incorporating em into community supervision 9-9-2008v3[1]

8/9/2019 Incorporating EM Into Community Supervision 9-9-2008V3[1]

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5078 SOUTH 111TH

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[p] 402.537.0022[f] 402.537.9847

www.isecuretrac.com


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PrefaceNew technologies are supporting corrections officers in their efforts to successfully monitor bothdefendants and offenders under community supervision. Electronic Monitoring (EM) assistsagencies by improving accountability and compliance among program participants. With respectto offenders, in particular, it helps shape positive behavior and breaks the cycle of recidivism. Asuccessful electronic monitoring program can provide a safer community through offenderbehavior modification, reduce jail overcrowding, allow low-risk defendants and offenders toremain employed and support their families.

This document is designed to help you review the issues necessary for adding an electronicmonitoring component to your community supervision program. The document is segregated inphases:

Phase I: Initial Planning and Needs AssessmentThis phase covers initial planning requirements including identification of stakeholders,establishing program expectations, drafting program goals, identification of appropriatetechnology and service support and conducting cost/benefit analyses.

Phase II: Program RequirementsOnce the interests of the stakeholders have been identified and program goals qualified,program requirements can be developed. These include development of policies andprocedures as well as identifying the key components to program success.

Phase III: FundingThere are various ways to fund an EM program and each are explored in this sectionincluding government and private grants as well as client pay programs.

Phase IV: ProcurementMany agencies go through a lengthy RFP process to select an EM partner. In evaluatingvendors and bids, weve included key criteria. In addition, for those wanting to speed theprocess of implementation, weve also included information on how to participate inpreviously negotiated contracts through GSA and US Communities.

Phase V: TestingRegardless of what claims are made in RFPs, advertisements or brochures, there is NOsubstitute for side by side tests of equipment and comparisons of support software. Thissection provides guidelines for determining the reliability, dependability and durability ofEM equipment. It also provides evaluation criteria for vendor software.


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Table of Contents

Preface i

Phase I Initial Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1A. Identification of Key Stakeholders. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2B. Determination of Purpose and Goals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5C. Costs and Benefits 7

Phase II Program Requirements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10A. Policies and Procedures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11B. Duties and Responsibilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11C. Procedures and Protocols. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16D. Violation Notifications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17E. Participant Selection. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18F. Keys to a Successful GPS Program. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Phase III Funding. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

A. Source of Funds. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21B. Federal Funds. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21C. Private Funding. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22D. Offender or Client Pay. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23E. Source of Funds. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Phase IV Procurement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31A. The Procurement Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32B. Co-operative Purchasing Agreements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Phase V Testing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35A. Equipment Testing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36B. Prioritized Evaluation Checklist. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Appendix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Glossary of Terms. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45


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List of Tables

Table Title Page1. Identifying Stakeholders 52. Building a Case For Electronic Monitoring 63. Cost/Benefit Analysis 94. Basic Violation Messages 175. Matching the Offense with the Appropriate Technology 246. Selection Criteria for Individuals 25

7. Self-Pay Options 278. Collection Process 289. Identification of Funding Sources and Contacts 3010. Battery Life 3611. Acquiring GPS 3712. Strap Tampers 3713. Cuff Leaves 3814. GPS Accuracy: Small Exclusion Zone 4015. GPS Accuracy: Large Exclusion Zone 4016. Prioritized Evaluation Checklist 4117. Vendor Score Summary 43

List of Figures

Figure Title Page1. Competitive Bidding Process 332. Perimeter Testing 38


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A. Identification of Key Stakeholders

Effective change requires that an individual or group of individuals take

the initiative to guide and direct the process. By using this development

workbook, you have taken the first step in coordinating the process for

developing an Electronic Monitoring (EM) program.

A successful program involves the participation and support of individuals throughout thecommunity. These individuals, or stakeholders, bring a variety of needs, wants, expectations,and viewpoints to the process. The stakeholders provide you with multiple perspectives neededfor the development, procurement, implementation, and on-going management of your EMprogram. It can also help you identify any potential barriers at the beginning of the process,

saving you valuable time later on.

Internal StakeholdersStakeholders should be selected using several criteria. It is important to involve people whobelieve in the program, people who will be affected by it, and people who might serve as abarrier if they are not involved. In addition, personnel with skill sets and experience relevant toelectronic monitoring need to be involved. Its obvious that an EM program needs people withtechnical expertise. Perhaps less obvious is the need for legal and operational experience inorder to develop effective policies and procedures. Budgetary and financial skills are alsorequired to guide the process through successful procurement. Those with political and public

relation skills are necessary to create a proactive and positive case for EM.

External StakeholdersBeyond internal stakeholders, judges, prosecutors, victims advocates, treatment providers, lawenforcement officers and public defenders are instrumental in the development and ongoingsuccess of any EM program. Meetings between the agency and the external stakeholders shouldbe held to solicit input and provide information on EM system capabilities and limitations. Theultimate goal of these meetings is to build confidence among external stakeholders that theagencys EM program satisfies their need for cost-effective, reliable and accurate monitoring.

A brief presentation should be given for the judges, prosecutors and public defenders thatdemonstrate the effectiveness of electronic monitoring (offender case studies, recidivism studies,etc.). Prosecutors and defense attorneys can be shown how the system reduces recidivism, savescosts associated with incarceration and provides an attractive alternative to incarceration for lowrisk offenders and juveniles. Examples of hot buttons for these external stakeholders areprovided on the following pages.


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Courts If left to fend for themselves within overcrowded prisons and jails, low riskoffenders and juveniles are likely to become victims or students of predators and morehardened criminals.

Inmates sentenced for drug offenses represent over half of all Federal

prisoners; of those, 36% can be classified as low level offenders For non-violent substance abusers, it has been proven that education and

treatment is 7 times more effective than arrest and incarceration

Those aged 15-24 years old represent 14.1% of the US population and 42.2%of all arrests.

For almost a century, the US Supreme Court has held that grossly disproportionatesentences constitute cruel and unusual punishment. Overcrowded conditions within USprisons may meet that definition, regardless of the term imposed.

Studies have shown that prison overcrowding has many negative effects upon inmates. It

creates competition for limited resources, aggression, higher rates of illness, increasedlikelihood of recidivism and higher suicide rates

Prosecutors, Public Defenders and Victims Advocates Community supervision withelectronic monitoring provides an effective option to incarceration and a potential tool forplea bargaining.

For example, in domestic violence cases, an offender can sit in jail for six months withnothing to do but stew about the victim who put them there. An offender on GPSmonitoring, on the other hand, has to work and attend treatment. The victim, alleged orreal, can better be warned of a potential problem through the use of an exclusion zone

with active GPS.

The Victims Advocate is normally attached to the prosecutors office and needs to beknowledgeable concerning the capabilities and limitations of electronic monitoring.Once they have confidence in the performance of your EM program, these stakeholdersfrequently become EM proponents making recommendations to the prosecutor regardingcommunity supervision with electronic monitoring.

Treatment Providers Many treatment provider associations regard electronicmonitoring as not conducive to the treatment process. However, thats a misconceptionyou can easily dispel. By incorporating the treatment center into a GPS inclusion zone,

the program participants attendance can be monitored. If the participant fails to attend,sanctions up to and including release revocation can be applied.

Most treatment providers only get paid if the offender shows up for the session. TheProgram Manager can demonstrate how setting up the treatment center as an inclusionzone will motivate the offender to keep his appointments.


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Law Enforcement and Corrections Management: - Many prison facilities have beenoperating at or over 100% capacity for years. Additionally, citizens have largely rejectednew taxes required to upgrade the system, but have simultaneously pushed for longersentencing terms for offenders. This has left criminal justice professionals scrambling tomake ends meet. The following are some of the consequences:

Soaring costs and gaps in funding

Decreased supervision

Violent felons transferred to county jails, mixing in with non-violent inmates

Release of tens of thousands of offenders prior to serving their full terms

When probation, parole and early release are added to the number of current prisoninmates, the number of individuals under correctional supervision soars to over 7 million.This figure equates to over 3% of the total US adult population or 1 in every 41 adults.

Inviting local law enforcement and corrections officials is an opportunity to show them

how the system can be used proactively to help:

Reduce jail overcrowding through community-based correctional supervision

Reduce inmate healthcare costs through work release

Solve criminal cases more quickly by eliminating suspects through GPS crimescene correlation

Ensure that participants, as a condition of release, meet all financially imposedobligations including restitution, court fees/fines, child support and/or alimonypayments

Speed full community re-entry by ex-offenders as responsible, law abiding,tax-paying citizens

The table on the next page provides you the opportunity to list the potential stakeholders youmay need for your specific program. Not all stakeholders need to participate in your process, butthe rationale for inclusion or exclusion should be reviewed.


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Table 1Identifying Stakeholders

YourProgram Potential Stakeholders Skills/Knowledge Needs

Judges Experience working with offenders or defendants

Agency Management Technical knowledge

Agency Officers Legal knowledge

IT Department Knowledge of budget and financing

Budget/PurchasingDepartment

Purchasing/procurement/inventory management skills

Governing Board Planning/program development skills

Prosecutors/Public Defenders Knowledge of community needs and concerns

Funding agencies Public relations skills

Victims Advocates

Offenders and their families

Vendors (if already selected)

Media Representatives

Treatment Providers

Finally, in presenting your recommendation to stakeholders and constituents:

Dont make guarantees but do have measurable objectives

Define procedures that you can adhere to

Communicate overall benefits

Have a measurement plan in place and be prepared to make adjustments based uponlearning

B. Determination of Purpose and GoalsThe next step in cultivating a program is to develop a rationale supporting electronic monitoringas a supplement to community supervision and create program objectives. Determining thepurpose of an EM program helps you explore possible applications for the technology. Oftencalled a Needs Assessment, this process helps gather information for the rest of the process.

There are a variety of reasons for implementing an EM program. Your community may wantmore intense supervision of higher risk offenders to enhance public safety or the safety ofvictims. Perhaps you are seeking to modify offenders behavior by instilling greater

accountability among offenders. You may be facing budgetary constraints from increasedoffender populations and limited jail space, and want an economical option to relieve thesefinancial and facility issues. Many times it is a combination of issues. Use Table 2:Building aCase for Electronic Monitoring as an aide in identifying the compelling reasons for your agencyto support an EM program:


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Table 2Building a Case for Electronic Monitoring

How Many?

Who are potential candidates for electronicmonitoring?

Pretrial Probation Parole Re-entryWork Release Domestic Violence Child SupportPaymentMisdemeanors Non-violent Felons Juvenile Sex Offenders Drug Court

_________________________________________________________________

Are you experiencing jail overcrowding problems? Yes No

Are there victims (i.e.: domestic violence, sexualassault) in the community who could benefit from analert?

Yes No

What additional resources may be needed for aprogram?

Funding Personnel IT Upgrades

Are there other departments in your community butoutside of your organization who might find value inimplementing an EM program?

Developing a Purpose Statement will help focus all involved parties on what you want toaccomplish with the EM program. A purpose statement should be able to concisely answer:

1. What you should accomplish2. How you will accomplish it3. Who will be responsible to accomplish it4. When you want to accomplish it

Once a Purpose Statement has been established, the next step is to create Goals. Goals providespecific, manageable, and measurable steps to be taken. Goals are the roadmap that allows youto satisfy the intent of your Purpose Statement.


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Goals can be short-term or long-term. They should contain the following elements:

1. What measure of change you hope for (recidivism rates, cost savings, public safety,crime statistics, etc.)

2. A time frame for achieving the goal

3. Community support

Providing these elements will help all interested parties understand the specific goals of the EMprogram and the steps necessary to realize them. Goals provide the agreed-upon standards forevaluating program effectiveness and eliminating unrealistic expectations that new initiativessometimes bring.

C. Costs and BenefitsAgencies are finding that Electronic Monitoring of offenders, when incorporated into a wellmanaged community supervision program, can provide a substantial return on investment (ROI).

This ROI has either tangible (direct) or intangible (indirect) benefits.

The first step in estimating ROI is to tally the costs of the program. Tangible EM costs accruefrom the following:

Number of offenders eligible for electronic supervision based on the purposeof supervision

Estimated sentence of electronic supervision

Cost of equipment, supplies, monitoring service including the possibleprovision of telephones for indigent clients

Cost of equipment needed to monitor the clients

Cost of equipment maintenance Shipping costs

Secured storage area for unused equipment and supplies

Additional communication equipment including that associated with aMonitoring Center, if applicable

Pagers, cell phones fax machines

Number and salary of staff required to implement the program adequately,including additional costs for overtime pay when needed.

Salaries and other costs for managers, administrators, accounting, and supportstaff with responsibility for the program

Any additional office space requirements

Transportation costs beyond that required for community supervision withoutEM

Cost of training needed by staff that will operate or use the electronicsupervision program component

Costs for other services needed by offenders being supervised electronically.

Cost of second tier monitoring services, if applicable


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Beyond the costs that you can quantify, there are some expenses that are predictable, yet may notbe measurable. Examples are listed below:

Marketing and education: The staff may have to spend additional timemarketing the product to and educating the various stakeholders.

Net-widening: This occurs as the technology becomes more advanced andreadily available. Its possible that offenders that previously did not meet thesupervision requirements are now available to be placed on the program.Lost opportunities: Another type of intangible cost is lost opportunity costs.When funds are used for electronic supervision, they may not be available forother program options. The potential benefits of various program options shouldbe weighed. Program personnel should carefully consider where funds forelectronic supervision will come from and other programs or needs that may besacrificed to implement this program component.

The next step in computing ROI is to quantify the actual dollars an agency can save by

implementing electronic supervision processes (e.g., no medications or health coverage forinmate, elimination of meals, etc.). Examples of tangible savings include:

Pretrial release of offenders who otherwise would be incarcerated at a highercost.

Early release of offenders prior to the expiration of their incarceration term

Reduction in the total cost for treatment by utilizing electronic supervision tomonitor regular attendance in the treatment program

Like intangible costs, intangible benefits are predictable but immeasurable. These intangiblebenefits include reductions in recidivism rates, behavioral changes due to the enhanced reporting

and increased compliance with treatment services. These have a beneficial indirect impact onthe costs of law enforcement, legal representation and court costs. In addition, there is adiminished societal and victim cost from averted crimes.

Predictable, yet immeasurable savings that may occur as a result of electronic supervisioninclude:

Recidivism: You will see a reduction in recidivism rates when electronicsupervision is used in conjunction with incentives and sanctions.Social Costs: The future costs to society and victims will be greatly reduced ifthefts, domestic violence and other crimes are reduced.

Community and Family: When the offender is not incarcerated, he/she is ablework and pay taxes. In addition, there will be a reduction in costs related tohealth care, foster care and other public assistance funds.


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In making your case for EM, it is useful to document the potential savings a program will have.Table 3 can be used to document and evaluate the costs and benefits of your ElectronicMonitoring program:

Table 3Cost/Benefit Analysis

Type of EM Daily $$ # of Offenders

Total $$(Daily Cost X Offenders

X 365)

A. CostsPer Day Cost of EM Unit Active GPS __________ __________ __________

Passive GPS __________ __________ __________House Arrest/RF __________ __________ __________Alcohol Testing __________ __________ __________

Monitoring Center Costs __________ __________ __________

Staff __________ __________ __________

Total Costs

B. SavingsIncarceration costs for those inprogram including medical, mealsand any other variable costsassociated with incarceration __________ __________ __________

Tax revenue generated as a result ofoffender employment __________ __________ __________

Other savings (e.g., reduction in Aidto Dependent Children, FoodStamps, etc. __________ __________ __________

Total Savings

Net Impact(Total Savings less Total Costs) __________ __________ __________


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A. Develop Policies and ProceduresPolicies and procedures provide guidance for fair and consistent actions in supervising offenders.Policies translate program goals into situation specific applications. Procedures detail the HowTo, or specific steps necessary to implement the program.

Elements in a Policy and Procedure Document

The Purpose(s) of the Program

Administrative Procedures and Responsibilities

Participant Orientation

Victim Orientation

Inventory Control and Equipment Assignment Installation of Equipment

Monitoring Data

Alarm Notification Reviews and Violation Processes

Basic Message Descriptions

Placement Criteria

Rules and Regulations

Program Evaluation Criteria

B. Duties and Responsibilities

This information is designed to assist agencies with developing an effective and efficientelectronic monitoring program. It is not intended to supersede current agency policy orprocedures. The following details the responsibilities of those charged with managing theelectronic monitoring program:

The District/Circuit Administrator or local Agency Manager is responsible for:

Public Relations: the administrator serves as a liaison, either directly or indirectlythrough his/her designee, to coordinate electronic monitoring issues with the courts, lawenforcement and local public officials. The agencys Public Affairs Officer shouldcoordinate all media events.

State/District Attorney Office/Victim Assistance Programs Notification: providinginformation to the local prosecutors office concerning electronic monitoring programsand the GPS system victim protection capabilities.


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Within the agency, individual officers and/or agents are responsible for:

Documentation: complete all electronic monitoring forms and electronic case notes.

Integration: The officer needs to integrate the data provided by and for electronic

monitoring into case notes and files.

Equipment Installation: Unless other arrangements have been made, the individualofficer or agent is responsible for the installation, testing, disconnecting and retrieval ofelectronic monitoring equipment.

Offender Enrollment and Supervision: enroll the offender in the electronic monitoringprogram by completing offender profiles and electronic monitoring supervisionparameters. More specifically:

Input schedules and curfews and factor in reasonable time for the offender to

travel to and from approved locations; Develop GPS notifications that are specific, realistic and tailored to the needs

of the offender and any enrolled victim and ensuring all schedules andnotifications work in harmony with the order of supervision;

Utilize the call center or tracNET24 to update the database. For agencies thatemploy an on-call team for after hours, it is highly recommended todiscourage schedule changes without the prior approval of the offenderssupervising officer.

Print the offenders demographic information and photo from tracNET24 andplace in the on-call field book. Include officer safety concerns (mental healthissues, history of violence, firearms proficiency, dogs);

Emailed notifications should be resolved by time period determined for theprevious 24 hour period;

Review all Daily Summary and Daily Detail Reports and determine thereason for the offenders noncompliance with GPS supervision;

Review History Report, GPS Tracking and other software functions availableto assess the validity of the event/violation notification;

Contact offender on all events/notifications that are determined to be offendergenerated and take corrective action ( i.e., arrest, warning and reinstruction);

Document all offender generated events/violations, and corrective actiontaken on electronic case notes;

Visually and physically inspect the offenders cuff strap on at least monthly

basis and whenever having personal contact with the offender; Visually and physically inspect all electronic monitoring equipment whenever

at the offenders residence, on at least on a monthly basis; and

Document in electronic case notes all offender generated events/violations,corrective actions, inspections and Daily Summary, Daily Details Reportsreviews within one working day.


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Most supervision orders do not include specific conditions pertaining to ElectronicMonitoring. TheElectronic Monitoring Rules and Equipment Assignment Form(www.isecuretrac.com///htd.bllahj) is an excellent supplement to the supervision order.Once the offender is instructed he/she signs the form to indicate that they understand theirconditions of electronic monitoring and responsibility for the care of their electronic

monitoring equipment.

The District Administrator or Agency Manager needs to appoint a Program Administrator forElectronic Monitoring. These administrative duties may be handled by an existing employeewho already provides this type of support within the agency. The Program Administrator isresponsible for:

Invoice Processing: review and validate invoices received monthly from the designatedofficer or EMPM and forward of invoices to appropriate agency authority for certificationand payment.

Issue Resolution: contact EM vendor to answer any questions or resolve issues maintaina file of all monthly inventory reports and lost or stolen equipment forms;

Audit: conduct an annual audit for all electronic monitoring equipment inventories nolater than December 1 each year; and report discrepancies found in the equipmentinventory to the Programs Administrator.

Inventory Control: issue electronic monitoring equipment to the Program Manager;provide the name, address and phone number of the Program Manager responsible for thesecurity of the equipment available to the vendor sales support or account manager;ensure that all officers responsible for utilizing the equipment are properly trained in theinstallation and testing of the equipment; ensure that the reserve inventory is maintainedat the percentage mandated by the contract.

Depending upon how the agency is structured, either the EMPM or the agent/officer shouldprovide Participant Orientation. Whenever possible, this orientation should be given prior torelease from incarceration. Elements of the orientation should include:

Program Overview: establish a plan of supervision with the offender and determine ifhouse arrest, an active or passive GPS system and/or remote alcohol breath testing will beused. NOTE: while risk classification may be utilized in making this determination, anactive GPS system is normally recommended for high-risk offenders.

GPS Specifics: For GPS, review the following with the offender:

Inclusion Zones: set a curfew within the zone surrounding the offendersresidence. The Inclusion Zone requires the offender to remain within anassigned area (e.g., home, work, treatment center, etc.) during a given timeframe. An Inclusion Zone violation will alert the officer and offender if thiszone is compromised. Establish zones and curfews in accordance with theorder of supervision.


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Exclusion Zones: this is an off limits area to the offender. For victims ofdomestic violence, stalking, sex offences or violent crime, the officer shouldconsider including the victims residence as an Exclusion Zone. The officercan obtain this information from the Arrest Report, Post-sentenceInvestigation, Pre-sentence Investigation or Pretrial Interview. Places where

the victim works are also included as an Exclusion Zone. Charge Schedule: this is the six hour period of time required to fully charge

the PTU. The offender should be instructed to dock the PTU according to thecharge schedule and not remove the device until at least six hours haveelapsed or otherwise instructed.

Alcohol Monitoring: Review the schedule and frequency of testing as well as theoperation of the equipment.

Documentation: Provide the offender with any relevant forms, i.e. Home Confinementschedules, Monthly Report, Daily Activity Log, Offender Usage Instruction Documents,

etc. and instruct the offender on the proper completion and submission of theses forms.As part of this orientation, the EMPM or officer needs to document the fact that theparticipant has been fully briefed and understands all the rules and conditions of theprogram.

Behavior Parameters: Review types of approved/unapproved activities. Instruct theoffender that absconding from supervision will result in a violation of supervision, atwhich time a warrant for their arrest may be issued. Instruct participant on usage rulesincluding ways to resolve violations. Have participant sign acknowledgement. Instructthe offender that he/she will be financially responsible for lost, stolen or maliciouslydamaged equipment. Have participant sign acknowledgement specifying these

parameters of behavior.

Consequences of Violations: Inform the offender that any violations of supervision andprogram rules or mistreatment of equipment will be reported to the sentencing orreleasing authority and may result in a revocation of probation, parole or other releasefrom incarceration.

Brief Additional Parties: Advise and orient the participants family, employer or otherinterested parties regarding the above guidelines and answer questions as needed.

Agencies differ on policies regarding Victim Orientation particularly as it relates to domestic

violence and/or sexual assault cases. As a first step in considering an orientation for the victim,alleged or real, the agency needs to determine if the court or sentencing authority has ordered nocontact. Then, if the agency is not prohibited from contact and elects to provide this type oforientation, suggested elements include:

Permission: seek the victims permission to participate as an exclusion zone(s) in GPStracking software


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Program Overview: advise the victim of the following options:

S/he may receive notification of an offender entering exclusion zone(s)relevant to them

The offender will receive notification when the exclusion zone is violated

S/he will have input in regards to the establishment of the exclusion zone S/he may be notified when the offender is removed from GPS monitoring

Documentation: document the victims decision in electronic case notes; ensure thevictims contact information is accurate and secure agreement to keep the agency currentof any future change of address;

Assurance: ensure that victim confidentiality is maintained at all times; ensure that allvictim information is maintained in the on-call field book, or available for agencymonitoring center staff.

Communication: maintain regular follow up contact with victim;

C. Procedures and ProtocolsFor agencies utilizing an outsourced Monitoring Centerthe Agency Operated Monitoring CenterAlert and Response GuidelinesMatrix is recommended and can be downloaded fromwww.isecuretrac.com/blah/blah/blah.

For those building, staffing and managing their own monitoring facility, the following are a fewsuggested procedures and protocols. In developing a more complete list, agencies must considerany and all applicable local and state legislation. In addition, input if not approval should be

secured from key stakeholders including law enforcement and judicial officials, victimadvocates, etc.

AbscondersInstruct the offender that absconding from supervision may be a felony offense. NOTE:refer to state law in regards to this matter.

When the officer has reasonable belief that an offender has removed his or her PTU andTransmitter without an officers prior consent, the officer should complete a violation ofsupervision in accordance with the agencys policy and procedure. If the agency operateswithin a state or jurisdiction where absconding from electronic monitoring is a new

offense, the officer or Program Manager should: Submit an Arrest Affidavit or report the offense to local law enforcement.

Complete a Be On The Look Out (BOLO) to the State Crime InformationCenter,

NCIC or NLETS within two hours of verification of the offender absconding.

Upon completion of the BOLO, the officer should complete the ViolationReport within 48 hours.

NOTE: The agency may elect not to submit a BOLO for a Low-Risk offender.


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GPS ViolationsThe following process applies to violations reported on offenders using the GPS system.

Upon receipt of a noncompliance notification or report, the officer will verify the

violation by calling the iSECUREtrac Call Center or accessing TracNET24. Uponverification, the officer should initiate:

A phone call and question offender about the noncompliance

Instruct the offender to report to officer for reinstruction of GPS supervisionconditions

Instruct the offender that further noncompliance could result in a violation ofsupervision, or complete a violation of supervision in accordance with theagencys policy and procedure

If the violation is serious in nature and has not been resolved through a conversation with

the offender, the officer should immediately go to the offenders residence or last knownlocation for further investigation. If immediate investigation is not feasible, the followingshould be investigated within one (1) day of occurrence:

Tamper-alert notification

Equipment status problems

Reports where no contact was made with the offender by the Call Center

Historically, only Low-Risk/Passive GPS programs do not require an on-call team.However, agencies that utilize an Agency Monitoring Center may elect to include passivealerts in their Event Viewer. The agency should be aware that passive violations are not

received until the PTU is docked and the device calls in. Specific violation responses aregiven on theAgency Operated Monitoring Center Alert and Response Guidelinesavailable at www.isecuretrac.com/html/blah blah.

D. Violation NotificationsTable 4 Basic Violation Messages on the next page provides a list of typical violations whichrequire pager, email, and/or event viewer notifications.


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Table 4Basic Violation Messages

Violation Type Description GPS House Arrest

Exclusion/Inclusion ZoneThe offender entered an exclusion zone or exited an inclusionzone without authorization.

X

Cuff Battery The battery needs to be replaced on the bracelet. X X

PTU Tamper. The tracking device is being tampered with or hasmalfunctioned.

X X

Cuff TamperThe bracelet strap is being tampered with, disconnected, orworn

X X

Cuff Leave (Lost CuffSignal)

The tracking device has not received the radio frequencysignal from the body-worn transmitter for at least five (5)minutes.

X X

Charging ViolationThe PTU was not in the docking station during its scheduledcharge cycle

X X

Did Not CallPTU does not call in for its scheduled phone call associatedwith its charge cycle.

X X

Low BatteryThe tracking device battery is approaching its last hour ofbattery life and needs to be placed in the charging stand to

avoid shutdown.

X X

E. Participant SelectionHouse arrest, passive and active GPS may be used for pretrial supervision, work release,probation and parole supervision. All applicants should go through an interview process with anofficer to determine if the offender is a good candidate for Electronic Monitoring. The interviewprocess should be used in conjunction with the agencys validated risk-assessment tool.

F. Keys to a Successful GPS Program

Experience has proven that the most efficient GPS On-Call Teams are operated out of acentralized location by a local Program Manager. The local Program Manager should beresponsible for the input of all offender schedules, inventory, updating the Offender On-CallField Book and assignment of equipment.

Although it is always better to assign all GPS cases within a circuit/district/county to oneprobation or law enforcement office, geography may dictate that centralizing your GPS programto one office is not a viable option. If GPS cases are to be supervised by multiple offices withinthe circuit/district/county then each office should have an officer who can coordinate duties withthe local Program Manager. Larger GPS accounts may want to give serious consideration to aregional or central command center for after hours monitoring.

Finally, the most important aspect of a successful GPS Program is offender behaviormodification. Offenders in violation status often blame the equipment for the violation.

Do not take an offenders word that the equipment is failing.


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Inspect and test the equipment. Defective equipment will normally repeat violationsintermittently. If you have any trouble discerning equipment issues from offender generatedalarms, contact your Account Manager.

Let your offender know that you are watching. Even if they are not in generating a notification

send them occasional messages i.e., slow down if they are exceeding the speed limit. Anoffender who continuously generates notifications should be called into the office andreinstructed, if not re-incarcerated. Offenders who know that they will experience thisinconvenience will begin to comply with the system. Offender behavior modification requiresresponding to offender violations as soon as possible. It is the key to reducing man-hours andrunning an effective program. Most successful programs are those that are strict with theoffenders.


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PPHHAASSEE IIIIII

FFuunnddiinngg


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PPhhaassee IIIIIIFFuunnddiinngg

A. Funding an Electronic Monitoring ProgramElectronic Monitoring provides a cost-effective solution for the supervision of offenders.However, most agencies do not have the financial resources for the start-up and operation of aprogram. Support for EM can come from a variety of sources; many times it is a combination ofresources.

Agency Budgets Funds may be reallocated based on cost-savings from jailovercrowding and shifts in offender supervision responsibilities.

Government Grants The Department of Justice provides formula and discretionarygrants to States, which can be redistributed to local agencies and for special initiatives.Discretionary grants for special purposes, like the funding of demonstration projects, canbe found by searching resources like www.grants.gov .

Foundation and Corporate Giving Private support is sometimes available forprograms that address public concerns. These sources are usually limited by locations ofinterest to the foundation or corporation and can be more restricted by their interest areas.

Offender Fees Many of the larger and successful EM programs in the U.S. rely onsome form of offender fees for partial or whole support. Requiring payments is seen asan important component to hold offenders accountable to maintain the equipment. Animportant issue in Offender Pay programs is offering a means-test or sliding scale of feesbased on the ability of offenders to pay for the EM.

B. Federal FundsThe U.S. Department of Justice (USDOJ) is the primary source for law enforcement grants,including:

Discretionary: USDOJ has some flexibility in selecting topics and grantees.Formula: Grants are awarded to states and local governments according to legislativelyestablished formulas that are often are based on population or crime statistics.The Office of Justice Programs (OJP) offers funding opportunities to conduct research, supportlaw enforcement activities in state and local jurisdictions, provide training and technicalassistance, and to implement programs that improve the criminal justice system. A good startingpoint to understanding the grants process at the federal level is the OJPs Guide to Grants,located online at http://bja.ncjrs.org/g2g/.

Discretionary grants are announced in the Federal Register, FedBizOpps.gov, or throughprogram solicitations that can be found through bureau and OJP websites. Funding Opportunitiesat OJP (http://www.ojp.usdoj.gov/funding) provides links to application kits, current funding


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opportunities listed by source, the Grants Management System (GMS), and the GMS ApplicationProcedures Handbook, a step-by-step guide to applying for grants online.

Many of the USDOJs bureaus and offices award formula grants to state agencies. These fundsare then sub granted to units of state and local government. Some specialized discretionary

funding may be available through OJP from the following programs:

The Bureau of Justice Assistance supports innovation in corrections through a number of fundingstreams. States can elect to use Justice Assistance Grants (JAG) formula funding for severalcorrections-related purposes, including alternatives to detention. Information on specific fundingsources is available through the OJP Program Plan, which is published annually.

The Office of Juvenile Justice and Delinquency Prevention (OJJDP) discretionary funding maybe available to test new approaches in juvenile corrections, such as alternatives to incarceration,corrections-based substance abuse treatment programs, and transitional programs for juvenileoffenders. For more information, contact OJJDP's Special Emphasis Division at 202/616-3652 or

consult the OJP Program Plan.

USDOJ, in conjunction with the Departments of Labor and Health and Human Services, isdeveloping an Offender Reentry Initiative to assist state and local agencies and communities indeveloping innovative reentry programs. These programs will respond to public safety issues byaddressing critical elements of reentry-offender supervision, employment and substance abusetreatment in a coordinated fashion. The program's goal is to help states and communities worktogether to improve offender supervision and accountability, essential offender support services,and minimize threats posed by high risk or special needs offenders returning to the communityfrom state prisons and juvenile correctional facilities (or local facilities housing state prisoners).Information about this initiative is available on the OJP website (www.ojp.usdoj.gov/).

A listing of state contacts responsible for USDOJ funding can be found at:

http://www.ojp.usdoj.gov/saa/ga.htm.

State contacts that can provide assistance include the Byrne Justice Assistance Grant The linkto the Byrne Justice Assistance Grant web page is:

http://www.ojp.usdoj.gov/BJA/grant/jag.html

C. Private FundingPrivate foundations and nonprofits around the country have shown increased interest inelectronic monitoring programs. Some possibilities include:

State/Community FoundationsPrivate and nonprofit foundations located within the state may have an interest in programs thathelp promote a more effective use of local health and social service agencies, or demonstrate thereduction of costs and burdens on these agencies.


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This method is an effective way to promote programs to community leaders. It is also aneffective way to start an Offender-Pay Program. iSECUREtrac has a template/draft document tohelp in this process. Contact iSECUREtrac for a list of state/community foundations in yourstate of residence.

National FoundationsNational foundations focus on developing innovative approaches and solutions to problems thatcan be replicated by other agencies. Most national foundations maintain websites that explaintheir giving interests and application policies. Two foundations that support law enforcementinitiatives are:

JEHT Foundation: http://www.jehtfoundation.org/criminaljustice/index.html

Annie E. Casey Foundation: http://www.aecf.org/

D. Offender or Client PayThe goals of a self-pay EM program are nearly identical to the goals of any electronic monitoringprogram. They are to:

Better ensure public safety by monitoring defendant/offender compliance with the terms of theirrelease;

Permit defendants and offenders to maintain contact with the community in aproductive manner;

Provide offenders with a more positive transition back into the community;

Alleviate jail overcrowding and the cost of incarceration and;

Reduce the cost of community supervision without jeopardizing public safety.

Identifying OpportunitiesSystem SpecificWithin the criminal justice system, a self-pay program can be implemented at many points.However, the two most appropriate areas within the system to insert a self-pay program wouldbe:

Prosecution and Pre-Trial Services

This is the best opportunity, for all parties involved, to implement a self-pay program.By definition, in Pre-Trial, the defendant has yet to be convicted of a crime and is

presumably still integrated into the community. For relatively minor offenses and as anoption to incarceration, a self-pay monitoring program should hold a great deal ofdefendant appeal. If the defendant is still employed, the risk of default is minimizedwhich makes the program more attractive to both the law enforcement agency and themonitoring service provider.


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Sentencing and Sanctions

Situations in which a self-pay EM program would be appropriate for a convicted offenderinclude early release, work release, furloughs (e.g., family funerals, medical treatment,other special occasions) and as a condition of general parole.

Offense SpecificElectronic monitoring devices are designed to be used in combination (e.g., Remote AlcoholTesting and House Arrest) or singly (e.g., Active GPS Tracking), as the offense or criminalcharge requires. Self-pay, electronic monitoring programs are appropriate for but not limited tothe following types of offenses:

Table 5Matching the Offense with the Appropriate Technology

Remote AlcoholMonitoring

House Arrest orCurfew Management Passive GPS Tracking Active GPS Tracking

- Domestic violence - Misdemeanor drugpossession

- Weapons chargeswithout injury

- Domestic violence

- Drunk & disorderly - Welfare or housingfraud

- Misdemeanorburglary

- Violent felonyoffenses

- DUI - Work release - Pre-trial - Sexual assault

- Other alcohol relatedoffenses

- Status violations(e.g., curfew)

- More seriousmisdemeanors

- Felony property anddrug offenses

For a more complete discussion of the selection criteria for electronic monitoring, please refer toOffender Supervision with Electronic Technology, Ann H. Crowe et al, American Probation andParole Association, Lexington, KY, 2002 (www.appa-net.org/embook.pdf)

Identifying Individuals for ParticipationSome criteria for selecting individuals for participation in a self-pay program are obvious andsimilar to the criteria used to select individuals for participation in electronic monitoringprograms in general. Because of the requirement for the individual to assume at least partialfinancial responsibility for the cost of the program, a few additional considerations are necessary.Finally, pre-trial and post-trial criteria are somewhat different. Both are provided, on the nextpage, in Table 6: Selection Criteria for Individuals.


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Table 6Selection Criteria for Individuals

Pretrial Post Trial

Relatively good work history; currentlyemployed

Good work skills, particularly as theyrelate to technology

Defendant provides financial supportfor family

Willingness and motivation to complywith program

Presence of roommate or spouse Lack of serious criminal history

Relatively strong ties to the community Appropriate behavior whileincarcerated

Low flight risk Success in other correctional programs

Low risk to the community/allegedvictim

The Path to ImplementationDetermining Cost

Administrative Services

Costs associated with implementing a self-pay EM program vary with the programs sizeand complexity. The agency needs to determine which services they have sufficient staffand expertise to handle and which need to be outsourced. For example, each participantin a self-pay program needs to be invoiced, statements need to be provided, paymentsprocessed and, in the case of non-payments, a collection process initiated. Some or all ofthese services can be outsourced.

The Risk of Default

An important consideration in setting up a self-pay program is to determine which party,ultimately, is responsible for compensating the service/equipment provider in case thedefendant or offender defaults on payments. If the monitored individual is ultimatelyresponsible, the service provider must add a premium to their fees as a means ofcompensating them for the risk of default. This premium could range from 15% - 50% ofthe cost of an agency funded program. Mitigating the risk of individual default would bethe understanding that the offender would be legally charged and sanctions appliedimmediately in cases of non-payment. If a defendant or offender is faced withincarceration, the risk of default would be lower and consequently, so would the premiumcharged by the service/equipment provider.

If this is a new program, the agency and service/equipment provider should agree to review thenumber of defaults after six months. The service/equipment provider should have enough data atthat time to refine their risk assessment and adjust their pricing accordingly.


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Service/equipment providers, naturally, would prefer that the agency, through a master contract,act as guarantor in cases of default by the individual defendant or offender. This arrangementsignificantly lowers the risk by the EM provider resulting in the lowest fees for the service.

Participant PaymentsIf the agency assumes no financial responsibility for the monitoring costs, the individual has nochoice but to accept the full financial burden as a condition of program participation.

In the event the agency shares financial responsibility for payment, there are two self-payoptions: payment in full or payments scaled to the ability of the individual to pay. Payment infull is the simplest and requires the participant assume the full cost of the monitoring program.In case of default, the agency would assume payment. The full-pay plan is the most regressive inits application, i.e., it places a higher financial burden on lower wage earners than it does onthose earning higher incomes.

A scaled plan is more progressive with payments fixed as a percentage of gross pay. There aretwo general types of scaled plans:

Not to exceed percentage or specific number of hours of pay/day

With this option, the participant never pays more than a fixed percentage of their grossincome but, in fact, may pay less depending upon the actual cost of the EM program.

Fixed percentage

Regardless of the actual cost of the EM program, the participant pays a fixed percentageof their gross income to the agency. This is the most progressive payment plan. Those inlower income brackets are not unduly burdened financially compared to those individualsearning more. In addition, those in higher income brackets may actually pay more thanthe cost associated with their individual monitoring thereby subsidizing those who payless.

As an example, in Table 7: Self-Pay Program Options, we assume the cost of an EMprogram is $105 per week. Under the full payment plan, Joe Smith, who earns $600 perweek pays the full cost of his electronic monitoring or $105 per week.

Under a Not-to-Exceed Percentage plan, both Jane and Justin are required to pay amaximum of 12% of their gross income to cover the cost of their monitoring. Jane onlyearns $800 per week so her contribution is 12% of her gross income or $96. This is,however, $9 less than the cost of her monitoring. Justin, on the other hand, earns $1,000per week so his contribution is $105. This is only 10.5% of his income but it covers thecost of his monitoring. Between the two participants, however, the agency is losing $9per week.

If Jane and Justin were placed on a Fixed Percentage plan, the agency would receivepayment up to that amount regardless of the actual cost of the individuals electronic


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monitoring. Under this plan, Justin actually contributes $15 more than the cost of hissupervision. Between Jane and Justin, the agency is gaining $6 per week.

Table 7Self-Pay Program Options

Scaled Payment Plans

FullPayment

Not To ExceedPercentage

FixedPercentage

Monitored Individual: Joe Smith Jane Parole JustinTyme

Jane Parole JustinTyme

Gross Weekly Income: $600 $800 $1,000 $800 $1,000

Cost of EM/Week: $105 $105 $105 $105 $105

Payment Scaled To: NA 12% 12% 12% 12%

Individual Pays: $105 $96 $105 $96 $120

Individual ProgramShortfall/Gain: 0 ($9) 0 ($9) $15

InvoicingNormally, participants in a self-pay program pay in advance. The agency needs to decide howfar in advance the participant needs to pay. Most successful programs require that participantspay at least two (2) weeks in advance to qualify. Once in the program, participants are invoicedaccording to terms established by the agency (e.g., every week, every month, etc.).

To minimize financial exposure by the agency or the vendor, payments should be collected atleast weekly, regardless of how often invoices are sent. If the invoiced period is longer than thepayment cycle (e.g., monthly invoices; weekly payments), each invoice needs to reflect

payments for the period covered by the invoice. Because pre-payment is a requirement of theprogram, each invoice should reflect a zero ($0) amount due IF the participant is current.

Invoices would be sent, by the service/equipment provider to the participants residence withcopies to the agency.

Collecting and Processing PaymentsProcedures for payment processing may involve either the agency or the vendor regardless ofwhether or not the monitored individual has sole financial responsibility for the program.

Agency collects then remits to vendor

In this scenario, the agency collects payments directly from the individual. Payments aremade with a credit or debit card, a cashiers check or money order made payable to thevendor. No cash. No personal checks. Collected payments would be remitted by theagency to the vendor.

In many cases, the agency already has the staff and infrastructure in place to acceptpayments for fees, duties, fines, etc. In these instances, the addition of a self-pay EMprogram would not place an undo burden upon existing resources.


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Vendor collects payments directly

The EM provider needs to set up an infrastructure to process payments made directly bythe individuals being monitored. In many instances, this requires that the vendormaintain a physical presence in facilities owned or operated by the agency. Direct

payments are made by the offender during the course of regularly scheduled meetingswith agency/agent. In the event of seriously delinquent payments, the vendorsrepresentative may insistent on legislative authority to charge the offender with default,remanding them into custody.

One major advantage of co-location is that the Vendor can easily assume responsibilityfor on-site equipment management including install/de-install services.

CollectionsIn preparing to implement a self-pay program, it is imperative that the agency and the EMprovider develop protocols to handle issues related to non-payment. Since the participant pays in

advance, protocols can escalate, in steps, from a stern past due notification to revocation ofrelease. Table 8: Collection Process provides an escalation procedure which assumes paymentsare collected by the agency which shares financial responsibility for the program. If theindividual has sole financial responsibility, the vendor may insist on a more expedited process,e.g., participant charged and remanded into custody after a payment delinquency not to exceedthe period covered by the participants pre-payment.

Table 8Collection Process

Account Status Procedure

One week late: Agency notifies participant that they are in dangerof violating the terms of their release

Two weeks late: Participant becomes current OR appears beforeagency to explain circumstances/ conditions fornon-payment

If offender prepayment is only two weeks and theagency is not sharing liability, the vendor mayinsist that the offender be taken off the programand/or remanded back into custody

Three weeks late: If alternative arrangements or payments have notbeen made, the terms of release are revoked;participant forced to pay bail (defendant) orenter/re-enter correctional institution

If the agency is not sharing financial responsibility for EM, the provider may require a co-signeron the Services Contract with the participant. In the event of default, the provider will turn to theco-signer for payment if the participant is unwilling or unable to pay.


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Getting StartedOnce all procedures and protocols have been created and agreed to by the agency and serviceprovider, the participant needs to have a clear understanding of what is required of them as itrelates to:

Conditions necessary for effective monitoring

For example, an operating telephone with a dedicated land line may be required withsome forms of EM (passive GPS tracking; remote alcohol monitoring). Necessaryplacement of equipment in the residence may also require special consideration.

Commitment to program

Its recommended, wherever possible, that a spouse or roommate co-sign the agreementwith the agency/provider (see Attachment B). This provides two parties with a vestedinterest in maintaining the conditions of release as well as meeting financial obligationsto the agency/provider.

Violations and Sanctions for default

The participant needs to clearly understand what the sanctionsare for both monitoring violations and financial default.

Summary Offender PayIts tempting to make defendants and offenders pay 100% of the cost of their monitoring orrehabilitation. If the EM program is mandated by law, individuals have no choice but toparticipate regardless of their ability to pay. A fully loaded EM program can cost from $13-$19/day including administrative fees or $91-$133/week. Currently, the minimum wage sits at$5.15/hour or $206/wk.

Offenders, in particular, will have the most difficult time securing gainful employment. In manyinstances, these individuals will already be saddled with court and attorney fees, victimreparations and other monetary penalties. Its unrealistic to expect that most offenders couldearn a sufficient income to meet all their living expenses, mandated financial obligations and thecost of electronic monitoring.

Thats not to say, however, that self-pay programs have not been successful. In October 2003, acounty Sheriffs Office in the Southwest initiated a self-pay electronic monitoring program. Theprogram allows selected, low risk offenders to satisfy their jail sentence through home detention,as an alternative to being physically confined to jail.

The program averages approximately 120 offenders daily. Since its inception, 713 offendershave participated in the program. Over the course of the program, offenders have paid over$218,000 to the Sheriffs office to defray the cost of their supervision. In addition, the Countyestimates it has saved over $2.8 million in the cost of jail bed days.


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C. Summary Source of Funds

Table 9Identification of Funding Sources and Contacts

Sources of Support Yes No Source/Contact InformationAgency Budgets

Government Grants

Foundation and CorporateGiving

Offender Fees


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PPHHAASSEE IIVV

PPrrooccuurreemmeenntt


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PPhhaassee IIVVPPrrooccuurreemmeenntt

A. The Procurement ProcessUnderstanding the steps and stakeholders involved in the procurement process will help alleviateany potential bottlenecks that may slow down the implementation of an Electronic Monitoringprogram.

The rapid growth of EM for offender supervision has created a competitive environment, with agrowing number of vendors proposing products and services. When evaluating potential vendorpartners, several issues should be explored:

Company Stability

Due diligence should be taken to explore a companys background, their references, thetenure and experience their senior management have in the EM industry.

Below Cost BidTo grow share or drive a competitor(s) out of the market, a company may offer their EMsolution for a substantially lower price than other vendors. This should raise questionsabout the sustainability of this offering and the vendor support it may be given.

Questionable Sales Practices

Vendors who do not ask qualifying questions about program goals, policies andprocedures, or offender types for monitoring, may not have the best interests of theagency in mind. Distorted company capabilities or a focus on hardware, software andpricing by a vendor may illustrate their interest in making the sale instead of partnering

to develop an effective EM program.

Each agency is controlled by laws, rules, and regulations about how purchases can be made.There are typically three paths to procuring EM solutions:

1. Competitive procurement, with specific guidelines and requirements for soliciting agood or service

2. Purchasing EM services through a previously negotiated master contract orcooperative purchasing agreement

3. Non-competitive procurement, which allows an agency to purchase goods or servicesdirectly without seeking alternative bids.

This document explores the first two options.


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Obtain Listof Vendors

Develop aRequest forProposals

(RFP)

Issue theRFP

EvaluateResponses

Select andEvaluate

Equipment& Services

Negotiateand

ImplementContract

Competitive bidding involves the following steps:

Figure 1Competitive Bidding Process

B. Co-operative Purchasing AgreementsGSA ContractThis section provides information on the streamlined process for purchasing our products andservices through the Blanket Purchase Agreement (BPA) process as prescribed by FAR 8.405-3.

This process allows you to reap the benefits of simplifying your purchasing from us while savingadministrative time and reducing paperwork. By establishing this BPA, you will havedocumented that the best value selection has been made for these products and services and willnot need to make separate value selection or write numerous task/delivery documents for eachfuture order. When establishing BPAs, you will need to document the best value selection foryour file. Items to include in this document:

A description of the requirements (e.g., estimated quantities, work to be performed);

The schedule contracts considered (at least 3 vendors). The iSECUREtrac GSAcontracts is: iSECUREtrac: GS-07F-6020R

The results of negotiations including agreed upon pricing;

The estimated value;

The evaluation methodology used in selecting the contractor to receive the BPA(s);

The results of the annual review (suggested annual review in August or September toestablish BPA to match agency fiscal year).

Additional information about the GSA BPA process can be found at:

www.gsa.gov/bpa.

US CommunitiesThe first step to making purchases through US Communities is to register. As a registeredparticipant, your agency or organization is authorized to purchase under any of U.S.Communities competitively solicited contracts.

To begin this process, please visit the following weblink:

https://secure.cacommunities.com/uscommunities/reg/register_participate.htm


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This web page will take you through the registration process. You will need the followinginformation to complete this fast and easy process:

Your Tax ID # (also known as EIN/TIN)

Agency Name

Department Name Contact Person for this Registration (typically a procurement or financial

representative)

Mailing Address Information for Billings

Telephone Number Information for the Contact Person

Email Address for the Contact Person

You will also be asked to review and agree to the general terms and conditions of the MasterIntergovernmental Cooperative Agreement (MICPA) that all agencies comply with in order toparticipate in this cooperative purchasing arrangement.

A link to a PowerPoint presentation of step-by-step process for registering on US Communitiescan be found at:

http://www.uscommunities.org/pdf/resources/how2register_online.pps


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PPHHAASSEE VV

TTeessttiinngg


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PPhhaassee VVTTeessttiinngg GGPPSS HHaarrddwwaarree aanndd SSooffttwwaarree

A. Equipment TestingWith the concerns for public safety, monitoring accuracy and offender recidivism, theperformance of the GPS equipment is critical. However, testing in the laboratory can never quitematch actual conditions found in the field. To make sure that testing conditions arerepresentative of those that agents and offenders actually encounter, we have put together thefollowing list of suggested tests.

Tracking1. Battery Run Down Test

Put the unit in the mode where it is tracking at least once per minute. Charge all unitsovernight. Remove units from the charger and let them sit. Check the battery life after 10hours, 12 hours and 18 hours.

Table 10Battery Life

Battery Life After:

Company 10 Hours 12 Hours 18 HoursiSECUREtracCO B

CO C

CO D

2. Acquiring GPSa. Start up

Once the unit is ready to acquire GPS signal take all units outside. When you arein an open area, record how long it takes to acquire GPS signal and then check thesoftware to make sure that points were taken and recorded.


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Table 11Acquiring GPS

Company Time for Initial GPS Acquisition Time for GPS Re-acquisitioniSECUREtracCO B

CO C

CO D

3. Strap TampersRecord the number of false strap tampers that occur during the set test period while anofficer is wearing the straps. An important issue to consider is whether the unit willautomatically reset during set up.

Table12Strap Tampers

Company Number of False TampersiSECUREtracCO B

CO C

CO D

4. Cuff or Bracelet LeavesTest the accuracy of cuff or bracelet leaves. Establish a perimeter around the braceletspersonal tracking unit (e.g., 75 feet). Move the bracelet beyond your establishedperimeter at several points or stations (e.g., Stations 1, 2, 3, 4). Record the number oftimes the violation was accurately recorded and the time it took for you to be notified of aviolation.

Figure 2Perimeter Testing

Station 1


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Table 13aCuff

Leaves

Station 1

CompanyNumber of Actual

Cuff Leaves

Number ofRecorded CuffLeaves

Average Length

of Time forViolationNotification

iSECUREtracCO B

CO C

CO D

Table 13bCuff Leaves

Station 2


Cuff Leaves

Number ofRecorded Cuff

Leaves

Average Lengthof Time forViolation

NotificationiSECUREtracCO B

CO C

CO D

Table 13cCuff Leaves

Station 3


Cuff Leaves

Number of

Recorded CuffLeaves

Average Lengthof Time for

ViolationNotification

iSECUREtracCO B

CO C

CO D

PTU Station 2Station 4

Station 3


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Table 13dCuff Leaves

5. Accuracy of Points

a. Set Exclusion Zones at the same sizes on all systems One small (less than 500 feet in radius)

On larger one (greater than 500 feet in radius)

b. Drive through Zone

Record the time you violated the Exclusion Zone

Record the time that the monitoring center was notified of a violation

Record the time you were notified by the monitoring center that aviolation occurred

Station 4


Cuff Leaves

Number ofRecorded Cuff

Leaves

Average Lengthof Time forViolation

NotificationiSECUREtracCO B

CO C

CO D


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Table 14GPS Accuracy: Small Zone

Small Exclusion Zone

CompanyTime of Actual

Violation

TimeMonitoringCenter WasNotified ofViolation

Time YouWere Notifiedby Monitoring

Center ofViolation

iSECUREtracCO B

CO C

CO D

Table 15GPS Accuracy: Large Zone

Large Exclusion Zone

CompanyTime of Actual

Violation

TimeMonitoringCenter WasNotified ofViolation

Time YouWere Notifiedby Monitoring

Center ofViolation

iSECUREtracCO B

CO C

CO D

B. Prioritized Evaluation Criteria and ChecklistOnce the above tests have been completed, combine that information with the check list below.Each vendor should be scored across all the criteria contained in the check list. Then, for eachvendor, tally the number of times you checked yes for each category. Enter the number ofyeses on the GPS Evaluation Scoring Matrix.


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Table 16Evaluation Checklist

Priority Concern Vendor Name: _______________________

Software Keep in mind that, regardless of how the equipment looks, an officers day-to-day use ofthe system will revolve around the software, rather than the hardware. Agencies with large GPSprograms can attest that a softwares usability and versatility ultimately determine the value of a vendorsGPS system. User-friendly software will greatly enhance an agencys effectiveness, while software thatis difficult to use may rend

YES NO

1. Can you easily zoom in on map?

2. Is the map highly legible?

3. Can you find an address?

4. Can you view points over an extended time frame?

5. Can you access the software from your home PC without installing software from thevendor?

6. Are inclusion and exclusion zones available?

7. Easy to zoom in and out when viewing GPS tracking maps?

8. Can you add/edit/delete participants without calling the monitoring center?

9. Easy to rewind or fast-forward through the GPS tracking points?

10. Are the date, time, and velocity easy to determine for each tracking point?

11. Does the software allow the user to determine the address of any tracking point?

12. Can you change notification preferences without calling the monitoring center?

13. Does the software allow you to view all reports online?

14. Can you filter the report results?

15. Is there a report that shows all offenders in a caseload and if they have anyviolations?

16. Can the software be used to manage House Arrest, Passive GPS, and Active GPS?

TOTAL

Hardware Effectiveness of EM equipment centers on three issues. First, it must be designed to bedurable enough to function reliably in hostile environments. Second, it must record detailed andaccurate monitoring data. Third, it must not only discourage tampering, but must also record the methodof tampering a prerequisite for evidence to be acceptable in court.

YES NO

1. Can the equipment withstand a four-foot drop test and continue to operate normally?

2. Does the system utilize RF technology to verify offenders presence in the home(when GPS signals may not be available)?

3. Is a case tamper violation logged if the tracking units case is opened (forcibly orotherwise)?


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4. In the absence of both GPS signal and cellular coverage, can the receiver detectmotion?

5. In a stationery automobile, will the PTU receive a GPS signal:

On top of the front seat?

Under the front seat?

In a glove box?

In a trunk?6. In a moving automobile, will the PTU receive a GPS signal

On top of the front seat?

Under the front seat?

In a glove box?

In a trunk?

7. Is the equipment (or any variation thereof) available on a restricted basis, rather thanpublicly available?

8. Is the equipment made specifically for correctional use, rather than being a modifiedversion of an existing consumer product?

9. Does the system record when the receiver is placed in (and removed from) thecharging base or docking station?

10. If no wireless coverage exists at the offenders home, can the hardware transfer GPS

monitoring data to the central computer system via standard land lines?

11. Does the transmitter bracelet utilize electrical tamper detection?

12. Does the transmitter bracelet utilize fiber optic tamper detection?

13. If the tracking unit is a cell phone, and the offender removes and reinserts the SIMcard, will that removal be logged?

14. If the tracking unit is a cell phone, will it record tracking points if the offender is on thephone?

15. Is there a violation that specifically relates to the removal of the tracking unit battery?

16. Are tracking points recorded more frequently than once per minute, 24 hours a day,regardless of violation status?

17. Can common tools be used for installations, rather than expensive, specializedtools?

TOTAL

Service and Support Successful Electronic Monitoring programs depend on teamwork betweenthe agency and the vendor. Even agencies with thorough experience in EM technologies routinelycontact their vendors for answers and for troubleshooting. Good vendors realize that an on-goingpositive relationship and a commitment to quality service is necessary for long-term success, both for thevendor and for the agency.

YES NO

1. Will an account manager be assigned to your agency?

2. Is the monitoring center available 24/7/365, toll-free?

3. Will training personnel assist in initial installations?

4. Are monitoring center personnel knowledgeable, helpful, and courteous?

5. Are monitoring center staff members employed directly by the company, rather thanbeing subcontracted?

6. Will the vendor provide testimony in court?

TOTAL

GPS EVALUATION SCORING MATRIX


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VENDORNAME

Total Yes

Software

Hardware

Service & Support

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VENDORNAME

Total Yes

Software

Hardware

Service & Support

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VENDORNAME

Total Yes

Software

Hardware

Service & Support

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VENDORNAME

Total Yes

Software

Hardware

Service & Support

TOTAL


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AAPPPPEENNDDIIXX


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GGLLOOSSSSAARRYY OOFF TTEERRMMSS

Absconder refers to an offender who flees from supervision.

Active System refers to the iSECUREtrac GPS product that employs cellular technology toprovide near real time notification for selected violations. An active system provides near real-time reporting of offender alarm notifications through e-mail, fax or pages to the agencypersonnel designated to respond to violations or alerts.

Administrative Message where used herein, refers to a message sent from one state CrimeInformation Center terminal to another in the state in a free text format which providesinformation or requests information regarding a criminal justice purpose.

Agency Monitoring Center refers to the regional or central Monitoring Center staffed and

operated by the agencys own personnel for the purpose of providing intervention and responseto offender alerts. The Agency Monitoring Center is an alternative to traditional on-call after-hours offender monitoring that serves to reduce the requirement of a supervising agent torespond to alerts.

BOLO (Be On the Look Out) refers to the Administrative Message sent to a state CIC or NCICterminal requesting that law enforcement agencies take an offender into custody, pending theissue of an Arrest Affidavit/Warrant.

Bracelet refers to the transmitter and strap worn by the offender on his/her ankle.

Call Center refers to the iSECUREtrac Monitoring Center which provides the followingservices: reports and records offender alerts, offender location history, automated offenderscheduling, offender off-limit areas, offender and victim messages, automated offender alarmnotification, and real-time location of offenders; technical support. The Call Center operatestwenty-four (24) hours per day, seven (7) days per week.

Cuffrefers to the transmitter and strap worn by the offender on his/her ankle.

Electronic Monitoring refers to a type of program that uses electronic equipment as a tool tomonitor individuals placed under the supervision of an agency.Electronic Monitoring Equipment Assignment and Rules refers to the form that the officer or

Program Manager reviews with the offender which details the rules, maintenance and careinstructions of the offenders equipment.

Established Inventory Site refers to the location where the Program Manager stores electronicmonitoring equipment.

Event Viewer refers to the tool utilized by the Agency Monitoring Center to monitor offenderviolations.

Exclusion Zone refers to an area designated as off limits to an offender (e.g. school, playgroundor victims location).


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Field Officer refers to the term used for the on-call Probation Officer, Deputy, Police Officer orAgent who receives notification of a violation from the Agency Monitoring Center. Uponnotification from the Agency Monitoring Center, the Field Officer is responsible for respondingto the offenders last known location.

Global Positioning Satellite (GPS) System refers to the form of electronic monitoring thatutilizes satellite tracking and offers increased surveillance, tracking their whereabouts outside ofthe home.

Home Confinement Program refers to an intensive type of supervision known as housearrest, often requiring offenders to be confined to their residences except during hours ofemployment, public service work or participation in self-improvement programs, all of whichmust be approved by the officer.

Inclusion Zone refers to a geographic location in which the offender must stay within a

predetermined period of time (e.g., home, work or counseling).

NCIC refers to the National Crime and Information Center, a computerized index of criminaljustice information (i.e. - criminal record history information, fugitives, stolen property, missingpersons). It is available to Federal, state, and local law enforcement and other criminal justiceagencies and is operational 24 hours a day, 365 days a year. This database is maintained by theFederal Bureau of Investigation.

NLETS refers to the National Law Enforcement Telecommunication Service. Similar in functionto NCIC, NLETS provides an international justice telecommunications capability andinformation services to national and international governmental agencies and otherorganizations with similar missions that enforce or aid in enforcing local, state, or internationallaws or ordinances

Program Manager refers to the staff member who responsible for the day-to-day operation ofthe electronic monitoring program. This position should be dedicated to the operation andmaintenance of the agencys GPS program on a full-time basis.

Programs Administrator refers to the agency staff member who oversees all of the agencysprograms, or all programs within an agencys circuit or district. The Programs Adm