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Office of the Sheriff St. Mary’s County, Maryland

Sheriff David D. Zylak

Strategic Management Plan

Fiscal Years 2006 and 2007

“To maintain at all times a relationship with the public that gives reality to the historical tradition that the police are the public and the public are the police; the police being only the members of the public that are paid to give full time and attention to the duties which are incumbent on every citizen in the interest of community welfare and existence.”

Honorable Thomas F. McKay, President Honorable Kenneth R. Dement Honorable Thomas A. Mattingly, Sr. Honorable Lawrence D. Jarboe Honorable Daniel H. Raley County Administrator George G. Forrest

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Officer or civilian, full or part-time, paid or volunteer, we are proud to belong to this agency and promote these values.

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The St. Mary’s County Sheriff’s Office endeavors to provide the highest quality service through respect, integrity and professionalism. RESPECT –

With respect, fairness and compassion, we are committed to preserving peace, order and safety; enforcing laws and ordinances; and safeguarding constitutional rights. INTEGRITY – We are responsible for our conduct, both professionally and personally. We are honest, fair, and strong of character. We hold ourselves accountable to the highest standards of ethical conduct and endeavor to be role models for others. PROFESSIONALISM –

We are committed to professionalism through leadership, personal service, timely responses, and dependable performance in the best interest of the community and the office we serve.

OFFICE of the SHERIFF Mission Statement

and values

OFFICE of the SHERIFF

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Ready to Serve and Protect Our Community

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Office of the Sheriff St. Mary’s County, Maryland

STRATEGIC MANAGEMENT PLAN

FISCAL YEARS 2006 AND 2007

TABLE OF CONTENTS

ACKNOWLEDGEMENTS.......................................................................................................7

LETTER FROM SHERIFF DAVID D. ZYLAK......................................................................8

ACCOMPLISHMENTS..........................................................................................................11

EXECUTIVE SUMMARY......................................................................................................14

FISCAL OVERVIEW..............................................................................................................16

ORGANIZATIONAL STRUCTURE......................................................................................17

DIVISION GOALS..................................................................................................................19

TOPICS SECTION..................................................................................................................22 Critical Issues Fiscal Years 2006 and 2007 .................................................................23

- Staffing/Mandates/Workloads .....................................................................................24 - Crime Rates .................................................................................................................31 - Response Times/Calls for Service ...............................................................................34 - Demographics ..............................................................................................................39 - Hiring ..........................................................................................................................42 - Retention......................................................................................................................45 - Collateral Duties .........................................................................................................50 - Community Expectations.............................................................................................54 - Capital Improvement Projects .....................................................................................58 - Risk Management ........................................................................................................62 - Accreditation................................................................................................................68 - Training........................................................................................................................71 - Policies and Procedures ...............................................................................................75

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Members of the Strategic Management Planning Team Not Pictured: Sergeant John T. Rhodes and Corporal Steven A. Hall

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ACKNOWLEDGEMENTS Sheriff Zylak extends his sincere appreciation to all the individuals serving on the Strategic Management Planning (SMP) Team and others who contributed to the overall development of this document.

Strategic Management Planning Committee Members

Sheriff David D. Zylak, Chairperson

Captain Kenneth L. Cusic Lieutenant Louis F. Burris

Lieutenant Timothy K. Cameron Lieutenant John D. Horne Lieutenant Lyle E. Long

Lieutenant Michael R. Merican Sergeant Saraha J. Norris Sergeant John T. Rhodes

Corporal Katherine M. Dassing Corporal Steven A. Hall

Correctional Officer First Class Krista J. Morazes Ms. Erin K. Gass, Fiscal Manager

Mr. Robert W. Johnston, Systems Administrator Mr. Michael R. Kerr, Accreditation Coordinator

Ms. Mary Ann Thompson, Executive Coordinator

Dr. B. Jasmine Moultrié-Fierro, Facilitator & Team Advisor SmartWorks Excecutive Consulting, LLC

Special thanks to the following organizations:

BAE Systems St. Mary’s County Board of Education

St. Mary’s Hospital Harry Lundberg School of Seamanship

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LETTER FROM THE SHERIFF

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Headquarters 23150 Leonard Hall Driv e

P.O. Box 1559 Leonardtown, MD 20650 301-475-4200 Ext. 1900

301-475-4047 Fax

Detention Center 41880 Baldridge Street

P .O. Box 960 Leonardtown, MD 20650

301-475-4000 301-475-4010 Fax

Office of the Sheriff St. Mary’s County

March 2, 2005

DAVID D. ZYLAK SHERIFF

Dear St. Mary’s County Citizens: The Office of the Sheriff was established in Maryland by the Maryland Constitution. Throughout our country, sheriffs perform a variety of duties in the service of the citizens of their respective counties. Whatever their duties might be, and regardless of their offices’ priorities, the county sheriff is, above all, the chief constitutional law enforcement officer of the county. The duties and responsibilities for the “Office of the Sheriff” and its mandates are codified by the Maryland Constitution and statutes enacted through legislation over the years. St. Mary’s County is one of the most beautifully preserved communities in the State of Maryland. I am proud to have lived here for over 26 years and serve as your Sheriff. There are numerous changes taking place in our community that challenge the Office of the Sheriff’s service deliveries and stretch our extremely limited resources. When I first took office in 2002, I envisioned an agency that would be highly responsible to the needs of our community and supportive of enhancing the work environment for our personnel. I quickly realized that having a structured plan that provided a clear understanding of where we are and where we want to go as an agency was essential. A strategic management task force was assembled in the summer of 2004, and a facilitator was hired to help coordinate and guide the strategic management planning (SMP) process. This Strategic Management Plan serves as a management tool, as supportive documentation linked to our budget process, and as a guide for taking decisive action to address critical issues faced by our agency. Our SMP Team went through a painstakingly demanding process to develop this document, and to ensure the accuracy of its contents. The level of detail is particularly useful in understanding the critical issues faced by our agency, and our plans to address said issues. The key issues that need to be addressed in Fiscal Years 2006 and 2007 are:

• Staffing/Mandates/Workloads, • Capital Improvement Projects,

For Hearing and Speech Impaired Text Telephone (TTY) Users 301-475-4697

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February 23, 2005 Continued Page 2

• Community Expectations, • Personnel Issues (Hiring, Retention, Staffing), • Risk Management, (and) • Training.

The aforementioned topics are discussed in detail in the following pages including clearly delineated action steps to address each of the items presented. Because we have presented the most comprehensive picture of our budgetary needs, and included the impacts/risks associated with not funding our requests, I am hopeful that our budget will be approved as submitted. We believe that with the budget and this strategic management planning document we have provided an accurate and well researched picture of the needs of this agency. The “Action Steps” outlined in this document shall be implemented following the approval of our Fiscal Year 2006 budget. Periodic measurements of successful goal achievement shall be presented in the form of quarterly SMP reports. From time to time we may need to modify our plans, and shall do so accordingly. Our strategic management plan shall be comprehensibly updated annually. I am proud of the dedication, loyalty, and competent work that my staff continues to deliver, even under some of the most extremely trying conditions. I deeply appreciate our Strategic Management Planning Team for their work on the SMP document, and for their total commitment to the SMP process. Also, I sincerely thank the Board of County Commissioners and our County Administrator for supporting our SMP efforts. Sincerely,

David D. Zylak Sheriff St. Mary’s County, Maryland

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ACCOMPLISHMENTS Calendar Years 2003 and 2004

2003 “New” Promotional System

2004 Memorandum of Understanding signing to collect

DNA samples from qualif ied inmates

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ACCOMPLISHMENTS (2003-2004) The Office of the Sheriff is especially proud of the following: Accomplishments for 2003:

• Developed a new promotional system that is equitable and consistent,

• Realigned Patrol Divis ion to provide more deputies on the street during peak times,

• Implemented roll call for Patrol Division personnel,

• Implemented the Bureau of Criminal Investigations (combined investigative

unit of personnel from Sheriff’s Office and Maryland State Police),

• Encouraged the Correctional Officer’s Association to address employee concerns,

• Reduced the number of vacancies through an aggressive recruitment

program,

• Reduced the usage of overtime, and

• Began the process of International Accreditation through the Commission on Accreditation for Law Enforcement Agenc ies (CALEA). The CALEA on-site inspection is scheduled for August of 2006.

Bureau of Criminal Investigations Logo

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ACCOMPLISHMENTS (2003-2004) Accomplishments for 2004:

• Developed a comprehensive Strategic Management Plan for Fiscal Years 2006 and 2007.

• Refined the Mission Statement of the Sheriff’s Office,

• Implemented a Citizens Advisory Board – an avenue to assist the Sheriff’s Office by making recommendations for the Sheriff to consider regarding law enforcement matters and/or issues of St. Mary’s County,

• Began revis ing the Administrative and Patrol Manual and developing

Standard Operating Procedures (SOPs) as part of the Accreditation process,

• Held the first Citizens Academy – a mechanism for citizens to attend a six week course that educates them on the Sheriff’s Office and the judicial system to better understand law enforcement in St. Mary’s County,

• Partnered with the Board of Education as Co-Chair of a Safe Schools Task

Force to review the number of arrests and discipline problems within the school system, and make recommendations to reduce the number of incidents.

• Secured “Cold Cases” grant providing overtime money for detectives to

review old investigations and examine evidence utilizing more modern technology in an effort to secure an arrest and conviction,

• Signed a “Memorandum of Understanding” (MOU) with the Maryland State

Police agreeing to collect DNA samples from qualif ied inmates incarcerated at the St. Mary’s County Detention Center for inclus ion in a statewide database, and

• Held the first “Open House” for citizens to visit the Sheriff’s Office, meeting

deputies and support personnel. Demonstrations by K-9 and Emergency Services Team (EST), children’s coloring contest, facility tours and displays of the equipment were all part of the day’s events.

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EXECUTIVE SUMMARY

Sheriff David D. Zylak took office as Sheriff of St. Mary’s County in December 2002. He met with his staff to gather input and discuss his vision for ways to improve service deliveries to the community. As a result of a series of community and internal staff meetings, Sheriff Zylak decided to develop a document that would serve as a management tool, add more narrative detail to the budget, and help address critical issues faced by the Office of the Sheriff. This document represents the first Strategic Management Plan for the Office of the Sheriff for St. Mary’s County.

Generally, strategic planning provides a systematic structure that assists in developing,

controlling and evaluating the resources and operations of an agency. Strategic planning is an organizational process that usually includes as a byproduct a comprehensive planning document. Typically, this document restates an agency’s overall mission, identifies critical issues faced by the agency, recommends action steps to address said issues, and adds additional fiscal detail for budgetary funding requests. A strategic management plan, in the form of a document, serves as a roadmap for managers to use as a guide toward achieving organizational goals, and as a form to improve an agency’s services.

The strategic planning process is also a way to build team congruency and cooperative

management collaboration. The strategic planning process is fluid, ongoing, and updated at least once annually and submitted as an adjunct, support document to the budget.

After carefully reviewing the input of his staff, Sheriff Zylak formed a Strategic Management Planning (SMP) Team to address critical issues faced by the Office of the Sheriff. This document represents the plan that guides its managers and supervisors toward the prudent use of limited resources, while trying to address critical issues identified by the SMP Team for Fiscal Years 2006 and 2007.

The recommendations contained at the end of each topic section in this document highlight

the essential resources needed to address each of the “action steps” presented. Extremely important is the funding needed for additional staffing in the areas of Patrol, Corrections and Administration, and to proactively address the agency’s training and risk management mandates. Particularly significant to underscore, related to diminished funding, is the Sheriff’s limitations to adequately provide community patrol coverage on a regular basis. Unfortunately, St. Mary’s County has been unable to keep pace with its rapidly expanding community, and the need for additional patrol presence. Moreover, the Agency’s support staff is barely able to keep pace with the administrative demands that require timely updated reports, and an accurate automated records management system.

The Sheriff’s Office total budget request for Fiscal Year 2006 is $21,959,862, which

includes the recommendations contained in this Strategic Management Plan ($2,634,806). A fiscal summary follows which summarizes and includes the budget and SMP requests for Fiscal Years 2006 and 2007. Each SMP budgetary request is discussed in detail under each topic

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EXECUTIVE SUMMARY – (Continued) section in this document. Implementation of the “action steps” presented in this document is predicated upon the successful funding of each item that has a budgetary impact.

The Sheriff’s SMP Team shall continue the strategic planning process in order to ensure the

successful implementation, evaluation, and modification of its plan. Quarterly reports shall be sent to the Sheriff which helps monitor successful goal achievement and assists in evaluating where other changes may be needed. The Strategic Management Plan for the Office of the Sheriff, although it is a two-year plan, shall be updated annually, and incorporated as an adjunct document as part of the overall budget process.

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FISCAL OVERVIEW The Office of the Sheriff for St. Mary’s County is committed to using its resources in the most prudently accountable manner. We recognize the importance of carefully identifying and addressing the most critical and essential needs of the agency while trying to secure the necessary funding to address critical issues. The action steps contained in this document will be implemented immediately following the budgetary approval of the Board of County Commissioners. The Strategic Management Plan will be updated annually and monitored on a regular basis.

Critical Issues

Located on Page Number

Fiscal Year 2006 Budgetary Request

Fiscal Year 2007 Budgetary Request

1. Staffing/Mandates/Workloads

Page 24

$ 1,828,787

$ 1,206,358

2. Crime Rates

Page 31

$ -0-

$ -0-

3. Response Times/Calls for Service

Page 34

$ 2,500

$ -0-

4. Demographics

Page 39

$ -0-

$ -0-

5. Hiring

Page 42

$ 19,500

$ -0-

6. Retention

Page 45

$ 39,792

$ -0-

7. Collateral Duties

Page 50

$ -0-

$ -0-

8. Community Expectations

Page 54

$ -0-

$ -0-

9. Capital Improvement Projects

Page 58

$ -0-

$ -0-

10. Risk Management

Page 62

$ 708,095

$ 33,844

11. Accreditation

Page 68

$ 2,900

$ 5,500

12. Training

Page 71

$ 7,270

$ -0-

13. Policies and Procedures

Page 75

$ 25,962

$ 26,740

Total

$ 2,634,806

$ 1,272,442

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ORGANIZATIONAL STRUCTURE

Office of the Sheriff Command Staff/Divisions

SheriffDavid D. Zylak

Assistant to the SheriffCaptain Kenneth L. Cusic

AdministrativeDivision Commander

Lieutenant Louis F. Burris

Bureau of CriminalInvestigation

Division CommanderLieutenant Lyle E. Long

PatrolDivision Commander

Lieutenant Michael R. Merican

Special OperationsDivision Commander

Lieutenant John D. Horne

CorrectionsDivision Commander

Lieutenant Timothy K. Cameron

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ORGANIZATIONAL STRUCTURE – (Continued)

- Office of the Sheriff o Assistant to the Sheriff o Command Staff o Bureau of Professional Responsibilities and Standards

- Administrative Division o Accreditation o Fiscal Section o Systems Administrator o Police Services o Records Section o Personnel Section

- Bureau of Criminal Investigations o Crimes Against Property/Persons o Narcotics Section o Crime Lab Section

- Corrections Division o Operations Section o Administrative Section

- Patrol Division

o Uniformed Patrol o Canine Unit – Narcotics Detectors, Explosive Detectors, and Utility o Station Clerks

- Special Operations Division o Judicial Services – Court Security and Civil Process o Domestic Violence o Child Support o Training and Education o Community Services – Traffic Safety, Alcohol/Tobacco Enforcement, School

Based Programs, and Community Policing o Critical Incident Negotiator Team o Honor Guard o Emergency Services Team

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DIVISION GOALS

Captain Kenneth L. Cusic – Assistant to the Sheriff

My vision for the Sheriff’s Office is to have a well trained, well equipped professional agency. I would also like to see adequate staffing in law enforcement, corrections, and civilians within the Office of the Sheriff. Adequate staffing would allow for better customer service, taking a proactive stance.

With limited growth in the level of staffing and increased workloads, over the last several years, it has become more difficult to retain employees. Staffing levels are too low and must be raised to reduce the agency’s liability and increase officer safety. This can only be accomplished by adding sworn officers and support staff to the agency.

Administrative Division Lieutenant Louis F. Burris, Commander

The overall objective of the Administrative Division is to provide continuous and effective services to agency personnel and the community through a well-trained, efficient, and productive civilian staff. The goals of the Administrative Division are: to maintain concise,

accurate, and secure records; recruit and retain qualified personnel to sustain professional agency growth; strengthen and refine professional effectiveness through increased training opportunities and the utilization of updated equipment; provide accurate and timely f inancial analys is for the development, implementation and monitoring of the agency’s annual budget; and to effectively move through the CALEA Accreditation process.

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DIVISION GOALS – (Continued)

Bureau of Criminal Investigations Lieutenant Lyle E. Long, Commander

Our vision in the Bureau of Criminal Investigations Division (BCI) is committed to providing services to the citizens of St. Mary’s County with respect, integrity, and professionalism; and to enhance our commitment to the community by ensuring that our most important resource, our employees, have access to enhanced career opportunities, comprehensive education and training programs, and

the tools, information, and facilities to accomplish our mission. Our long-range goals for BCI are to have additional staffing to address the ever increasing crime rate. Other goals for BCI are to make the unit self supportive financially and to be housed off site in its own building, allowing the combined investigative division to obtain its own identity.

Corrections Division Lieutenant Timothy K. Cameron, Commander

The vision for the Corrections Division is to become a learning organization that recognizes and promotes employee spirit with a desire to improve services to the citizens of St. Mary’s County; to safely, securely, and humanely incarcerate sentenced inmates and detainees awaiting trial; to provide the very best medical and mental health treatment available for inmates as well as programs to assist

inmates in the reintegration into the community; to insure that we plan and project for the future correctional needs of St. Mary’s County by developing Correction professionals and facilities that embody correctional best practices and adhere to the Maryland Commission on Correctional Standards.

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DIVISION GOALS – (Continued)

Patrol Division Lieutenant Michael R. Merican, Commander

The goal of the Patrol Division is to be a model law enforcement agency, nationally accredited, and viewed internally and externally a as professional, enthusiastic, and trustworthy. We are committed to rewarding our employees for creativity, hard work, and being responsible to the needs of our community. We treat our employees and citizens with dignity and respect, continually striving to meet

their needs. We operate with fiscal prudence, as we effectively manage our resources, while providing the highest level of service and protection to our citizens.

Special Operations Division Lieutenant John D. Horne, Commander

The Sheriff’s Office Special Operations Division is the most diverse division within the agency, consisting of 13 different sections. Because of the overall agency’s manpower shortage, the divis ion is one of the only divisions that is able to be more proactive than reactive, conducting programs for families and the community and improving the overall quality of life in St. Mary’s County.

Our goal within the Special Operations Division is to increase the number of personnel assigned to the divis ion, and in doing so increase and improve the programs we currently offer. We, like all members of the agency, will continue to perform our duties in a proficient, professional manner providing the best service to the citizens of St. Mary’s County.

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TOPICS SECTION

Emergency Services Team (EST) Vehicle Assault Extraction

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CRITICAL ISSUES Fiscal Years 2006 and 2007

• Staffing/Mandates/Workloads

• Crime Rates

• Response Times/Calls for Service

• Demographics

• Hiring

• Retention

• Collateral Duties

• Community Expectations

• Capital Improvement Projects

• Risk Management

• Accreditation

• Training

• Policies and Procedures

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STAFFING/MANDATES/WORK LOADS The Maryland Constitution provides that the Sheriff be elected every four (4) years with the office coming under the Judicial Branch of the government. The Sheriff is therefore a State constitutional officer who functions autonomously from the legislative and executive branches of government. The authority and responsibilities of the Office of the Sheriff are established by common law, statutory enactment and judicial rules. The Sheriff and his deputies have the authority to serve process such as summonses, subpoenas, and arrest warrants. General Overview The duties and responsibilities of the St. Mary’s County Sheriff’s Office include:

• Preserve the peace and maintain public safety. • Enforce laws, arrest and commit to jail felons and other violators of statutory or

common law. • Execute legal process as directed. • Attend the trial courts of felons and preserve the peace within the courthouse. • Custody and transportation of prisoners. • Execute and carry out the mandates, orders and directions of the courts.

Trends Community needs and law enforcement trends have changed drastically since the adoption of the mandated requirements outlined within the Maryland Constitution. Although the mandates permit for preservation of peace, enforcement of laws and custody/control of prisoners; the means by which these duties occur have changed dramatically, creating an increased employee workload for which the Maryland Constitution only dictates through common terms. In order to provide 21st century law enforcement needs to the community, as accepted by our general population and Board of County Commissioners, the Office of the Sheriff has diversified the organization by dividing its personnel into divisions creating optimal utilization of all available resources. Past trends caused law enforcement to be reactive to community issues with current trends calling for a more proactive response to community concerns. This approach requires law enforcement to redefine their mission and combat crime through a community oriented police system. This action called for combining law enforcement and the community by means of direct interaction and education. As this process continued so did the need for law enforcement to provide additional specialized services to allow for progression. Unfortunately, budgetary restrictions failed to provide for the required additional manpower within the current infrastructure which supports the additional projects. The Office of the Sheriff provides the community with a variety of programs tailored to meet citizen demand. These units are sparsely manned but continue mainly due to employee dedication. Critical Issues Calls for service, inmate growth and community demands have increased with virtual stagnant growth of the Sheriff’s Office. The special services provided evolved from redeployment of patrol personnel for which there have been no replacements. Patrol duties have somewhat returned to reactive versus the proactive response. This is primarily due to a lack of necessary

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manpower to accomplish the task at hand. As attrition occurs, an increase in overtime is incurred in an effort to meet the internal minimum mandates for daily patrol activities. Goals Seek budgetary approval from the Board of County Commissioners to implement in phases the staffing needs of the Office of the Sheriff. Action Steps

Lead Person(s)

Resources Needed

Timeline

Increase the sworn complement with ten (10) additional Deputies with equipment in FY06 and ten (10) additional Deputies with equipment in FY07 which will enable the agency to keep up with the increased workloads.

Sheriff, BOCC, and Department of Human Resources.

Budgetary support for ten (10) additional Deputies with equipment in FY06 and ten (10) additional Deputies with equipment in FY07. See estimated cost summaries listed below.

July 1, 2005 through June 30, 2006 (FY06) July 1, 2006 through June 30, 2007 (FY07).

Increase supervision for the sworn complement with five (5) additional rank only Corporals in FY07 which will enable this agency to keep up with the increased workloads.


Budgetary support for five (5) additional rank only Corporals.

July 1, 2006 through June 30, 2007 (FY07).

Increase supervision for the sworn complement with five (5) additional Senior Deputy First Class (DFC) ranks in FY06 and five (5) additional Senior DFC ranks in FY07 which will enable this agency to keep up with increased workloads.


Budgetary support for five (5) additional Senior DFC ranks in FY06 and five (5) additional Senior DFC ranks in FY07.


Increase staff by four (4) Correctional Officers in FY06 to keep up with increased workloads.


Budgetary support for four (4) Correctional Officers in FY06.

July 1, 2005 through June 30, 2006 (FY06). .

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Action Steps

Lead Person(s)

Resources Needed

Timeline

Increase supervision by four (4) rank only Corporals in Corrections to keep up with increased workloads.


Budgetary support for four (4) rank only Corporals.


Increase supervision by two (2) additional Senior CFC ranks in FY06 and two (2) additional Senior CFC ranks in FY07 to keep up with increased workloads.


Budgetary support for two (2) additional Senior CFC ranks in FY06 and two (2) additional Senior CFC ranks in FY07.


Increase the civilian complement by hiring one (1) civilian Armorer to decrease liability and evenly distribute collateral duties.


Budgetary support for one (1) new Armorer position.


Hire one (1) Risk Manager and one (1) Senior Office Specialist (TPT) to assist Risk Manager to decrease liability and evenly distribute workloads.


Budgetary support to hire one (1) Risk Manager and one (1) TPT Senior Office Specialist.


Hire one (1) Senior Classification Specialist to support the Records Section with additional workloads.

Sheriff, BOCC and Human Resources.

Budgetary support to hire one (1) Senior Classification Specialist.


Hire one (1) additional Property Specialist to support the Crime Lab with additional workloads.


Budgetary support to hire one (1) additional Property Specialist.


Hire one (1) additional Background Investigator to keep up with the workloads for both the Sheriff’s Office and County Government background checks.

Sheriff, BOCC and Department of Human Resources.

Budgetary support to hire one (1) additional Background Investigator.


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Action Steps

Lead Person(s)

Resources Needed

Timeline

Continue the employment of one (1) TPT Police Services Specialist/ Quartermaster to keep up with workloads and convert to a full-time position in FY07.


Budgetary support to continue employment of one (1) TPT Police Services Specialist/Quartermaster.

July 1, 2005 through June 30, 2006 (FY06). July 1, 2006 through June 30, 2007 (FY07).

Hire one (1) Fiscal Specialist to keep up with the workloads and maintain accountability at the Adult Detention Center.


Budgetary support to hire one (1) Fiscal Specialist.


Hire one (1) Senior Office Specialist to keep up with the workloads at Booking at the Adult Detention Center.


Budgetary support to hire one (1) Senior Office Specialist.


Continue the employment of one (1) TPT Transcriptionist position in the BCI Division.


Budgetary support to continue employment of one (1) Transcriptionist position in the BCI Division.


Hire one (1) additional Inmate Services Coordinator to keep up with the workloads at the Adult Detention Center.


Budgetary support to hire one (1) additional Inmate Services Coordinator.


Estimated Costs Fiscal Year 2006

Budget Request

Ten (10) Sworn Deputies $ 687,785 Equipment for ten (10) Sworn Deputies 401,804 Five (5) additional Senior DFC Ranks 28,493 Four (4) Correctional Officers 240,209 Four (4) Rank Only Corporals (Corrections) 8,306 Two (2) additional Senior CFC Ranks 7,798 One (1) Armorer 61,778 One (1) Risk Manager 61,778 One (1) Senior Office Specialist to assist Risk Manager (TPT) 13,558 One (1) Senior Classification Specialist (Records Section) 41,621 One (1) Property Specialist (Crime Lab) 45,632

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Fiscal Year 2006 (Continued)

Budget Request

One (1) Background Investigator (Personnel) 51,149 Continue employment for one (1) Quartermaster (Police Service Specialist TPT) 16,063 One (1) Fiscal Specialist (Corrections) 41,621 One (1) Senior Office Specialist (Corrections – Booking Post II) 41,621 Cost to continue employment for one (1) Transcriptionist (BCI Division TPT) 17,793 One (1) additional Inmate Services Coordinator 61,778 Total Fiscal Year 2006 Costs $1,828,787 Fiscal Year 2007

Budget Request

Ten (10) Sworn Deputies $ 687,785 Cost for equipment for ten (10) Sworn Deputies 401,804 Five (5) Rank Only Corporals (Law Enforcement) 31,156 Cost for five (5) additional Senior DFC Ranks 28,717 Cost for two (2) additional Senior CFC Ranks 7,798 Cost to convert one (1) Quartermaster (Police Services Specialist TPT) to a full-time employee (FTE) position

30,950

Continued employment for one (1) Transcriptionist (BCI Division TPT) 18,148 Total Fiscal Year 2007 Costs $1,206,358 Potential Impacts(s)/Benefit(s)

Adverse impact if critical issues are not addressed: Decreased officer safety. Increased liability. Unfavorable community opinion. Decreased employee productivity. Low employee morale. Increased sick/accident leave. Increased citizen complaints. Employee retention. Inability to retain TPT positions.

Benefits: Increased officer safety. Safer community. Decreased liability. Favorable community opinion. Increased employee productivity. Increased employee morale. Decreased sick/accident leave. Decreased citizen complaints. Improved employee retention. Continued employment of TPT positions.

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Recommendations The Office of the Sheriff has realized little to no growth for over six (6) years, but the needs of the community have continued at the expense of the employees. National standards identify a ratio of 2.8 officers per 1,000 inhabitants for non-metropolitan counties, St. Mary’s County is currently at a ratio of 1.53 officers per 1,000 inhabitants. The members of the Sheriff’s Office realize the community cannot fund such a standard at this time. However, in order to attain a proactive approach to law enforcement, a realistic growth plan must be implemented for the continued success of the community.

The national average of law enforcement officers for non-metropolitan counties is 2.8 sworn officers per 1,000 inhabitants. The current population of St. Mary’s County is 93,230. (93,230 ÷ 1000 x 2.8 = 261 -- number of officers needed to meet national average.) St. Mary’s County average level of staffing is 1.53 officers per 1,000 inhabitants. (93,230 ÷ 1000 x 1.53 = 143 St. Mary’s County ratio (Maryland State Police [34] & Sheriff’s Office [109]). Source: Crimes in the United States 2003, Uniform Crime Reports, U.S . Department of Justice Federal Bureau of Investigation.

Based upon an internal assessment, the Patrol Division must realize a growth of fifteen (15) deputies to include five additional (5) corporal “rank only” positions over the next two (2) years. This represents a growth of about twenty-two percent (22%). As this growth occurs, so should the development within the remaining law enforcement divisions. This estimate would include two (2) positions for the Bureau of Criminal Investigations as well as an additional three (3) positions in the Special Operations Division. The growth within the respective law enforcement divisions also creates the need for civilian staff. The recommendation is for the continuation of the part-time CALEA Coordinator, one (1) new permanent risk manager with a temporary part time (TPT) senior office specialist for support, one (1) new permanent background investigator, as well as one (1) records clerk position for the Administrative Division; one (1) new temporary part time Bureau of Criminal Investigations office clerk (transcriptionist) as well as one (1) additional property specialist; one (1) TPT Police Services Specialist/Quartermaster and one (1) new permanent Special Operations Division (SOD) Armorer. The services provided by the Corrections Division have dramatically changed since the enactment of the Maryland Constitutional mandate. The Corrections Division is committed to the reduction of recidivism, as well as alternatives to incarceration programs. A review of the Corrections organizational structure revealed a lack of staffing as it relates to the manning of stationary posts. Correctional officers within the organization are required to man eight (8) different posts with two posts requiring two (2) officers. There currently are no safeguards in place to facilitate constant monitoring of inmates when duty calls for correctional officers to vacate a post for other reasons (i.e., assist another officer, meal serving, laundry, etc). This occurs quite often and places the agency at significant liability risk.

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As a result, an organizational restructure has been implemented to diminish exposure to certain risks as well as a needs assessment study which is currently under bid proposal in the Fiscal Year 2005 Capital Budget. Despite these efforts, further action needs to be taken prior to any study recommendations. Funding for Four (4) Correctional Officers: An assessment reveals each correction squad requires thirteen (13) correctional officers and two (2) supervisors. This allows for the placement of two (2) officers in the critical areas (main control, booking and E-wing) and an additional two (2) officers for “roving” purposes to act as relief when personnel are required to vacate a post or provide additional support as needed. The addition of these employees would also increase the complement within the community supervision unit responsible for alternatives to incarceration. With the increase of home detention/work release/work incentive and other programs, it is recommended additional personnel be afforded to monitor approximately eighty (80) off-site inmates. Currently, this two (2) person unit provides minimal attention to these individuals and liability exposure is significant when issues arise from our failure to properly monitor. Funding for Four (4) Rank Only Corporal Positions: Due to increased administrative duties the sergeant positions have been required to absorb tasks which removes them from typical “floor supervision.” This function has been consumed by the corporal rank who normally are required to supervise from a fixed post assignment creating for supervisory ineffectiveness. Funding for a Second Inmate Services Coordinator Position: This position is a mandated function and is responsible for the housing classification of all inmates as well as providing for other special needs. Because of the soaring inmate population, the job duties for acceptable employee performance has depreciated as other “non-qualified” personnel are required to effect certain tasks incumbent of the position due to increased workload. Funding for a Fiscal Specialist Position: The Corrections Division is the second largest budgetary requirement for the Office of the Sheriff. Not only does the division incur operational costs, it also is responsible for inmate funds and revenue through certain programs exceeding one million dollars. Currently, correctional officers are responsible for this function and not properly trained in this field. The Office of the Sheriff and County Government would be better served to require more prudence with fiscal management through the placement of an employee more knowledgeable in this field. Funding for Senior Office Specialist Position: The division has realized no support staff growth since 1998. However, inmate population growth has risen 56% over the past six (6) years. The workloads incumbent of the present staff has become overwhelming creating for reduction in overall efficiency and productivity.

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CRIME RATES

General Overview Studies of crime prevention tactics have suggested police-oriented strategies have an important role in crime prevention and policy. Even within the most crime-ridden neighborhoods, crime is clustered at a few discrete locations while other areas are relatively crime free. Crime can be reduced when law enforcement focus their attention on these specific areas. Figure 1 denotes the number of incidences over a four year period has increased.

Number of Reported Crimes

7268 7506 77708140 8250

1810 1753 1797 21051690

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

2000 2001 2002 2003 2004Years

Offe

nses

Total Offenses CSAFE Offenses

Figure 1 – Source: HTE Crimes

CSAFE stands for Collaborative Supervision and Focused Enforcement. In St. Mary’s County, the Sheriff’s Office is the lead law enforcement agency in the CSAFE Program. Throughout the state most CSAFE teams cover a block or a subdivision. The CSAFE area in St. Mary’s County is confined to the Lexington Park/Great Mills area. From Fiscal Year 1999 through Fiscal Year 2004, the staffing authority had remained at 106 sworn officers. The Board of County Commissioners approved the addition of 3 sworn officers in Fiscal Year 2005 for assignment to the School Resource Program.

32

Trends Current trends in law enforcement involve community policing and focused strategies. While these practices have developed increased competencies in the field of law enforcement, they have demanded changes in organization structure, an enhanced training regimen, and additional manpower. Past trends in law enforcement required deputies to solve crimes, arrest perpetrators, and maintain an adequate detention facility. Current trends require that deputies analyze the community for crime reduction. Critical Issues The following critical issues are directly related to St. Mary’s County: • Demands for assistance and crime prevention. • Inmate population growth. • Community needs will continue to increase. • County continues to grow. • Proactive, problem-solving entities, and not merely reactive. Goals To promote the preservation of the peace and the prevention/detection of crime through analysis.

Action Steps

Lead Person(s)

Resources Needed

Timeline

Format statistics/send quarterly reports to Command Staff and Fiscal Office.

Sheriff’s Office Systems Administrator.

This task will be performed by the Systems Administrator. See estimated cost summaries listed below.

Quarterly - July through September, October through December, January through March, and April through June.

Provide information to the public through web-based technology.

Sheriff’s Office System Administrator and Director of Information Technology Department.

This task will be coordinated by the Systems Administrator.

Quarterly - July through September, October through December, January through March, and April through June.


Budget Request

Staffing costs are currently captured in the Sheriff’s Office approved budget $ -0- Total Fiscal Year 2006 Costs $ -0-

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Fiscal Year 2007

Budget Request

Staffing costs are currently captured in the Sheriff’s Office approved budget $ -0- Total Fiscal Year 2007 Costs $ -0-

Potential Impact(s)/ Benefit(s)

Adverse impact if critical issues are not addressed: Ineffective deployment of resources. Critical information not shared within the agency and community. Crime trends not recognized.

Benefits: More effective deployment of resources. Critical information being shared within the agency and community. Crime trends recognized. Increase in community support.

Recommendations While the increase in staffing authority is the obvious immediate solution, the recommendation is for a long-range strategic plan which includes crime prevention through community policing and incremental staffing adjustments accordingly.

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RESPONSE TIME/CALLS FOR SERVICE General Overview A quick response time to a call often saves lives and protects property. Response time is one of the factors that can affect the public’s satisfaction with law enforcement service. A quick response may well set the tone for the entire law enforcement contact. Calls for service received from the public are an indicator of the work demand placed on the agency and its personnel by the public. Trends For the five-year period of 2000 to 2004 the response time for emergency 911 calls has increased 32.3% and the response time for non-emergency 911 calls has increased 12.8%. Calls for service have increased by 31.6% from 2000 to 2004. Figure 2 denotes the response times for the primary responding unit to 911 and non-911 calls for service for calendar years 2000 through 2004. Figure 3 charts the response times for the primary responding unit. Response Time Analysis - Primary Responding Unit Only

Year 911 Calls For

Service %

Increase/Decrease Non-911 Calls For

Service %

Increase/Decrease

2004 8 minutes 24

seconds -0.2% 9 minutes 57

seconds -0.2%

2003 8 minutes 25

seconds -2.7% 9 minutes 58

seconds -5.0%

2002 8 minutes 39

seconds 28.1% 10 minutes 30

seconds 14.4%

2001 6 minutes 45

seconds 6.3% 9 minutes 11

seconds 4.1%

2000 6 minutes 21

seconds 8 minutes 49

seconds 13.4% Figure 2 – Source: HTE Computer Aided Dispatch

Response Times - Primary Unit

02468

1012

2000 2001 2002 2003 2004

Min

ute

s

911 Calls For Service Non-911 Calls For Service

Figure 3 – Source: HTE Computer Aided Dispatch

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2004 Calls For Service By Month May 4689 March 4562 September 4527 July 4453 June 4444 August 4426 October 4425 February 4369 April 4330 November 4324 January 4318 December 4008 Total 52875

Figure 4 – Source: HTE Computer Aided Dispatch Figure 4 illustrates the calls for service for calendar year 2004 by month from highest to lowest. Figure 5 displays the calls for service from calendar year 2000 to 2004 and the percentage of increase and/or decrease.

2004 Most Frequent Call Types Number of Calls Percentage of Total 2004 Calls For Service

Suspicious Incident 4220 8.0% Premise Check 4026 7.6% Alarm 2617 4.9% Motor Vehicle Accident - Property Damage 2100 4.0% Check Welfare 1777 3.4% Theft 1775 3.4% Traffic Complaint 1678 3.2% Warrant Service 1657 3.1% Assist Motorist 1488 2.8% Domestic Violence 1176 2.2% Assault 955 1.8% Burglary 559 1.1%

Figure 6 – Source: HTE Computer Aided Dispatch Figure 6 denotes the most frequent call types, number of calls and percentage of total calls for service in calendar year 2004. Critical Issues

Response times are directly affected by: • Number of calls for service. • Number of officers per squad. • Aging vehicle fleet.

Year Calls For Service Increase/Decrease 2000 42955 6.9% 2001 44496 3.6% 2002 42833 -3.7% 2003 48333 12.8% 2004 52875 9.4%

Figure 5 – Source: HTE Computer Aided Dispatch

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• Officer workload. • Lack of proactive patrol. • Case management.

Goals Provide effective and efficient law enforcement services by maximizing the use of current and projected resources. Action Steps

Lead Person(s)

Resources Needed

Timeline

Replace twenty-two (22) vehicles within the aging fleet per County Government vehicle replacement policy.

BOCC and County Transportation Department.

Budgetary support to procure the recommended number of replacement vehicles with equipment per County Government vehicle replacement policy. See estimated cost summaries listed below.


Increase the sworn complement with ten (10) additional Deputies with equipment in FY06 and ten (10) additional deputies with equipment in FY07 to meet the demands for service.


Budgetary support for ten (10) additional Deputies with equipment in FY06 and ten (10) additional Deputies with equipment in FY07.


Increase supervision for the sworn complement with five (5) additional rank only Corporals in FY07 to meet the demands for service.




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Action Steps

Lead Person(s)

Resources Needed

Timeline

Further improve technology to process information more quickly and efficiently.

BOCC and County Information Technology Department.

Budgetary and public support.

Further improve technology to process information more quickly and efficiently.

Continually examine schedules to maximize personnel based on demand.

Command Staff, Shift Commanders and County Information Technology Department.

Budgetary support for the Information Technology Department to procure a scheduling software package.

Continually examine schedules to maximize personnel based on demand.

Hire one (1) Senior Classification Specialist to support the Records Section.


Budgetary support to hire one (1) Senior Classification Specialist.



Budget Request

See Staffing/Mandates/Workloads for Total Personnel Costs $ -0- See Risk Management for Total Fleet Costs -0- Scheduling Software 2,500 Total Fiscal Year 2006 Costs $ 2,500 Fiscal Year 2007

Budget Request

See Staffing/Mandates/Workloads for Total Personnel Costs $ -0- See Risk Management for Total Fleet Costs -0- Cost to Replace Vehicles with equipment is unknown at this time TBD Total Fiscal Year 2007 Costs TBD TBD = To be Determined. Potential Impact(s)/Benefit(s) Adverse impact if critical issues are not addressed:

Slower response times to calls for service. High risk of officer and public injury. Decrease in public perception and confidence. Lower employee morale and job satisfaction.

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Benefits: Faster response times to calls for service. Decreased risk of officer and public injury. Improved public perception and confidence. Improved employee morale and job satisfaction.

Recommendations

In order to ensure a quick response time for calls for service, the following is recommended: - Enforce the County Government vehicle replacement policy. - Increase staffing levels to meet the demands for service in accordance with the

Staffing/Mandates/Workloads recommendations.

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DEMOGRAPHICS General Overview The population for St. Mary’s County is 93,230. Data indicates the population of St. Mary’s County has risen by an average of 1,334 people per year since 1970. (Source: St. Mary’s County Demographic and Socio-Economic Outlook. Projections prepared by the Maryland Department of Planning, Planning Data Services as of July, 2004). Patuxent River Naval Air Station has brought most of the population to St. Mary’s County due to their increasing number of projects. Most people working on the air station and related workforce are living in St. Mary’s County. 74.3% of the 43,264 county workforce work at the air station. An additional 8,045 people travel to St. Mary’s County for work purposes. Trends Population growth has caused for construction of new homes, schools and the expansion of roadways to accommodate an increased volume of traffic. Additionally, all volunteer emergency medical services have realized an increase in funding with the Sheriff’s Office struggling to maintain the demands for service because of limited infrastructure growth. Critical Issues As the population increases so do the calls for service. Demands for service preclude officers from proactive service. Goals Obtain budgetary approval from the Board of County Commissioners to increase staffing levels to meet the demands for service. Action Steps

Lead Person(s)

Resources Needed

Timeline

Increase the sworn complement with ten (10) additional Deputies with equipment in FY06 and ten (10) additional Deputies with equipment in FY07 to keep up with the changing demographics and demands for service from the citizens of St. Mary’s County.




40

Action Steps

Lead Person(s)

Resources Needed

Timeline

Increase supervision for the sworn complement with five (5) additional rank only Corporals in FY07 to keep up with the changing demographics and demands for service from the citizens of St. Mary’s County.




Increase supervision for the sworn complement with five (5) additional Senior DFC ranks in FY06 and five (5) additional Senior DFC ranks in FY07 to keep up with the changing demographics and demands for service from the citizens of St. Mary’s County.



July 1, 2005 through June 30, 2006 (FY06) July 1, 2006 through June 30, 2007 (FY07)


Budget Request

See Staffing/Mandates/Workloads for Total Personnel Costs $ -0- Total Fiscal Year 2006 Costs $ -0- Fiscal Year 2007

Budget Request

See Staffing/Mandates/Workloads for Total Personnel Costs $ -0- Total Fiscal Year 2007 Costs $ -0- Potential Impact(s)/ Benefit(s)

Adverse impact if critical issues are not addressed: Officer retention. Increased response times. Reduction in proactive law enforcement.

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Benefits: Improved officer retention. Decreased response times. Increase in proactive law enforcement.

Recommendations Due to the population growth of St. Mary’s County, it is recommended to increase staffing levels to meet the demands for service.

Sheriff’s Office Citizen Advisory Board

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HIRING General Overview We value the diversity of our employees and the unique perspectives they bring to the St. Mary's County Sheriff's Office. By valuing differences, we demonstrate our commitment to treating everyone with fairness and respect. Trends Historically, the St. Mary's County Sheriff's Office consistently has a number of positions to be filled, which includes deputies, correctional officers and civilians. Statistically, over the last five (5) years, only .08 percent of deputy sheriff applicants are hired, less than one (1) in ten (10). During the last three (3) years, 1.5 percent of correctional officer applicants were hired, less than two (2) in ten (10). Critical Issues The following critical issues are being experienced by the St. Mary’s County Sheriff’s Office:

• Finding qualified applicants representative of the community. • Competitive salaries. • Cost of housing in St. Mary’s County. • Commute issues.

Goals The Sheriff’s Office endeavors to have an agency made up of personnel at all levels reflective of the cultural diversity within St. Mary's County. Action Steps

Lead Person(s)

Resources Needed

Timeline

Informative Advertisements.

BOCC and Department of Human Resources.

Budgetary support for advertising (Law and Corrections). See estimated cost summaries listed below.


Pre-Employment Costs.


Budgetary support for pre-employment costs (Law and Corrections).


Job fairs in other jurisdictions.

Department of Human Resources.

Current budget. July 1, 2005 through June 30, 2006 (FY06).

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Action Steps

Lead Person(s)

Resources Needed

Timeline

Hire one (1) additional Background Investigator to keep up with both the Sheriff’s Office and County Government background checks.


Budgetary support to hire one (1) additional Background Investigator.



Budget Request

Advertisements - Each newspaper advertisement costs an average of $1,700; larger more informative advertisements require more expense. Advertising (Law Enforcement) Advertising (Corrections)

$ 3,000 2,000

Pre-Employment Costs – Each applicant screening costs a total of $650. An average of twenty (20) applicants reach the screening stage for Law Enforcement. With such a high turnover rate in the Adult Detention Center, it takes approximately ten (10) applicants to fill one (1) vacancy due to their failure during the testing process (medical, drug screening, polygraph, etc.) Pre-employment Costs (Law Enforcement) Pre-employment Costs (Corrections)

10,000 4,500

See Staffing/Mandates/Workloads for the costs associated with the Background Investigator.

-0-

Total Fiscal Year 2006 Costs $ 19,500 Fiscal Year 2007

Budget Request

No additional known costs at this time. $ -0- Total Fiscal Year 2007 Costs $ -0- Potential Impact(s)/ Benefit(s)

Adverse impact if critical issues are not addressed: Non-compliance with CALEA. Workforce not reflective of community. Retention and recruitment deficiencies continue.

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Benefits: Compliance with CALEA. Workforce reflective of community. Retain personnel.

Recommendations In order to meet hiring objectives, the following is recommended:

- Work closely with St. Mary’s County Government Department of Human Resources on advertisement issues.

- Broaden advertising areas. - Hire one (1) additional civilian background investigator.

Corrections Entrance Level Training Class Photo

45

RETENTION General Overview It is in the Sheriff’s Office economic advantage to increase retention and reduce costly staffing turnovers caused through advertising, hiring processes, training and lower employee morale. Retention remains an economic issue and the Office of the Sheriff has a financial obligation to retain qualified employees. The average employee stays in his/her job 3.4 years and is more prone to career change. Generation Xers, the people born between 1965 and 1981, want supervisors who are interested in their work and communicate regularly how they are doing. Generation Yers, the people born between 1981 and 1995, are more than 57 million strong in America. Members of generation Y best respond to marketing methods that bring the message to places the Y generation congregates, both offline and online. Trends In the past four (4) years, 26 law enforcement officers, 53 correctional officers and 48 civilians have departed the St. Mary’s County Sheriff’s Office. Figure 7 depicts the number of employees who have retired and/or voluntarily departed the Sheriff’s Office from 1995 to 2004.

05

101520253035

Em

ploy

ees

1995

R et

1995

V ol

1996

R et

1996

V ol

1997

Ret

1997

Vo l

1998

Ret

1998

Vo l

1999

Ret

1999

Vo l

2000

Ret

2000

V o l

2001

Ret

2001

V o l

2002

R et

2002

V o l

2003

R et

2003

V ol

2004

R et

2004

V ol

Retirements & Voluntary Departures 1995-2004

Law Retirement Corr Retirement Civ RetirementLaw Voluntary Corr Voluntary Civ Voluntary

Figure 7 - Source: Sheriff’s Office Personnel Records

Exit Questionnaire Trends:

What did you like best about your job? Common theme among all three (3) categories of employees (Law Enforcement, Corrections and Civilians) was they enjoyed the people they worked with.

46

What did you like least about your job? Lack of manpower; Work schedule; No air conditioning at the Adult Detention Center; Not enough personnel; Working conditions; Paperwork; and Politics. What would you suggest to improve the position you are leaving and/or department? Air conditioning at the Adult Detention Center; Encourage continuing education and training; Lateral movement; Increased pay; Better recruitment process; High ranking officers to visit officers to boost morale; Promotions; More officers on patrol; Trust; Improved leadership and management skills; Better retirement plan; and Changing the work hours and weekends.

Critical Issues The following critical issues directly affect the Sheriff’s Office ability to retain employees:

• Shift work/working conditions. • Public safety retirement. • Employee benefits. • Civilian salaries. • Manpower.

Goals Through competitive pay, benefits and a good working environment, the Sheriff’s Office endeavors to retain employees. Action Steps

Lead Person(s)

Resources Needed

Timeline

Increase the sworn complement with ten (10) additional Deputies with equipment in FY06 and ten (10) additional Deputies with equipment in FY07 to increase employee retention.




Increase supervision for the sworn complement with five (5) additional rank only Corporals in FY07 to increase employee retention.




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Action Steps

Lead Person(s)

Resources Needed

Timeline

Increase supervision for the sworn complement with five (5) additional Senior DFC ranks in FY06 and five (5) additional Senior DFC ranks in FY07 to increase employee retention.




Develop a training matrix for all employees.

Training Coordinator.

Training Budget. July 1, 2005 through June 30, 2006 (FY06).

Employee Survey. Administrative Division.

Time and talent of current personnel.

Annually.

Monitor the trends of the tri-county and Maryland State Police in salary and benefit packages annually for inclusion and support of Strategic Management Process/ Budget.

Administrative Division.

Time and talent of current personnel.

October, 2005 through December, 2005.

Exit Questionnaire a. Compile and analyze data as received. b. Report results at least annually to the Sheriff, Captain, and Command Staff.

Administrative Division.

Current resources. October, 2005 through December, 2005.

Local Jail Capital Improvement Request to the State of Maryland. Currently in process of conducting a Needs Assessment and preparing a Master Plan for the Adult Detention Center to address working conditions.

Sheriff. Fiscal Year 2005 Capital Improvement Budget.

December 1, 2004 through June 30, 2005.

Work with County Government to develop a civilian employee career path.

Sheriff, BOCC and Department of Human. Resources.

Current resources. July 1, 2005 through June 30, 2006 (FY06).

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Action Steps

Lead Person(s)

Resources Needed

Timeline

Increase staff by four (4) Correctional Officers in FY06 to increase employee retention.




Increase supervision by four (4) rank only Corporals (Corrections) to increase employee retention.




Increase supervision by two (2) additional Senior CFC ranks in FY06 and by two (2) additional Senior CFC ranks in FY07 to increase employee retention.




Reclassify recommended civilian staff to compare with the surrounding counties and current job market.


Budgetary support for recommended reclassifications.



Budget Request

See Staffing/Mandates/Workloads for Total Personnel Costs $ -0- Funding for sixteen (16) position reclassifications 39,792 Total Fiscal Year 2006 Costs $ 39,792 Fiscal Year 2007

Budget Request

See Staffing/Mandates/Workloads for Total Personnel Costs $ -0- Total Fiscal Year 2007 Costs $ -0- Potential Impact(s)/Benefit(s)

Adverse impact if critical issues are not addressed: Continued employee attrition. Inexperienced work force. Decreased efficiency/productivity. Negative budget impact. Increased workload. Reduction in special programs.

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Benefits: Employee retention. Experienced work force. Increased efficiency/productivity. Positive budget impact. Decreased workload. Increase in special programs.

Recommendations Retention strategies must begin at the time of hire and continue throughout employment. The following is recommended to address retention of employees:

- Focus on improving conditions affecting the loyalty and commitment of employees in the Sheriff’s Office.

- Retain veteran employees by communicating support and appreciation. - Invest in employees through a structured training matrix.

Law Enforcement Entrance Level Training Class Photo

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COLLATERAL DUTIES General Overview A collateral duty is a function in addition to the officer’s primary responsibility. Law Enforcement: Deputies are assigned or volunteer for additional duties and receive specialized, documented and required training to do these specialized jobs. Due to growth, demand and necessity, some collateral duties have become overwhelming and time consuming and should be full-time positions. Corrections: Collateral duties are critical for compliance with the Maryland Commission on Corrections Standards (MCCS) and the normal day to day operations of the facility. A correctional officer’s primary duty is protecting the citizens of St. Mary’s County by providing for the safe, secure, and humane incarceration of inmates. Trends Law Enforcement: Increased demands for services and legal mandates (i.e., in-service training, firearms) without additional increases in law enforcement personnel have created collateral duty assignments per staff member to escalate. Overwhelming levels of collateral duties have caused for such assignments to be a primary duty versus a secondary assignment. Corrections: Due to the increased inmate population, staff shortages, and increased workloads, it takes additional time to complete assigned collateral duties. Critical Issues The following critical issues are directly related to collateral duties within the St. Mary’s County Sheriff’s Office:

• Need for increased firearms training. • Weapons inspections. • Officer retention. • Monitoring inmates. • Additional employee stress due to increased workloads. • Lack of manpower and increased overtime hours.

Goals The objective of collateral duties is to satisfy legal mandates, reduce/eliminate risk management issues and efficient facility operation.

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Action Steps

Lead Person(s)

Resource Needs

Time Line

Increase the civilian complement by hiring one (1) civilian Armorer to decrease the liability.


Budgetary support for one (1) new Armorer position. See estimated cost summaries listed below.


Increase the sworn complement with ten (10) additional Deputies with equipment in FY06 and ten (10) additional Deputies with equipment in FY07 to evenly distribute collateral duties assigned to each deputy.




Increase supervision for the sworn complement with five (5) additional rank only Corporals in FY07 to evenly distribute collateral duties assigned to each deputy.




Increase supervision for the sworn complement with five (5) additional Senior DFC ranks in FY06 and five (5) additional Senior DFC ranks in FY07 to evenly distribute collateral duties assigned to each deputy.




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Action Steps

Lead Person(s)

Resources Needed

Timeline

Increase staff by four (4) Correctional Officers in FY06 to evenly distribute collateral duties.




Increase supervision by four (4) rank only Corporals (Corrections) to evenly distribute collateral duties.




Increase supervision by two (2) additional Senior CFC ranks in FY06 and by two (2) additional Senior CFC ranks in FY07 to evenly distribute collateral duties.


Budgetary support for two (2) additional Senior CFC ranks in FY06 and two (2) Senior CFC ranks in FY07.


Estimated Cost Fiscal Year 2006

Budget Request


Budget Request

See Staffing/Mandates/Workloads for Total Personnel Costs $ -0- Total Fiscal Year 2007 Costs $ -0- Potential Impact(s)/Benefit(s)

Adverse impact if critical issues are not addressed: Increased liability. Non-compliance CALEA. Loss of Maryland Police and Correctional Training Commission (MPCTC)

certification. Non-compliance with legal mandates. Continued retention problems. Increased overtime costs. Decreased employee productivity.

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Decreased employee morale. Decreased facility efficiency.

Benefits:

Decreased liability. CALEA Accreditation. Continued MPCTC certification. Compliance with legal mandates. Decreased retention problems. Decreased overtime costs. Increased employee productivity. Increased employee morale. Increased facility efficiency.

Recommendations There are approximately 250-300 weapons carried by members of the Sheriff’s Office. As part of the weapon warranty and officer safety concerns, all weapons should be fully inspected once each year by a certified Armorer. As such, it is recommended to increase staffing levels to evenly distribute collateral duties in law enforcement and corrections and to hire one (1) civilian Armorer to decrease liability.

Corrections Division Emergency Response Team (ERT)

54

COMMUNITY EXPECTATIONS General Overview Community Expectations is an overall view of the wants and needs of the community on how their agency can best respond to, and satisfy, their needs. The opportunity for feedback from the community is necessary to find out their concerns, fears, and perceptions. Programs of the St. Mary’s County Sheriff’s Office: Some of the programs in the St. Mary’s County Sheriff’s Office (SMCSO) which are believed to bring law enforcement and the community together are as follows:

• High School Resource Officer Program. • Criminal Justice Program. • Drive to Survive Program. • Fingerprinting. • Home Safety. • Bicycle Safety. • Stranger Danger. • Identity Theft. • Gun Safety. • Drug Prevention. • Security Surveys. • Child Safety Seat Inspections. • Crime Solvers Program. • Are You OK Program. • Chief’s Challenge Seatbelt Campaign. • Collaborative Supervision and Focused Enforcement (CSAFE ) Program. • National Night Out. • Law Enforcement Apprentice Program (LEAP) – internship.

• Programs the St. Mary’s County Sheriff’s Office Participates in:

o Teen Court o Cool To Be a Family. o Operation Spot Light. o Victim Awareness Classes. o Adult Probation Check-ins. o Coordinate the Community Action Teams. o School Bus Inspections. o Summer of Safety, Art and Reading (SOSAR) - Summer Activities for Kids. o Heightened Enforcement Accountability Treatment (HEAT). o Neighborhood Safety Team. o Free to Grow Governor’s Team. o Spring Ridge After-School Program. o Kids and Cops Basketball. o Health Fairs at County High Schools.

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o Gentlemen’s Club. o Junior Police Academy.

• St. Mary’s County Sheriff’s Office Members participate in the following Boards and Committees:

o Alternatives to Youth and Families Board. o Boys and Girls Club. o Board of Education Safe Schools Task Force. o Community Health Advisory Board. o Maryland Sheriff’s Association Legislative Committee. o Mental Health Advisory Board. o St. Mary’s County Criminal Justice Coalition. o St. Mary’s County Teen Drug Court Board. o Three Oaks Shelter Board. o St. Mary’s County Mental Health, Substance Abuse and Victims Advisory

Council. o Tri-County Homeland Security Committee. o Local Management Board Planning Committees. o Tri-County Terrorism Task Force. o Safety Committee. o Safe Nurse Program and Child Death Review Board. o Fire Board. o Maryland Advantage Program. o Local Law Enforcement Advisory Board Committee. o Occupant Protection Committee. o School Bus Accident Review Board. o St. Mary’s County Alliance for Alcohol and Drug Abuse Prevention Steering

Committee. o Highway Safety Committee. o Child Welfare Committee. o Neighborhood Accountability Board. o St. Mary’s Caring Board of Directors. o Maryland Crash Reconstruction Committee. o Maryland Correctional Administrators’ Association o Maryland Sheriff’s Association.

Trends Program requests for community programs are increasing, but the Sheriff’s ability to participate is decreasing. Critical Issues The following critical issues are directly related to community expectations within the St. Mary’s County Sheriff’s Office:

• Maintain public trust. • Provide consistent service throughout the communities. • Maintain safe schools.

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• Provide safe, secure and humane incarcerations. • Presence in the community. • Continue to educate the public.

Goals Improve overall communications and increase the level of participation in community programs and community awareness through an increase in funding for existing and expansion of community based law enforcement programs. Action Steps

Lead Person(s)

Resources Needed

Timeline

Increase the sworn complement with ten (10) additional Deputies with equipment in FY06 and ten (10) additional Deputies with equipment in FY07 to be able to meet the community’s expectations.




Increase supervision for the sworn complement with five (5) additional rank only Corporals in FY07 to be able to meet the community’s expectations.




Increase supervision for the sworn complement with five (5) additional Senior DFC ranks in FY06 and five (5) additional Senior DFC ranks in FY07 to be able to meet the community’s expectations.




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Budget Request


Budget Request

See Staffing/Mandates/Workloads for Total Personnel Costs $ -0- Total Fiscal Year 2007 Costs $ -0- Potential Impact(s)/ Benefit(s)

Adverse impact if critical issues are not addressed: Increase in crime. Public awareness. Lack of communication. Diminished level of confidence.

Benefits: Decrease in crime. Increased public awareness. Improved communications. Increased level of confidence.

Recommendations In order to meet community expectations, increase staffing levels in accordance with the Staffing/ Mandates/Workloads recommendations.

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CAPITAL IMPROVEMENT PROJECTS General Overview The overall objective of the St. Mary’s County Adult Detention Center is to provide safety for inmates, staff and the surrounding community. The Adult Detention Center was occupied in January of 1989 to provide short to medium term incarceration for both male and female convicted and pre-trial offenders at the local level. The Adult Detention Center was originally constructed to house 128 general population inmates. Through double bunking, the addition of extra bunks to work release and work incentive, and a 62 bed expansion in 1998, the facility is currently designed to house 262 general population inmates. Due to significant growth in the inmate population and the aging physical plant, monies were requested and approved by the St. Mary’s County Board of County Commissioners in the amount of $50,000 in Fiscal Year 2005 for a needs assessment and program master plan. The data compiled in the needs assessment and program master plan will be formulated in accordance with the Department of Public Safety and Correctional Services (DPSCS) Local Jails Capital Improvement Program format of a Facility Program Part One and Part Two. Part One and Part Two will contain statistical information and narrative documentation to substantiate findings. Trends Between the years 1999 and 2004 the average daily population of the Adult Detention Center has increased 56%. In 1989, the female average daily population was 8, and in 2004 the female average daily population was 25, an increase of 213%. While the average daily population was 277 in 2004, on weekends in particular, the inmate population rose above 300. Figure 8 indicates the average daily population of the Adult Detention Center versus the rated capacity.

Average Daily Population (ADP)

1989

% of Change

1994

% of Change

1999

% of Change

2004

% of Change

2009

Rated Capacity

128

200

262

262

262

ADP

134

15 %

154

16%

178

56%

277

55%

428

Available Beds

- (6)

46

84

-(15)

-(166)

Rated Capacity = General Population Figure 8 - Source: Maryland Jail Statistics In order to ensure proper classification of inmates, the following modifications are required:

- Holding Cells being utilized as Suicide Watch Cells. - Pod A Female Housing - temporary bunks are being utilized, as necessary. - Pod B Housing - two (2) dayrooms designated for Diagnostics Holding Cells. - Pod C Housing – two (2) dayrooms house federal detainees. - Pod D Housing – special need and protective custody inmates.

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- Work Release – community release inmates – originally designed for 48 inmates but currently houses an average of 79.

- Work Incentive – minimum classification inmate overflow – originally designed for 8 inmates now houses 16 inmates daily.

Critical Issues The following critical issues are directly related to the growth of the inmate population and deteriorating physical plant:

• Retention of county government and contractual employees due to working conditions, for example, increased frustration levels due to overcrowding and, in particular during the summer months, the fact the majority of the facility is not air conditioned.

• Lack of bed space for housing of inmates to include general population, holding areas, work release and work incentive dormitories.

• Changing dynamics of the inmate population and demographics. • Significant increase in special needs and mental health detainees. • The aging physical plant. The needs include, but are not limited to: expansion and

renovation of the booking area, renovation of electronic locking control mechanisms, and security cameras.

• Completion of the storage basement renovation project for archived records. • Ensuring adequate facilities for storage, health services, mental health services, kitchen,

attorney conference rooms, visitation area, program rooms and administrative space. • Heating and ventilation inadequacies.

Goals Obtain budgetary approval from the Board of County Commissioners to submit to the DPSCS an approved Facility Program Part One and Part Two to seek funding in whole or in part by the State of Maryland. Submission of the document is due to the State no later than June 30, 2005. Action Steps

Lead Person(s)

Resources Needed

Timeline

Currently, in the process of procuring a vendor to compile the needs assessment and program master plan for the Adult Detention Center in accordance with the DPSCS Local Jails Capital Improvement Program Policy and Procedures Manual.

Sheriff. $50,000 was approved in the Fiscal Year 2005 Capital Improvement Budget. See estimated cost summaries listed below.

December 5, 2004 through February 1, 2005.

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Action Steps

Lead Person(s)

Resources Needed

Timeline

Sheriff’s Office and Capital Improvement Department work with vendor to compile all data required to complete a comprehensive needs assessment and master program plan.

Sheriff. Salaries as appropriated in the Fiscal Year 2005 Budget.

February 1, 2005 through April 1, 2005.

Based upon the results of the needs assessment and master program plan and careful review by Sheriff’s Office and County’s Administration, seek approval from the Board of County Commissioners (BOCC) to submit to the DPSCS for funding of local jail capital.

Sheriff and BOCC.

To be determined. April 1, 2005 through May 1, 2005.

Finalize and submit the St. Mary’s County local jail construction submission, i.e., approved Facility Program Part One and Two to the DPSCS and work with State officials to ensure the safe, secure and humane incarceration of inmates and detainees in the St. Mary’s County Adult Detention Center.

Sheriff and BOCC.

To be determined. June 30, 2005.

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Budget Request

To be determined based upon completion of the needs assessment and consideration of various options by the Board of County Commissioners.

TBD

Total Fiscal Year 2006 Costs TBD TBD = To Be Determined Fiscal Year 2007

Budget Request

To be determined based upon completion of the needs assessment and consideration of various options by the Board of County Commissioners.

TBD

Total Fiscal Year 2007 Costs TBD TBD = To Be Determined Potential Impact(s)/Benefit(s) Adverse impact if critical issues are not addressed:

Inability to retain qualified and tenured county government and contractual employees. Reduction in General Fund Revenue as bed space will no longer be available for

housing of Immigration and Customs Enforcement (ICE) revenue. New inmates assigned to the Adult Detention Center could be redirected to other

correctional facilities within Maryland counties because a bed is not available. St. Mary’s County Government would then be responsible for reimbursing at that county’s daily per diem rate. The Tri-County average is $52.93. Reduction in inmate programs and services. Inmate frustration may contribute to increased physical altercations between

inmates and correctional officers. Unsafe working conditions. Increased facility maintenance costs.

Benefits:

Retention of qualified and tenured county government and contractual employees. Maintain General Fund Revenue for Immigration and Customs Enforcement

(ICE). New inmates will not be redirected to other correctional facilities within

Maryland due to adequate bed space, and thus no loss of revenue in this area. Increased programs and services. Reduction of physical altercations. Better working conditions Improved facilities maintenance.

Recommendations The findings of the needs assessment study should be carefully reviewed, approved, and implemented accordingly.

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RISK MANAGEMENT

General Overview Risk Management is the process of measuring, or assessing risk and then developing strategies to manage the risks. Ideally risks should be prioritized by the greatest loss and the greatest probability of occurrence. The St. Mary’s County Sheriff’s Office greatest risk exposures are the following:

• Officer involved shootings. • Automobile accidents. • Excessive force complaints. • Lack of enforcement action. • Failure to maintain required and/or appropriate training. • Lack of personnel - failing to keep up with the population increase. • Equipment – aging equipment and fleet. Source: Local Government Insurance Trust (LGIT).

Trends Liabilities are increasing nationwide and therefore the trend for law enforcement is to hire risk managers to identify risk exposures and reduce liability. Critical Issues The following critical issues are directly related to the risks associated with the St. Mary’s County Sheriff’s Office:

• Officer Safety. • Personnel. • Adequate supervision. • Training. • Equipment. • Exposures not being identified. • Identify and prioritize risks. • Develop and maintain a risk database. • Compliance and mandate issues.

Goals Our goal within the Sheriff’s Office is to identify the risks within the agency and reduce or eliminate those risks. This process can be accomplished by determining the probability of occurrences and then placing them in one of the following four categories.

1. Risk Avoidance – Not performing an activity that could carry risk. This is not an option we are able to use within the Sheriff’s Office on many occasions, because it is not feasible in our line of work. Most of the time we do not have the luxury of saying we do not want to do something because the risks or the probability of injury or death is too high.

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2. Risk Reduction – Methods of reducing the possibility of the risk all together or reducing the severity of the risk. One method we use within law enforcement and the Sheriff’s Office is training. We rely heavily upon having our officers properly trained in all aspects of their jobs in hopes of avoiding risks and the civil liability associated with those risks. Also, providing employees with the proper equipment needed to perform their jobs. Ensure state and federal standards are followed as in MOSHA and OSHA.

3. Risk Retention – Accepting loss when it occurs. Risks that can’t be avoided such as getting involved in a physical altercation with a suspect and getting injured. We try to train our officers in communications skills and self defense methods, but it is unavoidable in some instances that a confrontation is going to occur. In those instances, we as an agency have to retain the risk and accept it.

4. Risk Transfer – Causing another party to accept the risk. Out servicing is one way of transferring risk, for example, having the appropriate insurance coverage, hiring outside companies to handle certain tasks for the agency, example Conmed at the Adult Detention Center, vehicle maintenance and public works. Again this is not feasible for the majority of the responsibilities in our organization.

Action Steps

Lead Person(s)

Resources Needed

Time Line

Hire one (1) Risk Manager and one (1) Senior Office Specialist (TPT) to assist Risk Manager.


Budgetary support to hire one (1) Risk Manager and one (1) TPT Senior Office Specialist. See estimated cost summaries listed below.


Develop Risk Plan. Sheriff and Risk Manager.

Statistical Data. July 1, 2005 through December 31, 2005.

Identify Exposures, i.e., MOSHA, OSHA.

Risk Manager and Local Government Insurance Trust (LGIT).

Statistical Data. October 1, 2005 through December 31, 2005.

Increase the sworn complement with ten (10) additional Deputies with equipment in FY06 and ten (10) additional Deputies with equipment in FY07 which will reduce our exposures.




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Action Steps

Lead Person(s)

Resources Needed

Timeline

Increase supervision for the sworn complement with five (5) additional rank only Corporals in FY07 which reduce our exposures.




Increase supervision for the sworn complement with five (5) additional Senior DFC ranks in FY06 and five (5) additional Senior DFC ranks in FY07 which will reduce our exposures.




Implement EST Vest Replacement Program (three (3) vests a year).

Sheriff, BOCC, and Bulletproof Vest Replacement Program.

Budgetary support to replace EST vests with expired warranty. Bulletproof Vest Partnership will reimburse half the cost of the vest.

Ongoing.

Increase staff by four (4) Correctional Officers in FY06 to reduce our exposures.




Increase supervision by four (4) rank only Corporals for Corrections to reduce our exposures.




Increase supervision by two (2) additional Senior CFC ranks in FY06 and two (2) Senior CFC ranks in FY07 to reduce our exposures.




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Action Steps

Lead Person(s)

Resources Needed

Timeline

Procure Stab Resistant Vests for Correctional Officers (Phase In).

Sheriff and BOCC. Budgetary support to procure stab resistant vests for Correctional Officer safety.


Procure utility uniforms for Correctional Officers.

Sheriff and BOCC. Budgetary support to procure utility uniforms for Correctional Officer safety.


Procure annual Tuberculosis (TB) Cell Certification.

Sheriff and BOCC. Budgetary support to procure TB Cell Certification. By law OSHA requires to conduct annual certification test on the Isolation/TB Cell within the facility.

Annual.

Replace Work Release Doors to prevent future escape attempts.

Sheriff, BOCC and Building Services.

Budgetary support to replace and procure locking mechanism for the work release doors at the Adult Detention Center.


Replace one (1) Canine Dog retiring from service in FY06.

Sheriff and BOCC. Budgetary support to retire and replace one (1) Canine Dog.


Replace one (1) Canine Training Suit.

Sheriff and BOCC. Budgetary support to replace and procure Canine Training Suit.


Replace twenty-two (22) vehicles with equipment per the County Government Vehicle Replacement Policy.

Sheriff, BOCC and the Transportation Department.

Budgetary support to replace and procure twenty-two (22) vehicles.


Procure less lethal ammunition for training/qualification.

Sheriff and BOCC. Budgetary support to procure less lethal ammunition for training/qualification.


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Action Steps

Lead Person(s)

Resources Needed

Timeline

Perform complete physicals on the members of the EST Team every two (2) years. Split costs whereas ½ of team will receive physicals one year and the other half the following year.

Sheriff, BOCC, and medical contractor, CONMED.

Budgetary support perform complete physicals on the members of the EST Team every two years.

Ongoing.

Replace EST specialized supplies such as flash bang bodies and reloads, surefire bulb bodies, handgun lights, etc.

Sheriff, BOCC, and BCI Lieutenant.

Budgetary support to replace the necessary EST specialized supplies.



Budget Request

See Staffing/Mandates/Workloads for Total Personnel Costs $ -0- Replacement of twenty-two (22) vehicles 465,608 Equipment for twenty-two (22) replacement vehicles 172,128 EST Vest Replacement Program (Law Enforcement) 8,244 Stab Resistant Vests (Corrections) 18,270 Procure Utility Uniforms for Correctional Officers 7,315 TB Cell Annual Certification 2,500 Work Release Doors (Adult Detention Center) 5,000 Less lethal ammunition for training/qualification 5,000 Replace K-9 training suit 1,700 Replace one (1) Canine Dog 6,500 Perform twenty (20) complete physicals on members of the EST Team 13,000 Replace EST specialized supplies 2,830 Total Fiscal Year 2006 Costs $ 708,095

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Fiscal Year 2007

Budget Request

See Staffing/Mandates/Workloads for Total Personnel Costs $ -0- Replacement vehicles with equipment is not known at this time TBD EST Vest Replacement Program (Law Enforcement 8,244 Stab Resistant Vests (Corrections) 12,600 Perform twenty (20) complete physicals on members of the EST Team 13,000 Total Fiscal Year 2007 Costs $ 33,844 Potential Impact(s)/Benefit(s) Adverse impact if critical issues are not addressed:

Increased risks/loss/exposures. Injuries/lost employee hours. Non-compliance to mandates. Increased insurance rates.

Benefits: Reduction of liabilities. Safer work environment Mandates are maintained. Safer work environment.

Recommendations In order to identify the risks within the St. Mary’s County Sheriff’s Office and reduce or eliminate those risks, the following is recommended:

- Recommend risk manager and support position be hired for the Office of the Sheriff. The risk manager will identify current and potential risk or problem areas.

- Establish a risk management plan. - Increase staffing levels to reduce our exposure to risks. - Procure needed safety clothing and equipment to protect employees and citizens.

The St. Mary’s County Sheriff’s Office Canine Unit reduces risk

exposures and liability through continuous training.

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ACCREDITATION General Overview The Sheriff’s Office is pursuing International Accreditation through the Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA). CALEA was established as an independent accrediting authority in 1979 by the four major law enforcement membership associations: International Association of Chief’s of Police (IACP); National Organization of Black Law Enforcement Executives (NOBLE); National Sheriffs' Association (NSA); and Police Executive Research Forum (PERF). Accreditation is a tool that gives the Sheriff a proven management system that supports decision-making and resource allocation. Trends Accreditation embodies the precepts of community-oriented policing. It creates a forum in which law enforcement and citizens work together to prevent and control challenges confronting law enforcement and provides clear direction about community expectations. Critical Issues The following issues are directly related to the accreditation process of the St. Mary’s County Sheriff’s Office:

• Strengthen crime prevention and control capabilities. • Formalize essential management procedures. • Establish fair and nondiscriminatory personnel practices. • Improve service-delivery. • Solidify interagency cooperation and coordination. • Boost citizen and staff confidence in the agency.

Goals The overall purpose of the CALEA Accreditation Program is to improve delivery of law enforcement service by offering a body of standards, developed by law enforcement practitioners, covering a wide range of up-to-date law enforcement topics. It recognizes professional achievements by offering an orderly process for addressing and complying with applicable standards. Action Steps

Lead Person(s)

Resources Needed

Timeline

Self-assessment - The Sheriff’s Office is currently in what is known as “Self–assessment.” This is a thorough internal examination to determine whether the Sheriff’s Office complies with all applicable Standards.

Sheriff, Administrative Commander, and Temporary Part Time (TPT) CALEA Coordinator.

Budgetary support to procure the necessary supplies and equipment to create the mandated files for CALEA self assessment (FY06). See estimated cost summaries listed below.

June, 2004 through July, 2006.

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Action Steps

Lead Person(s)

Resources Needed

Timeline

Onsite Inspection - An Onsite inspection is conducted by three assessors who are law enforcement officials from different parts of the United States, or Canada.

Sheriff, Administrative Commander, and TPT CALEA Coordinator.

Budgetary support to bring the assessors to St. Mary’s County to perform the onsite inspection (FY07).

August, 2006.

CALEA Review and Decision - CALEA

reviews the final report and receives testimony from agency personnel, assessors and staff. If the agency has met all compliance requirements accredited status is awarded.


(FY07) Budgetary support.

March, 2007.

Re-accreditation - Annual Reports are submitted to CALEA

showing continued compliance. At the conclusion of the three-year period, another Onsite Inspection is scheduled.


(FY07), (FY08), (FY09), and (FY10) Budgetary support.

Ongoing Process from August, 2006 through August, 2009.

Continued employment of the TPT CALEA Coordinator.


Budgetary support to continue employment of the TPT CALEA Coordinator for FY06 and FY07.



Budget Request

See Policies and Procedures for Total Personnel Costs associated with CALEA Coordinator position.

$ -0-

Office Supplies (file folders for creation of new CALEA mandated files) 1,500

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Fiscal Year 2006 (Continued)

Budget Request

Equipment (File Cabinets to house the new CALEA mandated files) 1,400 Total Fiscal Year 2006 Costs $ 2,900 Fiscal Year 2007

Budget Request

See Policies and Procedures for Total Personnel Costs associated with CALEA Coordinator position.

$ -0-

Travel Expenses for Onsite Inspections 5,500 Total Fiscal Year 2007 Costs $ 5,500 Potential Impact(s)/Benefit(s) Adverse impact if critical issues are not addressed:

Increased liability. Increased citizen complaints. Diminished service delivery.

Benefits:

Decreased liability. Reduced insurance premiums. Reduced citizen complaints. Improved service delivery.

Recommendations Successful completion of the accreditation program requires commitment from all levels of the organization, starting with the chief executive officer. Therefore, continued commitment from elected officials is also an integral ingredient in the accreditation process.

While CALEA accreditation does not pertain to the adult detention center,

Maryland State law dictates the Maryland Commission on Correctional Standards conduct formal audits of the Adult Detention Center bi-annually.

In the above photograph Corrections Division personnel are receiving the latest Recognition of Achievement Award for 100% Compliance.

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TRAINING

General Overview Training is necessary to insure compliance with the Maryland Police and Correctional Training Commission (MPCTC) for entrance level and annual in-service training, as well as to keep officers current on laws, trends, and performance techniques. Training is one of the most important responsibilities in any law enforcement agency. Training serves three broad purposes; first, well-trained officers are better prepared to act decisively and correctly in a wide spectrum of situations; second, training results in greater productivity and effectiveness; and third, training fosters cooperation and unity of purpose. Moreover, agencies are being held legally accountable for the actions of their personnel and for failing to provide adequate training. Increased levels of training allow agencies to deal effectively with law enforcement problems in an increasingly complex and sophisticated society. The MPCTC requires a minimum of 600 hours of entrance level training, and 18 hours of in-service training annually for law enforcement officers. The Commission requires a minimum of 160 hours of entrance level training, and 18 hours of in-service training annually for correctional officers. The aforementioned are strictly minimum required hours and cannot keep personnel technically efficient in legal matters and specialized operations such as Emergency Services Team (EST), Emergency Response Team (ERT), less lethal utilization, hostage negotiations, specialized crime investigations, intoximeter operations, collision reconstruction; just to name a few. Trends Although there are no accurate averages for annual ongoing training nationwide, over the past several years annual training for officers has increased considerably. Officers are now required to be more technically trained due to an increasingly complex society, i.e. Weapons of Mass Destruction, advancement in DNA technology, and less lethal weapons. Critical Issues The following critical issues are directly related to training within the St. Mary’s County Sheriff’s Office:

• Budget and personnel limitations. • Meeting required mandates (MPCTC, CALEA). • Community expectations.

Goals Obtain adequate funding and personnel to maintain a well-trained staff. Action Steps

Lead Person(s)

Resources

Timeline

Develop training matrix system for all employees.

Training Coordinator.

Training Budget. See estimated cost summaries listed below.


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Action Steps

Lead Person(s)

Resources Needed

Timeline

Increase training budget to include Southern Maryland Criminal Justice Academy (SMCJA) budget increase.

Sheriff, BOCC , and Department of Human Resources.

Budgetary support for the Southern Maryland Criminal Justice Academy allocation increase


Increase the training budget to allow one (1) individual to attend the Polygraph Examiner Training School.

Sheriff and BOCC. Budgetary support to allow one (1) sworn officer to attend Polygraph Examiner Training School.


Increase the sworn complement with ten (10) additional Deputies in FY06 and ten (10) additional Deputies in FY07 to allow for adequate training time.




Increase supervision for the sworn complement with five (5) additional rank only Corporals in FY07 to allow for adequate training time.




Increase supervision for the sworn complement with five (5) additional Senior DFC ranks in FY06 and five (5) additional Senior DFC ranks in FY07 to allow for adequate training time.




Procure the adequate ammunitions to properly train and qualify employees for the use of less lethal weapons.

Sheriff and BOCC. Budgetary support for less lethal ammunitions.


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Action Steps

Lead Person(s)

Resources Needed

Timeline

Increase staff by four (4) Correctional Officers in FY06 to allow for adequate training time.




Increase supervision by four (4) rank only Corporals in Corrections to allow for adequate training time.




Increase supervision by two (2) additional Senior CFC ranks in FY06 and two (2) additional Senior CFC ranks in FY07 to allow for adequate training time.





Budget Request

Cost for one (1) sworn officer to attend Polygraph Examiner Training School $ 5,270 Increase allocation to the Southern Maryland Criminal Justice Academy 2,000 See Staffing/Mandates/Workloads for Total Personnel Costs -0- Total Fiscal Year 2006 Costs $ 7,270 Fiscal Year 2007

Budget Request

See Staffing/Mandates/Workloads for Total Personnel Costs $ -0- Total Fiscal Year 2007 Costs $ -0- Potential Impact(s)/Benefit(s) Adverse impact if critical issues are not addressed:

Retention problems. Increased liability. Increased injuries. Lower proficiency levels. Increased citizen complaints. Decreased case closures. Decreased convictions.

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Benefits: Improved employee retention. Decreased liability. Reduction in injuries. Reduced insurance premiums Improved proficiency. Reduced citizen complaints. Increased case closures. Increased convictions.

Recommendations Training is critical to an efficient professional law enforcement agency. Without local government support it is only possible to achieve minimum training requirements. Therefore, every opportunity to garner support for increases in funding and staffing needs to be utilized to achieve the resources required to keep personnel trained, motivated, and proficient.

In conjunction with the National Sheriff’s Association and St. Mary’s County Chamber of Commerce, Sheriff Zylak extended an invitation to the citizens of St. Mary’s County to attend a course on Weapons of Mass Destruction: Homeland Security Initiative Community Partnerships Training on September 18th, 2004. The day before key Sheriff’s Office personnel received Community Involvement Training.

Community, members through the use of group exercises, a participant manual and a reference guide, were acquainted with the concepts and approaches of community partnerships and how to mobilize local resources to plan for and respond to a terrorist attack.

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POLICIES AND PROCEDURES

General Overview Policies and Procedures of a law enforcement agency serve as a guideline for standard operating practices for all employees within the agency. The current Policy Manual for the Sheriff’s Office was written in conjunction with the International Association of Chief’s of Police (IACP) in March of 1988. Many of these policies have not been updated or revised for over sixteen years. Existing policies are many times interpreted broadly. Trends Law enforcement agencies throughout the United States are now operating under a management style which utilize formal policies that are reasonable, enforceable and flexible. Standard Operating Procedures (SOP’s) are then developed to further and more clearly define the duties and responsibilities of agency personnel. Critical Issues The following critical issues are directly related to policy and procedures within the St. Mary’s County Sheriff’s Office.

• Obsolete policies. • Policies that could better be SOP’s. • Policies in need of revisions. • Policies that can be condensed and combined with other policies.

Goals Updated policy and procedure manual.

Action Steps

Lead Person(s)

Resources Needed

Time Line

Assign policy review and re-writing tasks.

Command staff and supervisors.

Current budget. See estimated cost summaries listed below.

First drafts due within 30-45 days. Further deadlines to be determined by task.

CALEA Coordinator to meet with Command Staff bi-weekly to update and approve policies.

Command staff and supervisors.

Budgetary support to continue the employment of one (1) Temporary Part-time (TPT) – CALEA Coordinator through FY06 and FY07.


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Budget Request

Continued employment cost for one (1) TPT (Temporary Part Time) CALEA Coordinator

$ 25,962

Total Fiscal Year 2006 Costs $ 25,962 Fiscal Year 2007

Budget Request

Continued employment cost for one (1) TPT (Temporary Part Time) CALEA Coordinator

$ 26,740

Total Fiscal Year 2007 Costs $ 26,740 Potential Impact(s)/ Benefit(s)

Adverse impact if critical issues are not addressed: CALEA non-compliance. Risk management associated with obsolete policies and procedures. Exposure to general liabilities. Inefficient operations. Policies not enforced consistently. Lack of knowledge or understanding of existing policies. Low employee morale.

Benefits:

CALEA compliance. Reduced exposure to general liabilities. Improved operations. Policies enforced consistently. Employee knowledge and understanding of existing policies. Improved employee morale.

Recommendations In order to ensure compliance with CALEA:

- The continued update of the policy and procedure manual. - Continued employment of TPT CALEA Coordinator and transition as a full-time position

in the future.

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