMATES
A disproportionate number of inmates involved in the criminal justice system suffer from some form of mental illness. Custody
and clinical staff work together daily to manage those inmates requiring mental health treatment and work diligently throughout
the year to build partnerships throughout the justice and social service communities in Southern Nevada.
A continuity of care network has been built with Southern Nevada Adult Mental Health Services. Regular communication with
them has improved care for inmates housed within CCDC and provided the opportunity for a “warm handoff” to additional
community-based mental health services upon release.
21
In addition, South Tower Management and Naphcare, Inc. Administration have been involved with the Lakes Crossing Task Force.
This group includes representatives from the district attorney, public defender, and multiple state agencies with a goal of
improving system-level efficiency and effectiveness for inmates involved in competency court. Over the year, significant progress
was made in this endeavor and an additional state facility was brought online, providing 47 forensic hospital beds in Southern
Nevada.
DISCHARGE PLANNING
Through our contract with Naphcare, Inc. we have been able to assign a full-time discharge planner. This person works diligently
with the inmate population to identify those with a release date and provide them with appropriate resources prior to their
return to the community. As part of the discharge planning process, the discharge planner will arrange for medications or
prescriptions for inmates being released to treatment programs.
The discharge planner also provides in-custody inmates with important information, to include: housing availability, food
options, employment, substance abuse treatment and mental health resources.
CCDC INTERNSHIP PROGRAM
Through collaboration with the University of Las Vegas, we have had several interns explore the entire operation of the CCDC
and provide clerical assistance, where needed. The interns have assisted with organization of paperwork and filing for
incarcerated veterans, created a webpage for our “kiosk” information system, assisted with application of home monitoring
devices and aided in other paperwork-related tasks. This program has built bridges with the local university system and even
provided an avenue for recruiting future civilian and commissioned employees of LVMPD.
CORRECTIONS FIELD TRAINING AND EVALUATION PROGRAM (CFTEP)
The Corrections Field Training and Evaluation Program (CFTEP) was reassigned from the North Tower to the South Tower at the
end of 2015. This program continues to be successful and a model field training program for corrections nation-wide. The
program is currently staffed with one captain, two lieutenants, seven sergeants, and approximately seventy certified field
training officers.
Since being assigned to the South Tower, the CFTEP program has expanded to include five new sergeants and testing is currently
in process to increase representation of lieutenants as the department continues to grow. Our program has partnered with the
National Association of Field Training Officers to provide advanced training, as well as initial certification. This collaboration has
allowed CCDC to host several agencies from the western United States and provided cost savings to the department.
The CFTEP program also conducts mentoring and training for newly promoted supervisors and coordinates re-training of those
staff members who have been off of active duty for an extended period.
22
STAFF ADMINISTRATION 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 2015 there were a total of 1,496 clients activated on the Electronic Monitoring Program compared to 1,116 in 2014, an increase of 34% or 380 clients. On average, 125 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 and to offer effective alternatives to incarceration, with an emphasis on community corrections, treatment and support 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 and f o r m 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 continue with the plan that was developed during the three 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
23
the various challenges that face inmates when they return to the community. The first STARS class of 2015 graduated in February with 14 graduates, followed by an April graduation of 11 graduates for a total of 25 graduates in 2015.
24
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 and housing 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. There are currently four custody levels:
Maximum Custody Close Security Custody Close Custody Medium Custody
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 2015 there was a 3% decrease in rule violations, 200 less than 2014:
A 2% increase in violent violations such as assault/battery, fighting, sexual assault and battery on staff.
A 3% decrease 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 violation of interest, such as contraband, has also decreased 36% over 2014.
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 monetary 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 monetary restitution.
25
INMATE DISCIPLINE
The Disciplinary Board consists of two officers who determine the inmate’s disposition based on facts provided on the rule violation. The Disciplinary Board conducted 3,638 hearings, 9 1.2% of the charges were found guilty; an increase of 1.2% compared to 2014.
INMATE PROGRAMS
Two Corrections Officers are utilized to oversee this section. The CCDC offered 21 different programs in 2015 with a goal towards reintegration into the community. In 2015, a total of 17,529 inmates signed up for 1,274 classes with an attendance rate of 72%. Inmate education programs offered by CCDC include:
Adult Education Alcoholics Anonymous Anger Management Biblical Influences Buddhist Class Celebrate Recovery Chemical Dependency Circle of Hope Civil Forms Coping with PTSD The Embracing Project Intro to Islam Life Skills Marriage & Family Relationships Narcotics Anonymous Nutrition Parenting Parenting and Leadership Substance Abuse Successful Release Yoga and Meditation
CCDC also serves as an alternative campus for the Clark County School District (CCSD) Central Services. A total of 120 inmates were enrolled in high school during the 2014-2015 school year. Inmates under the age of 18 are required to be enrolled in and attend high school. Inmates, who are 18 to 21 years of age, are entitled to attend high school. High school students attend school as outlined in the CCSD school year schedule. Restricted custody and disciplinary inmates are given school work to complete in their rooms by the CCSD teachers.
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 three 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 6,845 tags saving the county approximately $2,053,500 when compared to the estimated cost of contracted labor to remove the graffiti.
26
The outside workers were tasked with a s s i s t i n g w i t h the Code Enforcement Recycle Program by removing and scrapping out-of-date or illegal signage from public display. The estimated monetary value saved was approximately $4,585. All monies from the recycle program are sent to the Clark County Assessor.
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 was moved from the Administrative
Operations Bureau to the Staff Administrative Operations Bureau.
The approximate cost of supply per inmate per day remained static at $0.80 from 2014 to 2015. Supply average daily
inventory levels and values of material received daily are listed below.
DSD Supply Statistics FY FY2015 FY2014 #Chg %Chg
Purchases - General Supplies $921,357 $873,443 $47,914 5.5%
Purchases - Inmate Uniforms $382,099 $288,627 $93,472 32.4%
Total Purchases $1,303,456 $1,162,070 $141,386 12.2%
Materials Distributed through CCDC $1,270,656 $1,189,651 $81,005 6.8%
DSD Supply Statistics CY CY2015 CY2014 #Chg %Chg
Purchases - General Supplies $933,900 $928,406 $5,494 0.6%
Purchases - Inmate Uniforms $316,599 $339,885 -$23,286 7.4%
Total Purchases $1,250,499 $1,268,291 $17,792 -1.4%
Materials Distributed through CCDC $1,164,652 $1,218,122 $53,470 -4.6%
Average Inmates per day 4,008 4,149 -141 -0.4%
Average of Supply costs per inmate/day $0.80 $0.80 $0.00 0.0%
FIELD SERVICES
INMATE TRANSPORTS
Officers assigned to the Field Services Section are responsible for the transportation and security of inmates taken outside the confines of the CCDC. 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 2015 FSS completed 134,636 transports, 5.6% less than 2014.
33,838 District Court transports, a decrease of <1% (251 less transports).
55,508 Justice Court transports, a decrease of 7% (4,415 less transports).
15,652 (31,304 RT) NVC transports, a decrease of 17% (3,321 less transports).
Average of 357 court transports per day, or 539 all-inclusive transports per day.
1027 medical appointments, an increase of 27% (222 more transports).
The calculated average number of inmates to a Field Services Officer totaled 13:1 in 2015 as compared to 17:1 in 2014.
27
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 2015 there were 284 inmates transported to and from Lakes Crossing on 22 flights.
STEIN (LAKES SOUTH), C-POD, MISDEMEANOR DIVERSION PROGRAM Additionally, CCDC is charged with arranging transportation for the inmate to Stein (Lakes South) and C-Pod, both located in or near the Rawson-Neal mental health facility in Las Vegas, Nevada. This facility also falls within the purview of the Nevada Division of Public and Behavioral Health. In 2015 there were 75 inmates transported to and from these locales.
VEHICLE MAINTENANCE Total year end mileage for all vehicles was 536,923 miles, an increase of 36,954 miles as compared to the 499,969 miles driven in 2014.
At year end, there were 81 vehicles assigned to CCDC, an increase of 5% from 2014.
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. Up until November 20, 2015, the Fugitive Officer met with 1,241 inmates to prepare them for their court proceedings. This position was subsequently permanently assigned to the Records Section and reports to the Director of Records.
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 Corrections Officers and one Corrections Sergeant.
This unit conducted 2,602 special investigations in 2015. These officers are also responsible for providing CCDC’s recorded phone calls that have been subpoenaed by the judicial system. The calls provided numbered 177,260 for calendar year 2015. There were 494 Field Interview Cards completed on admitted gang members by GSIU & Classification for calendar year 2015. GSIU conducted two special operations in our facilities in an effort to locate unidentified gang members. GSIU hosted the regional Multi-County Gang Intelligence Meeting (MGIM) in January of 2015.
POLICY AND PROCEDURES
The Policies and Procedures Section 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 Assurance Section with documentation needed for the Commission on Accreditation for Law Enforcement Agencies, Inc. standards, assisting Naphcare, providers of DSD medical and mental health services, with documentation needed for the National Commission on Correctional Health Care (NCCHC) standards; and, responding to various requests for information, including surveys, as required by the U.S. Department of Justice, Bureau of Justice Statistics , Prison Rape Elimination Act (PREA), the American Jail Association, the ACA, and the U.S. Census Bureau.
28
PRISON RAPE ELIMINATION ACT
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 74 allegations for 2015.
AMERICAN CORRECTIONAL ASSOCIATION ACCREDITATION (ACA)
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 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.
RELIGIOUS SERVICES
The Chaplain’s Office supports religious programming utilizing 578 approved volunteers and providing the location for religious services and programs. There are 58 evening and weekend services and religious programs available to the inmates.
This office provides documents to families of those incarcerated, for purposes of Temporary Guardianship, Power of Attorney, General Permission Letters, 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 4 training and counseling Corrections Officers and 1 Corrections Sergeant. In 2015 there was one academy that graduated
29 new Corrections Officers.
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rage
Dai
ly P
opul
atio
n
Nev
ada
52,1
4049
,258
-2,8
82-6
8788
03,
612
3,50
0-1
12-3
9493
-1C
alifo
rnia
3,97
63,
481
-495
-12
76
011
911
90
03
30
Ariz
ona
757
613
-144
-19
11
034
25-9
-27
11
0O
ther
2,89
12,
873
-18
-15
50
9211
523
262
31
Citi
zens
Arr
est
785
717
-68
-91
10
1211
-2-1
40
00
City
Age
ncy
1,09
480
6-2
88-2
62
10
130
115
-15
-11
33
0C
ount
y A
genc
y3,
081
2,92
1-1
60-5
55
024
420
1-4
3-1
86
5-1
Just
ice/
Dist
rict C
ourt
283
269
-14
-50
00
4031
-10
-24
11
0M
etro
Pol
ice
47,3
4644
,559
-2,7
87-6
7979
02,
898
2,80
7-9
0-3
7575
0N
V P
arol
e &
Pro
batio
n3,
070
3,05
1-1
9-1
55
041
243
422
511
121
Oth
er/U
nkno
wn
170
293
123
720
10
143
-12
-82
00
0St
ate
Age
ncy
3,81
43,
502
-312
-86
60
9610
26
62
30
US
Age
ncy
121
107
-14
-12
00
011
5039
353
01
1Fe
lony
22,5
0121
,790
-711
-338
391
2,67
02,
737
672
6973
4G
ross
Misd
emea
nor
2,10
91,
794
-315
-15
43
033
429
7-3
7-1
19
8-1
Misd
emea
nor
35,1
5432
,641
-2,5
13-7
5958
-185
372
5-1
28-1
522
19-3
Crim
es a
gain
st p
erso
n10
,276
10,4
4316
72
1719
11,
380
1,46
585
636
393
Crim
es a
gain
st p
rope
rty
10,1
739,
188
-985
-10
1716
-199
985
3-1
46-1
526
23-3
Crim
es a
gain
st p
ublic
dec
ency
3,70
33,
509
-194
-56
60
8386
33
22
0C
ontr
olle
d su
bsta
nces
& o
ther
dru
g re
late
d cr
imes
8,50
47,
726
-778
-914
140
484
374
-111
-23
1310
-3Cr
imes
aga
inst
pub
lic h
ealth
, saf
ety
and
wel
fare
1,10
61,
231
125
112
20
8191
1013
22
0Fi
nanc
ial a
nd b
usin
ess
rela
ted
crim
es86
76-1
0-1
20
00
32
-1-3
10
00
Crim
es b
y or
aga
inst
sta
te o
r lo
cal g
over
nmen
t1,
305
1,17
6-1
29-1
02
20
118
-3-2
90
00
Wild
life
and
othe
r re
sour
ces
5128
-23
-45
00
01
10
-15
00
0C
rimes
rel
atin
g to
the
judi
ciar
y3,
503
3,34
5-1
58-5
66
010
698
-8-8
33
0M
iscel
lane
ous
crim
es4,
153
3,35
1-8
02-1
97
6-1
8185
45
22
0Ag
ricul
ture
, ani
mal
s, fo
od a
nd o
ther
com
mod
ities
8410
319
230
00
22
146
00
0C
rimin
al in
stitu
tions
126
188
6249
00
017
2811
660
10
Educ
atio
n cr
imes
147
-7-5
00
00
11
0-6
00
0G
amin
g an
d ot
her
spor
ting
crim
es21
915
4-6
5-3
00
00
44
013
00
0Tr
affic
, veh
icle
and
wat
ercr
aft
11,5
1710
,985
-532
-519
200
131
168
3829
34
1Pr
ison,
Par
ole
& P
roba
tion
11
00
00
01
10
00
00
War
rant
s or
oth
er h
olds
4,93
84,
698
-240
-58
80
476
494
184
1213
1N
ot C
oded
616
1016
70
00
13
111
10
00
All
Cha
rges
172,
937
160,
365
-12,
572
-7A
vg C
hgs
Per
Bkg
2.9
2.9
0-1
--
--
--
--
--
--
Felo
ny57
,540
54,4
96-3
,044
-533
341
--
--
--
--
-G
ross
Misd
emea
nor
8,43
07,
227
-1,2
03-1
45
50
--
--
--
--
-M
isdem
eano
r10
6,96
798
,642
-8,3
25-8
6262
0-
--
--
--
--
Ave
rage
Len
gth
of S
tay
(ALO
S) in
day
s23
.325
.12
8Fe
lony
46.0
49.2
37
--
--
--
--
--
--
-G
ross
Misd
emea
nor
32.7
34.4
25
--
--
--
--
--
--
-M
isdem
eano
r8.
38.
40
1-
--
--
--
--
--
--
Severity High Chg Category of Highest ChargeResidency Arresting Agency Severity Severity
Cat
egor
y20
1420
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Chg
% C
hg20
14
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tal
2015
%
Tota
l%
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hg20
1520
1420
15#
Chg
%C
hg20
14
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tal
2015
%
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l%
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hg20
15
Book
ings
Ave
rage
Dai
ly P
opul
atio
n
Off
icia
l Rel
ease
Tot
als
59,7
6256
,643
-3,1
19-5
iTA
G R
elea
se T
otal
s59
,645
56,5
22-3
,123
-5C
ity o
f La
s V
egas
4,05
74,
065
80
77
0-
--
--
--
--
Extr
aditi
on1,
175
1,15
1-2
4-2
22
0-
--
--
--
--
Fede
ral
145
116
-29
-20
00
0-
--
--
--
--
Hen
ders
on88
277
6-1
06-1
21
10
--
--
--
--
-H
ouse
Arr
est
528
234
-294
-56
10
0-
--
--
--
--
Imm
igra
tion
392
5-3
87-9
91
0-1
--
--
--
--
-Ju
veni
le56
7519
340
00
--
--
--
--
-La
kes
Cro
ssin
g/St
ein
204
205
10
00
0-
--
--
--
--
Nev
ada
Dep
t. of
Cor
rect
ions
/Boo
t Cam
p3,
952
4,29
033
89
78
1-
--
--
--
--
Nor
th L
as V
egas
1,20
71,
237
302
22
0-
--
--
--
--
Out
/Adm
(Dec
ease
d)46
,345
43,7
15-2
,630
-678
770
--
--
--
--
-Pa
role
& P
roba
tion/
Cas
a G
rand
e41
041
33
11
10
--
--
--
--
-Pr
ogra
m (S
cram
/dru
g pr
ogra
m)
292
240
-52
-18
00
0-
--
--
--
--
Adm
in/I
ntak
e O
R6,
058
6,63
457
610
1012
2-
--
--
--
--
Bail/
Bond
Pos
ted
11,9
6811
,154
-814
-720
200
--
--
--
--
-C
ase
Clo
sed
137
147
107
00
0-
--
--
--
--
CC
DC
OR
2,36
51,
554
-811
-34
43
-1-
--
--
--
--
CIT
OR
2,46
42,
581
117
54
50
--
--
--
--
-C
ourt
Ord
er R
elea
se3,
066
4,40
81,
342
445
83
--
--
--
--
-D
A R
elea
se2,
443
1,77
9-6
64-2
74
3-1
--
--
--
--
-D
etai
ner
184
320
136
740
10
--
--
--
--
-D
ismiss
ed88
568
8-1
97-2
21
10
--
--
--
--
-Ex
trad
ition
1,10
51,
057
-48
-42
20
--
--
--
--
-In
itiat
ives
010
310
3N
C0
00
Misc
ella
neou
s96
50-4
6-4
80
00
--
--
--
--
-N
o C
harg
es F
iled
646
984
338
521
21
--
--
--
--
-N
ot G
uilty
31
-2-6
70
00
--
--
--
--
-O
wn
Reco
gniz
ance
5,18
14,
873
-308
-69
90
--
--
--
--
-Pa
role
& P
roba
tion
1,03
61,
165
129
122
20
--
--
--
--
-Re
l to
Feds
1216
433
00
0-
--
--
--
--
Rel t
o Im
mig
ratio
n3
-3-1
000
00
--
--
--
--
-Re
l to
Lake
s C
ross
ing/
Stei
n Fa
cilit
y20
020
44
20
00
--
--
--
--
-Re
l to
Loca
l Jai
l62
51-1
1-1
80
00
--
--
--
--
-Re
l to
Men
tal H
ealth
307
432
125
411
10
--
--
--
--
-Re
l to
NV
Dep
t of
Cor
rect
ions
3,88
54,
239
354
97
71
--
--
--
--
-Re
l to
Prog
ram
318
298
-20
-61
10
--
--
--
--
-Se
nt/F
ined
/Tim
e Se
rved
/Cre
dit T
ime
Serv
ed14
,465
11,5
01-2
,964
-20
2420
-4-
--
--
--
--
Stat
utor
y Re
leas
e2,
508
2,08
6-4
22-1
74
4-1
--
--
--
--
-W
ill N
ot E
xtra
dite
248
197
-51
-21
00
0-
--
--
--
--
Released to: Release Type:
Cat
egor
y20
1420
15#
Chg
% C
hg20
14
%To
tal
2015
%
Tota
l%
C
hg20
1520
1420
15#
Chg
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hg20
14
%To
tal
2015
%
Tota
l%
C
hg20
15
Book
ings
Ave
rage
Dai
ly P
opul
atio
n
Ave
rage
Dai
ly P
opul
atio
n (N
o 20
14 d
ata
for
com
pari
son)
Pret
rial
--
--
--
--
--
2,74
9-
--
-73
-Se
nten
ced
to N
V D
ept.
of C
orre
ctio
ns-
--
--
--
--
-17
5-
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-Se
nten
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to C
CD
C-
--
--
--
--
-83
5-
--
-22
-A
‐‐
--
--
--
--
493
--
--
13-
B‐
‐-
--
--
--
-1,
336
--
--
36-
C‐
‐-
--
--
--
-21
1-
--
-6
-D
‐‐
--
--
--
--
102
--
--
3-
E‐
‐-
--
--
--
-62
--
--
2-
G‐
‐-
--
--
--
-29
4-
--
-8
-I
‐‐
--
--
--
--
4-
--
-0
-M
‐‐
--
--
--
--
717
--
--
19-
W‐
‐-
--
--
--
-49
2-
--
-13
-Z
‐‐
--
--
--
--
35-
--
-1
-(b
lank
)‐
‐-
--
--
--
-15
--
--
0-
No
Bail
‐‐
--
--
--
--
2,78
1-
--
-74
-D
omes
tic V
iole
nce
‐‐
--
--
--
--
480
--
--
13-
DU
I‐
‐-
--
--
--
-18
2-
--
-5
-V
iole
nt C
rime
‐‐
--
--
--
--
1,87
5-
--
-50
-Sa
le/T
raff
icki
ng a
Con
trol
led
Subs
tanc
e‐
‐-
--
--
--
-23
8-
--
-6
-Pa
role
Vio
latio
n‐
‐-
--
--
--
-51
--
--
1-
Prob
atio
n V
iola
tion
‐‐
--
--
--
--
618
--
--
16-
0‐
‐-
--
--
--
-1,
820
--
--
48-
01-0
5‐
‐-
--
--
--
-1,
904
--
--
51-
06-1
0‐
‐-
--
--
--
-29
--
--
1-
11-2
0‐
‐-
--
--
--
-5
--
--
0-
21-5
0‐
‐-
--
--
--
-1
--
--
0-
Status At Least 1 Charge of:Crime Category#of Prev Bookings
within 1 year