Mecklenburg County Sheriff’s Office
FY2017 – 2019 Strategic Business Plan
Sheriff Irwin Carmichael
BOARD OF COUNTY COMMISSIONERS ANNUAL RETREAT
Department Overview
◦ Demand Data and Statistics
◦ Between FY 2008 and FY 2011 the number of
validated/suspected gang members in custody
increased from approximately 178 to 448; this
demonstrates an increase by 152%.
◦ By 2015 this number had grown to approximately
663, representing an increase by 272%, when
compared to 2008. This is significant considering
the average daily population has decreased by 42%
in the same period.
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Department Overview (cont’d)
◦ Since 2011, the number of inmate
disciplines has increased by 16%, while the
average daily population has decreased by
30% over the same period. This shows that
even as the jail population has decreased,
the population of inmates that generate
behavior incidents are still in custody at the
same or higher rates.
Background and Rationale
* “An estimated 64% of jail inmates have one or more psychological disorders.” (Source: Urban Institute, March 2015)
*There has been a substantial decline in the average daily population over the past five years. Although
the numbers have decreased, the behavior problems have not. (Source MCSO)
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Background and Rationale
*In FY 2015, suspected/validated gang members generated 27% of all behavior incidents within the jails.
Since FY 2013, the percent of behavioral incidents generated by this population has increased from 20% to
27%. (Source: MCSO Incident Data)
OFFICER SAFETY CONCERNS
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Sheriff’s Office
Strategic Business Plan ‐ Goals
Goal 1: Reduction of Significant Incidents Related to Inmate Behavior
Goal 2: Improve Management of the Inmate Gang Population
Goal 3: Maintain Environmental Sustainability of Operations
Sheriff’s Office
Strategic Business Plan ‐ Goals
Goal 1: Reduction of Significant Incidents Related to Inmate Behavior
Goal 2: Improve Management of the Inmate Gang Population
Goal 3: Maintain Environmental Sustainability of Operations
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Goal 1: Reduction of Significant Incidents Related to Inmate Behavior
◦Objective 1: Increase staff knowledge and skills
◦ Provide mandatory Mental Health First Aid training for all
uniformed detention staff
◦ Increase staff incident de‐escalation skills and knowledge
◦ Increase participation in Crisis Intervention Training (CIT)
GANGS IN OUR MIDST
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Goal 2: Improve Management of the Inmate Gang Population
◦ Objective 1: Increase Staff Knowledge and Skills
◦ Increase Staff Skills revolving around gang identification/awareness
◦ Increase number of detention staff with the NC Gang School
Certification
◦ Objective 2: Increase number of dedicated staff to gang
management initiatives
◦ Add officers to the Security Threat Group Unit (STGU)
QUESTIONS?
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Mecklenburg County Sheriff’s Office
FY2017 – 2019 Strategic Business Plan
Sheriff Irwin Carmichael
BOARD OF COUNTY COMMISSIONERS ANNUAL RETREAT
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Criminal Justice Services
FY2017 – 2019 Strategic Business Plan
CAROL HICKEY, INTERIM DIRECTOR
BOARD OF COUNTY COMMISSIONERS ANNUAL RETREAT
CRIMINAL JUSTICE SERVICES
Smart Justice Creating Safer Communities
MISSION
We lead data‐driven decision making, effective programming, and interagency collaboration to reduce criminal justice involvement and strengthen the well‐being of our community
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CRIMINAL JUSTICE SERVICES SERVICES AND STAFF
Criminal Justice Services
Total Staff: 56
Criminal Justice Planning Fine Collection
Forensic Evaluations
Staff: 8
Staff: 3
Staff: 6
Pretrial Services
Reentry Services Staff: 19
Staff: 5
Treatment Courts
Staff: 15
Criminal Justice Services
Strategic Business Plan ‐ Goals
• Promote data‐driven decision making to improve the criminal
justice system
•Advance effective, evidence‐based programming to meet
individual needs and reduce criminal justice involvement
•Lead interagency and cross‐departmental collaboration to
optimize the County's investments in criminal justice
All to optimize the County’s investments in Criminal Justice
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Goal 1: Promote data‐driven decision making
Objective 1: Increase availability of meaningful data to:
•inform management
decisions
•enhance understanding of
the criminal justice system
Goal 1: Promote data‐driven decision making
Objective 2: Increase the efficiency and timeliness of the Public Safety Assessment (PSA)
Objective 3: Transition PSA to the magistrate level to assist with initial bond setting
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Goal 1: Promote data‐driven decision making
Objective 4: Increase the efficiency and effectiveness of forensic evaluations available to Mecklenburg County courts Goal 2: Advance effective, evidence‐based programming
Objective 1: Obtain appropriate tools to provide comprehensive case management services
Objective 2: Increase the capacity of Reentry Services to provide services to CJS clients
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Goal 2: Advance effective, evidence‐based programming
Objective 3: Improve access to affordable housing for those with criminal histories
Objective 4: Facilitate the creation of employment opportunities for persons with criminal histories Goal 2: Advance effective, evidence‐based programming
Objective 5: Reduce the number of individuals with Severe and Persistent Mental Illness detained in Mecklenburg County Jail Central and Jail North 86-12
Goal 2: Advance effective, evidence‐based programming
Objective 6: Maximize the Treatment Courts’ effectiveness
1. Superior Court Drug Treatment Court
2. District Court Drug Treatment Court
3. Mental Health Court
4. DWI Treatment Court
5. Youth Treatment Court
6. FIRST Program (family drug treatment court for
parents involved in dependency court whose children are
in DSS custody)
Goal 3: Lead interagency and cross‐departmental collaboration
Reentry Council
Local Treatment Providers
Community Corrections
Law Enforcement
Social Services
JCPC
Community Support Services
Trial Court Administrator
Urban
Ministries Crisis Intervention Teams
Department of Public Safety
County Residents
Health Clinics
Homeless
Resources
Local Healthcare Systems
Behavioral Health Division
Cardinal Innovations
Prisons
Charlotte School of Law
Juvenile Justice
Center for Community Transitions
Lead collaboration to reduce criminal justice involvement and strengthen the well‐being of our community
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Arnold Foundation
District Attorney
Clerk of Court
Judges
Public Defender
Magistrates
Family Law Facilitators
UNC Charlotte
Health Department
Sheriff’s Office
Child Support Enforcement
MacArthur Foundation
Reclaiming Futures
CJAG
Goodwill
Goal 3: Lead interagency and cross‐departmental collaboration
Objective 1: Develop coordinated effort to deliver services to, and promote the reintegration of, individuals with criminal records
Reentry Partners of Mecklenburg Center for Community Transitions
Changed Choices
Charlotte Area Fund
Charlotte Housing Authority
Charlotte Rescue Mission
Charlotte School of Law
Charlotte Works
Charlotte‐Mecklenburg Police Department
Dress for Success Charlotte
Exodus Foundation, Inc
Foundation for the Carolinas
Goodwill Industries of the Southern Piedmont
Helping Homeless to Housing Hope Haven, Inc
Hoskins Park Ministries
InnerVision, Inc
Jackson Park Ministries
Legal Aid of NC
McLeod Addictive Disease Center
Mecklenburg County Criminal Justice Services
Mecklenburg County Sheriff's Office
Melange Health Solutions
Men's Shelter of Charlotte
NC Community Action Association
NC Department of Commerce
NC Division of Adult Correction and Juvenile Justice
NC Division of Vocational Rehabilitation Services
NC Public Defender's Office
New Beginnings Treatment Center
Oxford House International
Parker House Foundation
Q Foundation
ResCare Workforce Services
Social Serve (aka Non‐Profit Industries)
Suit Up Charlotte
The Relatives
Urban Ministry Center
US Attorney's Office
US Bureau of Prisons ‐ Bennettsville, SC
US Department of Veterans Affairs
US Probation Office
YWCA of the Central Carolinas
Goal 3: Lead interagency and cross‐departmental collaboration
Objective 2: Support the Criminal Justice Advisory Group (CJAG) and other community‐based collaborative efforts
The Criminal Justice Advisory Group is committed to making a positive difference in the Mecklenburg County criminal justice system through communication, research, coordination, and planning 86-14
Assistant City Manager ‐ Charlotte
Chief District Court Judge
Chief Magistrate
Child Support Enforcement Director
Clerk of Court
Community Support Services Director
Deputy County Manager
District Attorney
Judicial District Manager, Community Corrections
Police Chief ‐ Charlotte
Police Chief ‐ Cornelius
Police Chief ‐ Davidson
Police Chief ‐ Huntersville
Police Chief ‐ Matthews
Police Chief ‐ Mint Hill
Police Chief ‐ Pineville Public Defender
Senior Resident Superior Court Judge
Sheriff
Trial Court Administrator
Criminal Justice Services
FY2017 – 2019 Strategic Business Plan
VIDEO REMARKS FROM KEY COURT OFFICIALS
BOARD OF COUNTY COMMISSIONERS ANNUAL RETREAT
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MEDICAL EXAMINER’S OFFICE
FY2017 – 2019 Strategic Business Plan
THOMAS D. OWENS, M.D.
BOARD OF COUNTY COMMISSIONERS ANNUAL RETREAT
Department Overview
◦ The Mecklenburg County Medical Examiner’s
Office serves as the Forensic Pathology Center
and County Morgue for Mecklenburg County
and as a regional center for the State of NC
◦ Serve base population of 1.8 million
◦ All traumatic and unnatural deaths (homicides,
suicides, drug overdose, car wrecks, falls, etc.)
◦ Responsible for investigation of these deaths, scene
visits (Mecklenburg only), perform
exams/autopsies, and testify in court
◦ Communicate findings to law enforcement, court
system, epidemiology groups, and families
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Department Overview
◦ The Mecklenburg County Medical Examiner’s Office
serves as the Forensic Pathology Center and County
Morgue for Mecklenburg County and as a regional
center for the State of NC
◦ New facility was completed in 2008
◦ Autopsy facility space remains adequate, but near
capacity for morgue cooler body storage
◦ Changes that began in current fiscal year have been well
received and increased efficiency of operations
◦ New State legislation provides more funding with
increase in demand for service including scene visitations
Background and Rationale ◦ Mecklenburg County is recognized as a major
metropolitan area. As such, its regional Medical
Examiner’s Office should be staffed and equipped
to provide the highest level of support to
its community.
◦ Negative publicity over the past year speaks to the need for law enforcement, first
responders and the Medical Examiner’s Office to form stronger, more cohesive
working relationships
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Medical Examiner
Strategic Business Plan ‐ Goals
◦Goal 1 – Build a National Best in Class Operation
◦Goal 2 – Build Collaborative Partnerships
Goal 1: Build a National Best
in Class Operation Objective 1: Provide the highest
level of Forensic Pathology service
◦ All examinations will be performed by board
certified Forensic Pathologists
◦ Appropriate examination with accurate and
consistent cause and manner of death
◦ Comply with national standards set by the
National Association of Medical Examiners (NAME)
◦ Rebuild community trust and confidence in the ME
system
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Goal 1: Build a National Best
in Class Operation (cont’d)
Objective 2: Provide competent, trained death scene investigators to assist Forensic Pathologists in determining an accurate cause and manner of death
◦ Proper independent death scene investigation
◦ Lack of scene visits and investigation by ME
personnel was recently recognized as a major
deficiency in the entire NC State ME system
Goal 1: Build a National Best
in Class Operation (cont’d)
Objective 3: Staff office 24/7 with in‐
house, full time, trained Medicolegal Death Investigators
◦ Allows the office to respond to all homicide
and suspicious death scenes and conduct
independent investigation
◦ Better serve other agencies
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Goal 1: Build a National Best
in Class Operation (cont’d)
Objective 4: Expand the facility to compensate staff growth and cooler expansion to accommodate body storage capacity
◦ Refrigerated space to store all bodies under ME
jurisdiction
◦ Provide a secure space for evidence storage
◦ Meeting space to discuss pending criminal
actions with court and law enforcement officials
Goal 2: Build Collaborative Partnerships
Objective 1: The ME Office will work in tandem with law enforcement, the court system, and other emergency operations to achieve the highest level of service for the community
◦ Better equip all involved agencies in evaluating and gathering
relevant information to create more investigative efficiencies
◦ Maintain integrity of scene and evidence
◦ Provide proper unbiased assistance in criminal proceedings
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Goal 2: Build Collaborative Partnerships (cont’d)
Objective 2: Provide ongoing training and hands on presence to assist all partner agencies in the criminal justice system
◦ Establish better cooperative working relationship with
these other agencies
◦ Understand the roles, needs, resources, and limitations
of each agency to improve efficiency and outcomes
Thank You
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MEDICAL EXAMINER’S OFFICE
FY2017 – 2019 Strategic Business Plan
THOMAS D. OWENS, M.D.
BOARD OF COUNTY COMMISSIONERS ANNUAL RETREAT
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