BLAINE COUNTY SHERIFF
Sheriff’s Office Ketchum Police Detention Center
Fiscal Year 2020 Operating Budget
Sheriff Steve Harkins Chief Deputy Will Fruehling
Table of Contents
SHERIFF’S OPERATING BUDGET 1-34
Forward / Color Key 3
FY2020 Sheriff Budget Overview General Info 4
Department Profile Operational Description 5 Description of Duties 5-6 Organizational Structure 7 BCSO Values & Guiding Principles 8 Sheriff Major Accomplishments ______9-14
Elements of Our Strategic Plan 15-31
Blaine County Strategic Priorities 16-17 FY2018-2019 Departmental Outcome Update ______18-19
FY2020 Departmental Proposed Outcomes Overview ______20-21 Proposed Outcome Justification - Operational Mission _____22-24 Proposed Outcome Justification- Improve Internal Processes ______25 FY2020 Sheriff Outcome Based Budgeting
Sheriff Summary Schedule 26 Sheriff Code of Accounts 27-28 Sheriff Line Item Justifications 29-33 Projected Department Revenue 34
Blaine County Sheriff’s Office FY2020 Budget Overview Page 1
KETCHUM POLICE DIVISION BUDGET 35-41
Ketchum Mission and Vision Statement 35
Ketchum Accomplishments ______36 FY2020 Ketchum Outcome Based Budgeting
Ketchum Summary Schedule 37 Ketchum Code of Accounts 38 Ketchum Line Item Justifications 39-41
DETENTION DIVISION BUDGET 42-53
Detention Mission and Vision Statement 42 Detention Major Accomplishments ______43-47
FY2020 Detention Outcome Based Budgeting
Detention Summary Schedule 48 Detention Code of Accounts 49-50 Detention Line Item Justifications 51-53
APPENDICES
Glossary 55-56 2019 ISA Jail Inspection Report 57-61
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FORWARD
The Blaine County Sheriff’s Office is committed to providing the highest level of professional law enforcement to its citizens. We pledge to work hard to achieve and maintain our shared values of Teamwork, Integrity, and Excellence. We have prioritized our budget requests in our ongoing strategic planning process to those we feel are vital for our continued operational success, internal improvement, and ability to meet our legal mandates. For Fiscal Year 2020, our goal is to continue to improve our agency’s public services, meet our fiduciary responsibilities, maintain competitive salaries and retain a well-trained professional staff. These tasks are critical to meeting our Operational Mission and improving our Internal Processes. Outcome-Based Budgeting requires that the correct inputs are necessary to determine the activities we can do, the services we can provide, and the outputs and outcomes we can achieve. Ultimately, without the necessary inputs, we cannot reach our desired impacts. Each requested input aligns with Blaine County’s strategic objectives. This year’s requested inputs will allow us to be better staffed and equipped to meet our obligations, increase our effectiveness while decreasing risk, and ensure our alignment with the County’s vision. The framework of this year’s budget includes our major accomplishments over the past year, outcome updates, proposed departmental outcomes for FY2020 detailing the necessary inputs to achieve them, and three separate budgets to represent each of our divisions: Sheriff, Ketchum Police, and Detention. Line item justifications provide details for all increases and reductions. Color coding has been added to make the tables for each division distinct. We look forward to working with the Blaine County Board of Commissioners to continue to fine tune our financial plan to better create the results that meet the needs of our citizens and provide the highest level of law enforcement to the citizens of Blaine County.
Sheriff Steve Harkins Chief Deputy Will Fruehling
Color Key Sheriff’s Budget Dark Blue Table Ketchum Police Division Budget Light Blue Table Detention Center Budget Red Table
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FY2020 Blaine County Sheriff’s Office Budget Overview
General Information
Office / Department: Blaine County Sheriff’s Office
Budget Contact Persons: Sheriff Steve Harkins Chief Deputy Will Fruehling Command Staff Asst. Holly Carter
Budget Team Members: Patrol Captain Curtis Miller Patrol Lt. Bryan Carpita Detention Captain Jay Davis KPD Captain Dave Kassner KPD Admin. Asst. Holly Cole
BCC Presentation Date: 1:30 - 3:00 p.m. June 17, 2019
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Sheriff Office / Department Profile
Operational Description: The Blaine County Sheriff’s Office operates as the chief law enforcement agency of the county in keeping of the peace, enforcing the laws, committing violators, executing all process, attending court trials, promoting public safety, executing orders of the courts, and fulfilling our statutory duty to maintain the county jail.
Description of Duties: law enforcement activities as outlined by Idaho Code for all divisions of the Sheriff’s Office including: . Blaine County Sheriff Administration . Blaine County Patrol Division . Ketchum Police Division . Blaine County Detective Division . Blaine County Civil Division . Blaine County Detention Division . Blaine County Court Bailiff and Security . Blaine County Search and Rescue . Blaine County Boat and Waterways . Blaine County Snowmobile Patrol . Blaine County Narcotics Enforcement Team (NET) . BCSO K9 Team . BCSO Drone Team Agency responds to and serves the public with courteous good will. Promotes public safety for county residents and visitors, protects citizen rights, enforces state and local laws by performing a wide range of professional law enforcement; Ensures all legislative state and federally required duties, responsibilities and enforcement of penal laws per Title 31 and other applicable statutes of Idaho Code are performed; Provides training and certification to educate our staff to be prepared for any public safety event, perform their duties in accordance with county and state law, and stay abreast of new trends, efficiencies, and innovations in law enforcement; Management of fiscal responsibility including the preparation of annual budgets and ongoing expenditures for the Detention Division, Ketchum Police Division, and Sheriff’s budget; Enforces traffic laws during patrols of assigned roadways and enforces boating laws on assigned waterways; Conducts criminal investigations within the county jurisdiction including, but not limited to, crimes against persons or property, narcotics violations, and auto, industrial or aircraft accidents; presents findings according to the established standards in a detailed documented reports; testifies in court as required; Blaine County Sheriff’s Office FY2020 Budget Overview Page 5
Responsible for the proper investigation, chain of custody and case management of all misdemeanor, felony or major investigations within our jurisdiction and assists the Prosecutor’s Office in obtaining successful prosecutions; Performs rescue functions at accidents, emergencies, and disasters to include directing traffic for long periods, administering emergency medical aid, lifting, carrying people away from dangerous situations and securing and evacuating people from particular areas; Processes and transports individuals in custody; Ensures legal service of all civil process and notices for the Sheriff’s Office as required by Idaho Code; Ensures the safety and security of inmates, the public, and the employees of the Sheriff’s Office by efficient and effective operation of the Blaine County Detention Center; Oversees the activities and security of the Blaine County Courts including providing for the safety of court personnel, incarcerated defendants, and the public; Operates Search and Rescue to include rescue and recovery for lost or missing persons. Provides training to prepare search and rescue members to be ready to save lives when necessary; Provides Emergency Operations Center and disaster coordination including but not limited to fires, avalanches, or floods; Responsible for the safe evacuation of all Blaine County citizens; Provides management and coordination for the Blaine County Narcotics Enforcement Team; Responsible to assist and transport individuals who require a mental health evaluation
Organizational Structure: Current BCSO Organizational Charts to follow:
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Sheriff Blaine County Sheriff's Office Steve Harkins
Disaster Command Civil Admin. Services Staff Asst. Ginger Current Organization Chart Chris Corwin Holly Carter Clement
Chief Deputy FY:2019 Driver's Will Fruehling Services Sheri Holtzen
Ketchum Patrol Detention Captain Captain Captain Dave Kassner Curtis Miller Jay Davis
Admin Asst Admin Asst Louise Holly Cole Patrol Records Echeverria Lt. Bryan Division Carpita
Sergeant Sergeant Sergeant RMS Admin. Sergeant Sergeant Sergeant Garrett Andrew Dave Cathy Bear Jessi Pieschl Vacant Ruckle Schiers Aslett Sergeant Sergeant Sergeant Thomas Dachtler IPREA Coordinator Fabrizio Jamie Brad Lizano Shaw Mecham
Records Control Control Detective Deputy Marsha Head Kerri Taylor Walter Todd Amy Betsy Detective Detective Dilworth Uecker Kristen Mike Quinton Abaid
Deputy Control Deputy Control Allen Meghan Kyle Murphy Kelsey Taylor Compton Detective Corporal Josh Veach Steve Hansen Pritchard
Deputy Deputy Control Control Alex Cody Fuller Corporal Traci Schultz Vacant Romashko Deputy Philip Dina Mitma Rummel
Corporal Deputy Blake Corporal John DeputyLizzy Melanie Houghton Nelson CameronColton K9 Erik
Deputy Deputy Jessica Juan Alvarez Deputy Deputy Chris McKinney Greg Baker Harrison
Deputy Deputy Braxton Vacant K9 Kimber Reincke
Deputy Deputy Deputy Wes Jeremiah Deputy Matt John Whitesell Linderman Reichert Lowder
Deputy Deputy Deputy Deputy Ryan Matt Wieland Mickey Kyle Houghton Henderson O'Brien
Deputy Bailiff Cristian Corporal Civil Deputy ACO Paul Gonzales Doug Wynn Kyle Green Ramm
Bailiff Bailiff Kevin Rob Head Rust
BCSO Values and Guiding Principles
The Blaine County Sheriff’s Office is committed to Blaine County’s shared values:
Teamwork * Integrity * Excellence
BCSO Guiding Principles
Mission Statement The men and women of the Blaine County Sheriff’s Office are committed to being a professional organization dedicated to the concepts of personal excellence, continuous improvement, teamwork, and service to our community. We take pride in our organization, our accomplishments, and our abilities to make Blaine County a safe place to live, work, and play.
Vision Statement It is the vision of the Blaine County Sheriff’s Office to take the leadership role in law enforcement services to meet the needs of our community. Emphasis will be placed on creative ways to bring the community and exceptional law enforcement services together as one team. Prevention programs, proactive law enforcement, and community policing are priorities for the Blaine County Sheriff’s Office. We strive to develop a work environment where employees are challenged and encouraged to learn new skills, gain knowledge, ability, and the capacity to pursue professional excellence.
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Sheriff Major Accomplishments
Bi-Directional Amplifier (BDA) Installation at the PSF: In the FY19 budget the Board of County Commissioners approved and funded our $45,000 capital equipment request for the installation of a Bi- Directional Amplifier (BDA) to improve radio communication and officer safety inside the Public Safety Facility (PSF). Due to the construction type and materials used, the radio reception inside the PSF building was very poor. Critical areas of the building such as the Detention Center, Patrol Room, and Emergency Operations Center (EOC) were without reliable radio reception which posed a serious officer safety issue. Deputies within the office had a difficult time hearing the radio traffic of deputies who were in the field. Deputies working in the Detention center, depending on their location within the facility, were not able to communicate with each other. Day Wireless completed the BDA Amplifier installation in late January 2019. The amplifier now allows all detention and patrol staff to use their respective radio channels anywhere in the building. Deputies have confidence that if they need assistance, whether it be out on the road or in the Detention Center, their radio call will be heard.
The Bi-Directional Amplifier is aligned with the following Strategic Priorities: Improved Inner and Inter-Departmental Communications Increased Risk Management Increased Officer Safety Improved Morale
Repeater on Galena: Last year, the Local Emergency Planning Committee (LEPC) provided funding to purchase a repeater for Galena Summit. The Board of County Commissioners approved funding for the installation costs from contingency funds, and the repeater was installed this past summer. Deputies can now patrol north of the summit to the south county line with radio contact with Blaine County Communications. In addition to routine patrols, deputies also have better communication during searches, disasters, and other north county incidents such as the Eclipse.
The Galena Repeater is aligned with the following Strategic Priorities: Improved Inner and Inter-Departmental Communications Enhances Public Safety Increased Level of Customer Service Increased Risk Management Increased Officer Safety Improved Moral
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Advanced Certifications – Our Mission Statement says we “are committed to being a professional organization dedicated to the concepts of personal excellence, continuous improvement, teamwork, and service to our community.” We take our professionalism seriously. During FY19, numerous deputies from all three divisions worked hard to improve themselves and achieve higher levels of certification from the Peace Officer Standards and Training (POST) academy. Certifications beyond the basic requirement allow deputies to become better leaders and serve the community with the highest standards. Our goal is to make the Blaine County Sheriff’s Office a top law enforcement agency in the State of Idaho. The following deputies received the following certifications:
Basic Patrol: Detention Level I: Chris Harrison Matt Wieland Matt Reichert Ryan Houghton Jeremiah Linderman Wes Whitesell Intermediate Patrol: Kyle Murphy Mickey Henderson Detention Level II: Phillip Rummel Juan Alvarez Dina Mitma John Nelson John Lowder Part Time Juvenile Certification: Master/Management: Matt Wieland Curtis Miller Juan Alvarez John Nelson Elizabeth Cameron Markos Marzouca Jeremiah Linderman Ryan Houghton Blake Houghton Braxton Reincke Wes Whitesell
Advanced Certifications are aligned with the following Strategic Priorities: Enhances Public Safety Increased Level of Customer Service Leadership Development Opportunities for Career Advancement Promulgates Performance Standards and Measurement
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County Division Patrol Training Hours Completed – To reach our goal of being a leader in the law enforcement community, providing the best customer service, and managing our staff to the highest standards, the training dollars we receive must be spent wisely. In addition to our regular in-house training for firearms, arrest techniques, and rapid response active shooters, the county patrol division has accomplished 1,566 hours of specialty training in FY19 as of May:
- Leadership 126 hours - Instructor 160 hours - Interview/ Interrogation 160 hours - Drug Interdiction 148 hours - Domestic Violence/Mental Health 124 hours - K9 400 hours - Lexipol 432 hours - Other 16 hours Training Accomplishments are aligned with the following Strategic Priorities: Enhances Public Safety Increased Level of Customer Service Leadership Development Opportunities for Career Advancement Efficient Use of Resources Promulgates Performance Standards and Measurement
Drug Detection Canine Program– Utilizing grant and forfeiture funds, we have implemented a new Canine Program to assist our patrol division with our operational mission. The primary goal of the K9 program is to assist our community with the battle against drugs. To accomplish this, the canines will be used in several ways; foremost for drug detection and drug education. Both K9 units are trained to detect the odor of narcotics, specifically heroin, cocaine, methamphetamine, and marijuana. Using the canines in public education will help promote community awareness and demonstrate the Sheriff’s Office’s commitment to reduce and prevent drug use in Blaine County. An additional goal is to use the canines to assist Search and Rescue. The canines are trained to track and find missing or endangered people, both in urban and suburban environments.
We carefully selected our K9 handlers with the desire, motivation, and dedication to make the program successful within the department and the community. This spring our two handlers, Corporal Rummel and Deputy Harrison, went to the Alabama Canine Law Enforcement Officers Training Center and completed a five-week nationally certified training program for narcotic detection and tracking. They were each paired with canines from Czechoslovakia that fit the needs and goals of Blaine County. Corporal Rummel's canine is
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named Eric. Deputy Harrison's canine is named Kimber. Both handlers are continuing to train and expand their K9 knowledge, providing training for other staff members, and integrating their new K9 partners into the department. Educational programs will occur at the schools and other community events. The Blaine County Sheriff's Office is very excited to utilize the new K9 Units to assist in combating drug activity throughout the valley.
Increased Investigative Capabilities – In FY19, the Board of Commissioners approved our request and funded a third county detective position. We appreciate your trust in our department and are pleased to announce that we have seen great rewards from this staff addition. This year our detective division has been very busy investigating several serious incidents, including arson, child enticement, narcotics cases, child abuse, burglary/grand theft, fraud investigations, internet crimes, and vehicular manslaughter. Our detective staff, aided by our patrol deputies, worked long hours conducting detailed investigations and surveillance operations. Some of these were multi-agency investigations with local, state, or federal law enforcement agencies. The addition of a third detective position has greatly increased our investigative abilities and allowed for a much more efficient and effective investigative branch of the Blaine County Sheriff’s Office. The workload is being better shared which allows for more thorough and timely investigations. Increased Investigative Capabilities are aligned with the following strategic priorities: Increased Level of Customer Service Efficient Use of Resources Promotes a collaborative team approach to issues and problem solving Engages in excellent intra- and inter-departmental communication Recognizes the federal and state constitutional and statutory environment in which it operates Is equipped, trained, and very well prepared to protect public safety and health.
Community Connectivity- Our social media presence continues to grow. We now have over 10,000 followers. Over the last five years, we have become a BCSO Social Media Posts major source of public safety information for Blaine County.
14 million people reached 95,000 Message Likes 24,000 Message Comments 64,000 Message Shares
58% Public Safety Information 17% Customer Service Information Public Safety Customer Service 20% BCSO News BCSO News Community Connectivity 5% Community Connectivity/Transparency
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State of the Art Deputy Training Center - We are excited to announce the development of a state of the art training center for our deputies, featuring a VirTra Training Simulator V-100. VirTra utilizes technology and actors to recreate the real-world in simulated training exercises and provides realistic 3D audio and special effects, realistic recoil firearms, and shoot-back capabilities. The simulator allows students to receive immediate feedback from the instructor without the potential for sustaining injuries by either the instructor or the students. The instructor can teach and remediate critical issues while placing realistic stress on the students in a safe training environment. This state of the art training system will be installed upstairs in the Annex Training Facility in July to provide advanced training in:
. De-Escalation Training . Judgmental Use of Force . Firearms Training . Scenario Training
Deputies will train for the most difficult real-world situations, including ambushes, active shooters, and other critical situations they don’t regularly face, to improve their real-world skills while maintaining full situational awareness during extreme stress. It will be a valuable tool for responses to individuals in a mental health crisis or domestic violence incidents. The training scenarios support the entire use of force continuum: . Verbal Skills . Less than Lethal Options such as - TASER - Beanbag - Pepper-Ball - OC Spray . Active Shooter Training . Court Security Training . Off-Duty Scenario Training . Suicide by Cop Scenarios . Mental Health Crisis Scenarios . Domestic Violence Scenarios . Lethal Force
Advancing these skills allows deputies to feel confident using the appropriate amount of force necessary to safely affect the situation. This will be the most advanced training system in the State of Idaho. We truly believe our State of the Art Deputy Training Center will make the Blaine County Sheriff’s Office a leader in
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advanced training and create higher skilled deputies. This valuable investment was purchased without the use of taxpayer funds.
The State of the Art Deputy Training Center is aligned with the following Strategic Priorities: Increased Risk Management and Reduced Liability Increased Officer Safety Promulgates performance standards and measurement Promotes a collaborative team approach to issues and problem solving Enhances Public Safety Is equipped, trained, and very well prepared to protect public safety and health Leadership Development Improved Morale Increased Level of Customer Service
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Elements of our Strategic Plan
Organization Department Team Member
Our Vision Outcomes Goals
Performance Shared Values Strategies Culture
Strategic Department Tactics Objectives Mission
Impacts Outcomes what we Outputs what we aim to what we wish to change Activities produce or achieve; our results what we do deliver Inputs what we need to do the job
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Blaine County Strategic Priorities
Financial Perspective (includes effective and efficient use of resources)
Create an organization and organizational culture of fiscal stability which:
Uses citizen and taxpayer resources efficiently and effectively Ensures fiscal stability Considers fully the costs and benefits of each expense or cut Balances its budget Is prepared for unforeseen events not otherwise reflected in budget planning with sufficient contingency reserves Plans and prepares for capital improvements and repairs in order to maintain and protect county facilities for the future Promulgates appropriate inter-governmental cooperative action Employs accounting best practices Takes the time to assess risk and incorporates risk management appropriately into its decision making Utilizes a stable, transparent, and repeatable budget process
Internal Process Perspective (includes operations and processes)
Create an organization and organizational culture which:
Recognizes the federal and state constitutional and statutory environment in which it operates Models excellent government Promulgates county performance standards, performance measurement, and re-evaluation Plans, prepares and responds to economic, social, and environmental change
Customer Perspective (includes customer and stakeholder satisfaction)
Create an organization and organizational culture which:
Optimizes public accessibility to county services and information Empowers public participation in government decision making Understands its constituency and believes county government exists to serve their needs Understands and focuses on customer and client service Works to meet community needs when determined appropriate and possible
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Learning and Growth Perspective (includes human capital, information capital, and organization capital, skills, training, culture, leadership, and systems)
Create an organization and organizational culture which internally:
Provides leadership reflecting the goals and values of the entire Blaine County community Is unified in its sense of purpose Exhibits good morale Promotes a collaborative team approach to issues and problem solving Maintains a strong ethical foundation Engages in excellent intra- and inter-departmental communication Provides a desirable, responsive work environment Optimizes employee training and improvement opportunities Strives for consistency Sets clear employee performance and evaluation standards and upholds them Strives to exceed expectations Is equipped, trained, and very well prepared to protect public safety and health.
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Department Outcome Updates
Operational Mission - SHERIFF2019#01 Ensure Blaine County is a safe community by enforcing Federal, State, and local laws and performing a wide range of professional law enforcement services. Measurement: 2014-2018 RMS Statistical Data – Note: data includes the Ketchum Police Division Deliverables:
BCSO Ongoing Performance Measurement
o Effective Law Enforcement KPQ-1: Are we providing the highest level of professional law enforcement service to our citizens?
o Effective Law Enforcement KPI-1: Blaine County Sheriff’s Office is an effective law enforcement agency.
o Effective Law Enforcement KPM-1A: Annual Number of Calls for Service > 17,955 This number represents 10,867 BCSO calls for service and 7,088 Ketchum Police Division calls for service in the calendar year 2018. This is a distinct count of Call for Service records, meaning each CFS was counted once for each agency no matter how many deputies were involved.
o Effective Law Enforcement KPM-1B: Annual Number of arrests > 434 This number represents how many people were identified as arrestees in Blaine County Sheriff’s Office case reports in the calendar year 2018, of which 278 were BCSO arrests and 156 were KPD arrests.
o Effective Law Enforcement KPM-1C: Annual Number of Citations > 1,530 This number represents how many citations were issued by the Blaine County Sheriff’s Office in the calendar year 2018, of which 1073 were BCSO citations and 457 were KPD citations. This is a distinct count of citations, meaning each citation issued was counted once no matter how many offenses were cited on a single citation.
o Effective Law Enforcement KPM-1D: Annual Cases Generated > 1,308 This number represents how many cases have been generated by Blaine County Sheriff’s Office in the calendar year 2018, in which one or more reports were created. While many cases only generate one report, a single major felony case can involve over 100 supplemental reports. In 2018, BCSO generated 701 new cases and KPD generated 607 cases. In addition to criminal cases generated for arrest and prosecution, many non-criminal cases are generated each year as a service to our citizens including, but not limited to, insurance documentation for lost or stolen items, vehicle vs. wildlife collisions, unattended deaths, interagency cooperation reports, and certain civil complaints.
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Annual Number of Calls for Service > BCSO Calls for Service 2014 (calendar year) 14,584 20000
15000 2015 (calendar year) 16,036
10000 2016 (calendar year) 16,739
5000 2017 (calendar year) 16,778
0 2018 (calendar year) 17,955 2014 2015 2016 2017 2018
Annual Number of Arrests > BCSO Arrests 2014 (calendar year) 297 500 400 2015 (calendar year) 314 300 2016 (calendar year) 423 200 2017 (calendar year) 391 100 0 2018 (calendar year) 434 2014 2015 2016 2017 2018
Annual Number of Citations > BCSO Citations 2014 (calendar year) 907 2000 2015 (calendar year) 1,151 1500
1000 2016 (calendar year) 1,226
500 2017 (calendar year) 1,268
0 2018 (calendar year) 1,530 2014 2015 2016 2017 2018
Annual Number of Case Reports > BCSO Case Reports 2014 (calendar year) 1,269 1450 1400 2015 (calendar year) 1,364 1350 1300 2016 (calendar year) 1,412 1250 1200 2017 (calendar year) 1,235 1150 2018 (calendar year) 1,308 1100 2014 2015 2016 2017 2018
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FY2020 Proposed Departmental Outcomes Alignment
PROPOSED OUTCOME 1
Operational Mission Alignment - BCSO2020#01 Ensure Blaine County is a safe community by enforcing Federal, State, and local laws and performing a wide range of professional law enforcement services. The Blaine County Sheriff’s Office operates as the chief law enforcement agency of the county in the keeping of the peace, enforcing the laws, committing violators, executing all process, attending court trials, promoting public safety, executing all orders of the courts, and fulfilling our statutory duty to maintain the county jail. Our operational mission is a continuing goal and ongoing outcome. The inputs requested are the cost of doing business necessary to support our organizational mission. Request: Goal: Budget: Line Items: Partnership: Wage Compensation Retention & Sheriff/Detention Salaries Deputies Human Plan Step Increases Recruiting Salaries Office Resources Salary RMS/CAD Certification Incentives Retention & Sheriff/Detention Certification Human Sheriff & Detention Recruiting Incentives Resources Protective Custody Cost of Doing Sheriff Protective Custody Salaries Increase Business Per Diem Increases Cost of Doing Sheriff/Detention Sheriff Per Diem Business Detention Per Diem Vehicle Expenses Maintain Sheriff Vehicle Expenses Increase Fleet Evidence Software Cost of Doing Sheriff Veripic Maintenance Increase Business Summit Food Services Cost of Doing Detention Jail Food CPI Business Medical CPI Cost of Doing Detention Jail Medical Contract Business Breath Testing Machine Cost of Doing Detention Supplies & Equipment Gas Cylinders Increase Business Merit / Market Retention & Sheriff/Detention Sheriff A Budget Recorder’s Estimates Recruiting Detention A Budget Office Overtime
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PROPOSED OUTCOME 2 Improve Internal Processes to Model Excellent Government - BCSO2020#02 In our pursuit of continuous improvement, the Blaine County Sheriff’s Office strives to provide the right inputs, outputs, and activities to improve our internal processes, model excellent government, and respond to economic, social and environmental change. This ongoing outcome has multiple goals and strategies. Each component asks the same key performance question, “Are we providing the right inputs, outputs, and activities to achieve our desired outcome and impacts?”
Request: Goal: Budget: Line Items: Partnership: K9 Program Drug Interdiction Sheriff K9 Program Drug Education K9 Compensation Cost of Doing Business Sheriff New Pay Disaster Services Budget Transparency Sheriff Disaster Services Emergency Salary Split Coordinator Communications Disaster Services Budget Transparency Sheriff Disaster Services Operating Expenses Operating Expenses Security Camera Capital Improvement Detention Capital Equipment IT Server Replacement
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Operational Mission Justification
Operational • Three-Year Staffing Plan Mission Outcome
To achieve our Operational Mission, it is essential we are adequately staffed with trained, dedicated, and professional individuals. We are not requesting any new positions for FY20. Looking forward, we have created a three-year staffing plan to help us keep up with increasing service needs, maintain our commitment to the community, uphold our standards of excellence, and still reach our operational mission. We anticipate the need for future positions in FY2021 and 2022-23. In FY21, we will be requesting one patrol deputy and detention lieutenant. Within the next two fiscal years afterward, we will request one additional patrol deputy for a total of three positions over three years.
Three-Year Staffing • Future Patrol Staffing Needs Plan • Future Detention Staffing Needs
Future Patrol Staffing Needs- We’ve continued to see increases in demands for services this year. We are becoming a busier community and agency. Our area is becoming more populated, more recreated, more developed, and more discovered. Increasing population, tourism, and crime factor into our Three-Year Staffing Plan. A three- year snapshot of our year-to-date calls for service increases from January to June shows a 38% increase.
Number CFS County Calls for Service January to June
2017 3625
2018 4325 6000 5000 2019 5001 4000 3000
2000
1000
0 2017 2018 2019
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We currently have nine patrol deputies and three sergeants covering a county that spans 2,600 miles. One of our staffing challenges is that we are still unable to staff two deputies on at all times. During most days between 3 a.m. and 7 a.m., there is only one deputy to cover the entire county. Other shifts are also reduced to accommodate training needs, vacation requests, sick time, and military leave. Over the past five years, we have seen steady increases in demands for county calls for service, arrests, citations, and case reports. In 2018, we had 1,259 more calls for service than in the 2017 calendar year, approximately 105 more calls for service per deputy. We also issued 386 more citations, an increase of 56%.
County Call for County Citations Services 1200
11,000 1000
10,500 800
10,000 600
9,500 400
9,000 200
8,500 0 2017 TOTAL 2018 TOTAL 2017 TOTAL 2018 TOTAL
Since 2017, we have committed as a team to increase our presence in backcountry patrols, emphasis patrols, narcotics investigations, and a variety of community service efforts. We pledged to be an even more responsive office responding to our community’s concerns and requests. These commitments require additional staffing to be successful. We also committed to increasing our overall service standards by being more proactive and setting the gold standard for law enforcement services in our community. We believe we have truly succeeded in our efforts.
The addition of one detective this fiscal year has been proven to be a sound investment in our department. We are seeing the benefits in our investigative caseloads and ability to follow-through. Our patrol deputies are a critical part of our success and our presence in the community. They are out there 24/7 answering community needs, responding to emergencies, being visible, and most of all being ready for any emergency. Increasing our patrol force will allow for: . Better County Coverage . Improved Enforcement . Workload Distribution . Ability to Staff More Deputies on Shift at Peak Times . More Visibility . More Community Outreach . Ability to Staff for Special Events . Scheduling Flexibility
Our Three-Year Staffing Plan will make a significant and positive impact on our levels of service, response time, and public safety. We encourage you to consider this investment for the next fiscal year and beyond.
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Detention Staffing Needs-We have asked for a lieutenant for the detention division for many years. Our entire detention staff of 26 employees is supervised by one detention captain and three sergeants. We have always recognized a supervision gap within our command structure, but due to budget constraints and priorities, we have chosen not to pursue this need until FY21. In the last several years, we have increased revenue to offset operation costs by nearly $150,000 -$200,000 annually. This revenue increase has been accomplished by better management and teamwork to maximize our revenues safely. With the increase of out of county and state inmate housing revenue also comes the need for additional levels of supervision at the management level. A detention lieutenant is needed in FY21 to maintain our management standards, revenues, and risk liabilities. We encourage you to consider this investment for FY21 to maintain the safe and efficient operation of the detention center.
Retention & • Staff Compensation Strategy Recruiting Goal
Our Staff Compensation Strategy is designed to adapt to the ongoing social and economic change to achieve our Operational Mission outcome. As we continue to make improvements to this plan, we know we must pay competitive wages, or we will lose both our valued staff and our investments in them. Retention, workload and staffing levels must be balanced, or as an agency, we will experience an increased risk of officer safety issues, high turnover rates, lower levels of service, deputy burnout, and a decrease in morale. Our Retention and Recruiting Goal is designed to enhance our ability to serve the public, which in turn improves public safety. For FY20, our Retention and Recruiting Goal is focused on Certification Incentives, Step Increases, Overtime, and Merit and Market Adjustments to meet our Organizational Mission.
• Certification Incentives Tactic Staff Compensation • Step Increases Tactic Strategy • Merit and Market Tactic • Overtime
This year our tactics to support our Staff Compensation Strategy are to continue Certification Incentives, Scheduled Step Increases, Merit and Market adjustments, and increase overtime funding to reflect the merit and market adjustments. These tactics are critical to maintaining an adequate staff of individuals that are trained, retained, and well prepared to both protect public safety and provide the excellent level of service our citizens and visitors deserve.
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Improve Internal Process Justification
Improve Internal Processes Outcome • Provide Required Inputs Goal
To achieve our desired outcome of improving our internal processes, modeling excellent government and responding to economic, social and environmental change, it is critical we provide the required inputs.
• Cost of Doing Business Strategy Provide Required Inputs • Increase Drug Detection & Education Goal • Capital Investment
To provide the required inputs for this year we must adjust our budgets to reflect the cost of doing business to meet our mandates and improve services, expand our drug detection methods, and invest in necessary capital improvements.
Internal Improvement • K9 Program Tactic Strategy • Replace Security Camera Server
We have developed two tactics to support our Internal Improvement strategy. Our K9 Program will help us improve our internal processes of combating drug activity in our community. Details of this program can be found in the sheriff line item justifications. The capital equipment replacement necessary to maintain the security camera system in our detention center. Details on this capital purchase can be found in the detention line item justifications.
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FY2020 Outcome-Based Budgeting
BLAINE COUNTY SHERIFF
SUMMARY SCHEDULE - SHERIFF
Fiscal Year 2020 – October 1, 2019 through September 30, 2020
CLASSIFICATION 2019 2020 DIFFERENCE BUDGETED REQUESTED AMOUNT PERSONNEL SERVICES $ 1,963,832 $ 2,061,385 $ 59,895 CONTRACTUAL SERVICES $ 367,918 $ 384,587 $ 23,837 COMMODITIES $ 107,193 $ 110,569 $ 8,000 CAPITAL OUTLAY $ 205,000 $ 160,000 $ 0 FY19 BENEFITS $ 848,162 SHERIFF PROPOSED OPERATING BUDGET $ 3,492,105 $ 2,713,541 $ 91,732
COUNTY CLERK ESTIMATES MARKET ESTIMATE $ 57,513 $ 57,513 MERIT ESTIMATE $ 48,609 $ 31,308
BENEFITS ESTIMATE $ 894,590 $ 46,428 TOTAL ESTIMATED SHERIFF BUDGET $ 3,714,253 $ 226,981
Note: The “Difference Amount” column in personnel services reflects our proposed FY2020 increases including scheduled step increases from the Revised FY2019 wages listed on the Code of Accounts.
Blaine County Sheriff’s Office FY2020 Budget Overview Page 26
BLAINE COUNTY SHERIFFS OFFICE CODE OF ACCOUNTS Fiscal Year 2020 - October 1, 2019 Through September 30, 2020
Code Classification 2019 2019 2020 Difference Budgeted Revised Requested Amount Personnel Services 401 Salaries Sheriff* $ 123,878 $ 123,970 $ 123,970 $ - 401-01 Salary- Chief Deputy* $ 105,699 $ 108,555 $ 108,555 $ - 402 Salaries Deputies* $ 1,302,454 $ 1,345,933 $ 1,369,478 $ 23,545 402-01 Salary-ACO $ 55,081 $ 56,597 $ 56,597 $ - 402-02 Salaries Office Admin $ 204,806 $ 211,821 $ 212,994 $ 1,173 402-08 Salaries-Protective Custody $ 5,000 $ 18,813 $ 15,000 $ 10,000 402-09 Salary- RMS/CAD Admin C* $ 59,613 $ 59,613 $ 63,190 $ 3,577 403 FY19 Merit Award $ 17,301 $ - $ - $ - 409-09 Salaries-OHV Law Enforcement $ - $ - $ - $ - 409-96 Salaries OT-ODP Grant $ - $ - $ - $ - 409-99 Overtime $ 90,000 $ 90,000 $ 93,600 $ 3,600 NEW K9 Compensation Pay $ 18,000 $ 18,000 Subtotal Personnel Services $ 1,963,832 $ 2,015,302 $ 2,061,385 $ 59,895
* Does not include KPD Management Fees Code Classification 2019 2019 2020 Difference Budgeted Revised Requested Amount
Contractual Services 439 Travel $ 3,000 $ 3,000 $ 9,000 $ 6,000 439-01 Per Diem $ 6,000 $ 6,550 $ 7,500 $ 1,500 439-02 Travel -Training Expenses $ 6,000 $ 6,000 $ - $ (6,000) 464 (Utilities) Telephone $ 13,000 $ 13,000 $ 13,000 $ - 479-00 Vehicle Expenses $ 147,000 $ 147,000 $ 155,000 $ 8,000 479-01 Disaster Services Coordinator $ - $ - $ 59,837 $ 59,837 479-02 Disaster Services Operating Expenses $ 45,809 $ 45,809 $ 2,500 $ (43,309) 479-03 Search & Rescue Oprating Expenses $ 4,000 $ 4,000 $ 4,000 $ - 479-04 Justice Forfeiture Operating Expenses $ - $ 13,105 $ - $ - 495 Repairs Communications $ 7,000 $ 7,000 $ 7,000 $ - 495-01 700 MHz Master Maintenance $ 18,720 $ 18,720 $ 18,720 $ - 495-02 VeriPic Software Maintenance $ 1,445 $ 1,445 $ 1,590 $ 145 499 Repairs/Maintenance Other $ 16,800 $ 16,800 $ 16,800 $ - 503-02 Protective Custody/Mental Holds $ 12,000 $ 12,000 $ 12,000 $ - 509-01 Lexipol $ 7,600 $ 7,600 $ 5,564 $ (2,036) 528 Dues/ Membership $ 5,100 $ 5,100 $ 5,100 $ - 542 Postage $ 4,000 $ 4,000 $ 4,000 $ - 556-04 County RMS Contribution $ 31,584 $ 31,584 $ 31,584 $ - 569 Education $ 12,000 $ 12,000 $ 12,000 $ - 591-02 Recruitment/Hiring $ 5,000 $ 5,000 $ 5,000 $ - 671-15 Homeland Security Grant $ 10,168 $ 10,168 $ - >Grants 714-05 Telephone Allowance $ 10,692 $ 10,692 $ 10,392 $ (300) 780 Crime Prevention $ 1,000 $ 1,000 $ 1,000 $ - 780-03 Youth Plates*C $ - $ - $ - $ - Subtotal Contractual Services $ 367,918 $ 381,573 $ 381,587 $ 23,837
Page 27 BLAINE COUNTY SHERIFFS OFFICE CODE OF ACCOUNTS Fiscal Year 2020 - October 1, 2019 Through September 30, 2020
Code Classification 2019 2019 2020 Difference Budgeted Revised Requested Amount Commodities 440 Supplies - Office $ 14,000 $ 14,000 $ 14,000 $ - 440-01 Supplies-Justice Forfeiture $ 4,624 $ 4,624 $ - > Forfeiture 440-03 Office Equipment $ - $ - $ - $ - 479-07 Generator Fuel $ 1,000 $ 1,000 $ 1,000 $ - 479-09 Treasury Forfeiture Funds $ - $ - $ - > Forfeiture 489 Professional Services $ 500 $ 755 $ 500 $ - 489-01 Community Connectivity $ 5,000 $ 5,000 $ 5,000 $ - 533 Investigations $ 3,000 $ 3,000 $ 3,000 $ - 554 Uniforms/Duty Gear $ 20,000 $ 20,000 $ 20,000 $ - 535 K9 Operating Expenses $ - $ - $ 5,000 $ 5,000 556 Ammunition $ 6,000 $ 6,000 $ 6,000 $ - 556-01 Supplies Equipment $ 5,000 $ 8,387 $ 5,000 $ - 556-02 Logisys/Motorola Yearly Maintenance $ 48,069 $ 48,069 $ 48,069 $ - 591-05 Certification Incentives $ - $ 1,765 $ 3,000 $ 3,000 Total Commodities $ 107,193 $ 112,601 $ 110,569 $ 8,000
Subtotal Contractual/Commodities $ 475,111 $ 494,174 $ 492,156 $ 31,837
Capital Outlay 801 Capital Vehicles $ 160,000 $ 169,224 $ 160,000 $ - 806 Capital Office $ - $ - $ - $ - 806-01 Capital Computer $ - $ - $ - $ - 806-03 Capital Equipment *C $ 45,000 $ 45,000 $ - $ - 806-05 Capital 700 MHz Trust $ - $ - $ - $ - 899-02 RMS / MDT $ - $ - $ - Subtotal Capital Outlay $ 205,000 $ 214,224 $ 160,000 $ -
Proposed Sheriff Operating Budget $ 2,643,943 $ 2,723,700 $ 2,713,541 $ 91,732
Estimated County Clerk Increases 2% Market Estimate $ 57,513 $ 57,513 403 2% Merit Estimate $ 48,609 $ 31,308 Estimated Adjusted Personnel Services $ 2,167,507 $ 89,260 Estimated Benefits $ 848,162 $ 848,162 $ 894,590 $ 46,428
Total Estimated Sheriff Budget $ 3,492,105 $ 3,571,862 $ 3,714,253 $ 226,981
Page 28 Sheriff Line Item Justifications Account Account Name Sheriff Budget Justifications Number & Amount Special Note A Budget Note: The “Difference Amount” column in personnel services reflects our proposed FY2020 increases including scheduled step increases from the current Revised FY2019 wages.
402 Salaries Justification: We are requesting an increase of $23,545 for a total of Deputies $1,369,478 for deputy salaries. This increase includes $13,865 for estimated shift differential wages which were approved in FY19 and $9,680 for pro-rated $23,545 scheduled step increases. This increase is in alignment with Blaine County’s Human Resource Wage Compensation Plan and is strategically aligned with our Operational Mission Outcome. 402-02 Salaries Justification: This line item has been increased $1,173 for a total of Office Admin $212,994 for a pro-rated scheduled step increase in alignment with Blaine $1,173 County’s Human Resource Wage Compensation Plan. It is strategically aligned with our Operational Mission Outcome. 402-08 Salaries - Justification: This line item pays deputy salaries to provide security while an Protective individual is at St. Luke’s Wood River Hospital awaiting treatment and an Custody available bed at a psychiatric care facility. Currently budgeted for $5,000, we have already expended $18,934 for protective custody on mental holds and $10,000 mental commitments. We have had 5-6 subjects who were arrested on charges, and while in our custody, it was discovered that they were suffering from mental health issues. Subsequently, they were provided medical care and ultimately committed to a psychiatric care facility. In these instances, security was required at St. Luke’s Wood River for between 3 and 14 days because there were no psychiatric care facility beds available. Once a subject is committed to this type of care, they are not permitted to be housed in a county detention facility. We are requesting to add $10,000 to this line item for a total of $15,000. This issue seems to be cyclical and the increase will more accurately reflect expenditures as the cycle trends upward. Accurately reflecting this cost of doing business increases our budget transparency and is strategically aligned with our Operational Mission Outcome. 402-09 Salary Justification: This line item has been increased $3,577 for a total of $63,190 RMS/CAD for a pro-rated scheduled step increase in alignment with Blaine County’s Administrator Human Resource Wage Compensation Plan. It is strategically aligned with our Operational Mission Outcome. $3,577
Blaine County Sheriff’s Office FY2020 Budget Overview Page 29
Account Account Name Sheriff Budget Justifications Number & Amount 409-99 Overtime Note: The Blaine County Clerk Budget Officer has projected a 2% market $3,600 adjustment and a 2% merit adjustment for FY20 salaries. We have adjusted our overtime 4% to reflect these increases and maintain this line item in alignment with our wages. The total amount of the Sheriff Overtime budget is $93,600. 439 /439- Travel and Note: For budget efficiency, we have combined two separate line items, 02 Travel Travel (439), which is currently budgeted at $3,000, and Travel Training Training Expenses (439-02), which is currently budgeted at $6,000, for a total line item amount of $9,000. There is no net increase from combining these line items.
439-01 Per Diem Justification: We are requesting a $1,500 increase to our per diem line item $1,500 for a total of $7,500 to allow for additional staff training. With the addition of a new detective in FY2019 and with our patrol division fully staffed, we are now able to take advantage of more advanced training opportunities. The Per Diem line item has not been increased since 2016. It is strategically aligned with our Operational Mission Outcome.
479 Vehicle Justification: We are requesting an $8,000 increase for a total of $155,000 Expenses on our Vehicle Maintenance line item to cover the increased cost of “upfitting” $8,000 our police vehicles and managing our fuel costs. The costs of the equipment associated with “upfitting” and operating our vehicles have risen each year. The company, which installs this equipment, has been professional to work with and their work is the highest of quality. All of the equipment we have installed in our vehicles is vital to the successful completion of our mission. This equipment stays with that vehicle either through its life span or until the vehicle is rotated out of the fleet, at approximately 6 – 8 years. Once a vehicle is rotated out of service, the specialty equipment from that vehicle, if still operating at the required capacity, will be re-used and installed on a new replacement vehicle. Additionally, the fluctuation in fuel prices also impacts this line item. We are requesting this increase to more accurately reflect our vehicle maintenance expense needs to maintain our fleet. This cost of doing business is strategically aligned with our Operational Mission Outcome.
Blaine County Sheriff’s Office FY2020 Budget Overview Page 30
Account Account Name Sheriff Budget Justifications Number & Amount 479-01 Disaster Justification: The Disaster Services Coordinator is a shared position between Services Blaine County Emergency Communications and BCSO. In the past, the salary Coordinator split has been 60/40. After a review of the workload, we are altering the split to be 50/50 for a more equitable division of labor between the two departments. $11,967 For improved transparency and budget efficiency, we are separating the wages for the Disaster Services Coordinator from the Disaster Services Operating Expenses. The net increase to the sheriff’s budget is $11,967 for a total of $59,837. This request is in partnership with Blaine County Emergency Communications and strategically aligned with our Improving Internal Process Outcome.
479-02 Disaster Note: By moving the coordinator’s salary out of the operating expenses above, Services there is a $43,309 reduction to this line item. We are leaving $2,500 for disaster Operating services operating expenses. Separating this cost of doing business from the wages increases our budget transparency and is strategically aligned with our Improving Expenses Internal Processes Outcome. -$43,309
495-02 VeriPic Strategic Request: We are requesting $145 to fund an increase in the Software maintenance for our VeriPic Evidence Software System. The fee is split evenly Maintenance with the Ketchum Police Division. The total cost of the sheriff portion for this line item is $1,590. This cost of doing business is strategically aligned with our $145 Operational Mission Outcome.
509-01 Lexipol Policy Reduction: Lexipol Policy Manual provides exceptional benefits including Manual electronic employee acknowledgments, tracking of policy updates, and ongoing daily training bulletins to ensure employees have a solid understanding of our -$2,036 policies which helps reduce liability. For improved transparency and budget efficiency, we are dividing the Lexipol Policy Manual user fees for FY20 by division. The Sheriff portion for 26 users is $5,564, which is a decrease of $2,036 to this line item from FY19. 535 K9 Program Strategic Request: We are requesting $5,000 for ongoing expenses for our K9 $5,000 Program. The initial costs of this program were established in FY19 with grant and forfeiture funds. Please see the Sheriff Accomplishments for more information on this program. This request is strategically aligned with our Improving Internal Processes Outcome.
Blaine County Sheriff’s Office FY2020 Budget Overview Page 31
Account Account Name Sheriff Budget Justifications Number & Amount New K9 Justification: We are requesting the creation of a separate overtime budget to Compensation meet the Fair Labor Standards Act (FLSA) overtime requirement for our K9 Pay Teams. The United States Department of Labor mandates that police K9 handlers be compensated for “at home care” under FLSA. “At home care” is defined as $18,000 bathing, brushing, exercising, feeding, grooming, cleaning of the dogs’ kennel or transport vehicle, administering drugs or medicine and transporting the dog to and from an animal hospital or veterinarian. Supported by numerous court rulings and judgments issued through various courts, the Department of Labor compensation mandate is often the demise of non-compliant K9 Units. One specific court ruling has attached a number to fair compensation (Levering v. District of Columbia) at 30 minutes per day. Compensable time must be at the rate of time and a half. This has become the standard for the vast majority of law enforcement agencies. BCSO’s newly implemented K9 Program utilizes two K9’s and two K9 handlers. Compensating the handlers at the standard rate of 30 minutes per day equates to $18,000 per year for both handlers combined. The new line item would fall under Personnel (A Budget) and would be called “K9 Compensation Pay.” It is a cost of doing business and strategically aligned in support of the K9 Program with our Improving Internal Processes Outcome. 591-05 Certification Justification: In FY19 the Blaine County Board of County Commissioners Incentives approved a compensation and incentive program for BCSO which included incentives for certified deputies to achieve higher levels of certification through $3,000 the Idaho Peace Officers Standards and Training (POST). We developed our Certification Incentive plan to promote and reward certified employees for completing continuing education, time in service requirements, and seeking out opportunities for job-related advanced training. When a certified deputy achieves a higher level of certification we present them with a Gift Card along with their certificate issued by POST. This program has been very well received by our employees. The incentive amounts are as follows: Basic Certification = $100 gift card Intermediate Certification = $250 gift card Advanced Certification = $400 gift card Master/Management Certification = $650 gift card This new line item in the amount $3,000 annually will help achieve our goal of ensuring that our deputies are providing the most professional and effective law enforcement services to Blaine County citizens. This request is strategically aligned with our Retention and Recruiting Goal in support of our Operational Mission Outcome.
Blaine County Sheriff’s Office FY2020 Budget Overview Page 32
Account Account Name Sheriff Budget Justifications Number & Amount 714-05 Cell Phone Reduction: We have reduced this line item $300 to better reflect our current Allowance costs. The total of this line item for FY20 is $10,392. -$300
403 Market Adjust Note: The Blaine County Clerk Budget Officer has projected a 2% market $57,513 adjustment and a 2% merit adjustment for FY20 salaries. These estimates have been calculated from scheduled FY20 salaries, estimated benefits, protective Merit Adjust custody, and overtime. These estimates have been verified with the Blaine $48,609 County Payroll Department and are in alignment with the Blaine County Human Resources Wage Compensation Plan. Benefits Note: The Blaine County Clerk Budget Officer is currently projecting increases Estimate of 15% for medical insurance and 5% for life insurance. Based on scheduled $46,428 wages, the total benefit estimate for the sheriff division is $894,513, including a projected increase of $46,428. This estimate has been verified with the Blaine County Payroll Department. Blue Cross, Delta Dental, and USAble Life have not provided specific costs at this time.
Blaine County Sheriff’s Office FY2020 Budget Overview Page 33
PROJECTED REVENUE FY2020
Sheriff 338-001 Finger Printing & Photocopies $3,000 338-005 BLM Assistance Contract Estimate $8,000
338-030 Civil Department $37,000 338-033 Driver's License $45,000 338-035 Car Salesman & Dealer ID Cards $100 338-037 Forest Service Patrols $3,000 338-042 Concealed Weapons Permits/Special IDs & Permits $15,000 338-046 Homeland Security Grant (EMPG) Estimate $19,548 338-051 Sex Offender Registration $500 338-052 Office Fees (NSF Check Charges for D.L.S.) $60 338-053 SCAAP Estimate (Criminal Alien Assistance) $12,000 338-057 Logisys/RMS All Entities $151,659 338-062 Off Highway Vehicle / ATV Grant $3,092 TOTAL PROJECTED SHERIFF REVENUE $297,959 Detention Center 340 Detention Fees (Inmate Social Security) $1,600 340-02 Inmate Housing Charges (Board) $4,000 340-03 Work Release Program $30,000 340-04 Inmate Medical Charges $500 340-05 Office Fees (Intox, UA, Bond) $7,000 340-07 State Prisoner/Out of County Inmate Housing $800,000 340-08 Prisoner Trust Account (Phone ) $10,000 340-09 Prisoner Trust Account (Commissary ) $8,500 340-14 Medication Reimbursement $20,000 TOTAL PROJECTED JAIL REVENUE $881,600
GRAND TOTAL PROJECTED REVENUE $1,179,559 Other 558 Marine Patrol Contract (Waterways Budget) $8,119 338-08 Ketchum Police Contract $1,528,372
Page 34
FY2020 Ketchum Police Division Budget Overview
Ketchum Police Division Values
Mission Statement The men and women of the Ketchum Division of the Blaine County Sheriff’s Office are committed to being a professional organization dedicated to the concepts of personal excellence, continuous improvement, teamwork, and service to our community. We take pride in our organization, our accomplishments, and our abilities to make the City of Ketchum a safe place to live, work, and play.
Vision Statement It is the vision of the Blaine County Sheriff’s Office to take the leadership role in law enforcement services to meet the needs of our community. Emphasis will be placed on creative ways to bring the community and exceptional law enforcement services together as one team. Prevention programs, proactive law enforcement, and community policing are priorities for the Ketchum Division of the Blaine County Sheriff’s Office. We strive to develop a work environment where employees are challenged and encouraged to learn new skills, gain knowledge, ability, and the capacity to pursue professional excellence.
Blaine County Sheriff’s Office FY2020 Budget Overview Page 35
Ketchum Police Division Accomplishments
Community Oriented Policing – The Ketchum Police Division is in its 10th successful year of community outreach programs. Maintaining a close relationship with our local schools has always been a priority. KPD Deputies greet the students every morning at Hemingway Elementary School. We have recently expanded this positive daily interaction to include Pioneer Montessori School. KPD Deputies also participate with the Sheriff’s Student Lunch Program. This regular contact with the students has helped us establish strong relationships with the children and reinforces that we are there to help them if they ever need it. We continue to connect with our community through the Hemingway Police Field Day and Ketchum Bike Rodeo, crosswalk enforcement safety, and homeowner’s security checks. When schools, our community, and law enforcement work together, we can achieve positive outcomes. School Safety Planning – Deputies from the Ketchum Division collaborated with school officials from Hemingway Elementary and Pioneer Montessori School to identify and resolve both student and school security needs. The start of the 2018-2019 school year highlighted this public safety enhancement when the students were able to enter safer buildings. Training and Certifications – In pursuit of our commitment to make our deputies better leaders who will serve the community with the highest standards, we have prioritized training and advanced certifications. This past year the Ketchum Police Division has promoted two sergeants and a detective. We have had one deputy achieve an intermediate certificate and another deputy certified as a Police Mountain Bike Instructor. In addition to our regular in-house training including firearms, domestic violence, arrest techniques, and rapid response active shooters, the Ketchum Police Division has accomplished 480 hours of specialty training in FY19 as of May: - Leadership - 96 hours - Instructor - 56 hours - Investigations 64 hours - Lexipol 240 hours - Other 24 hours Greater Consistency with the County Patrol – In the past year, the county and Ketchum Police patrol divisions have begun wearing the same uniforms, driving the same vehicles outfitted with the same equipment and logos, and using the same firearms. By outfitting our patrol divisions in this manner, we are increasing consistency in training, officer safety, and performance. Staffing –We are currently fully staffed with one vacant administrative assistant position, which the City of Ketchum has elected not to fill. Our staff is dedicated and motivated to provide the highest degree of customer service and professionalism. Calls for Service – In 2018, the Ketchum Police Division responded to over 7000 calls for service. Blaine County Sheriff’s Office FY2020 Budget Overview Page 36
FY20 KPD Outcome-Based Budgeting
KETCHUM POLICE DIVISION
SUMMARY SCHEDULE
Fiscal Year 2020 – October 1, 2019 through September 30, 2020
CLASSIFICATION 2019 2020 DIFFERENCE BUDGETED REQUESTED AMOUNT PERSONNEL SERVICES $ 966,246 $ 874,714 $ (82,024) CONTRACTUAL SERVICES $ 181,214 $ 182,022 $ 808 COMMODITIES $ 36,500 $ 38,000 $ 1,500 CAPITAL OUTLAY $ - $ - $ 0 FY19 BENEFITS $ 433,085 BCSO PROPOSED OPERATING BUDGET $ 1,617,045 $ 1,094,736 $ 79,715
COUNTY CLERK ESTIMATES
MARKET ESTIMATE $ 24,299 $ 24,299 MERIT ESTIMATE $ 21,778 $ 12,270 BENEFITS $ 387,558 $ (45,527) TOTAL ESTIMATED KPD BUDGET $ 1,528,372 $ (88,673)
TRUST BALANCE $235,992 Note: The “Difference Amount” column in personnel services reflects our proposed FY2020 increases including scheduled step increases from the current Revised FY2019 wages.
Blaine County Sheriff’s Office FY2020 Budget Overview Page 37
KETCHUM POLICE DIVISION CODE OF ACCOUNTS Fiscal Year 2020 - October 1, 2019 Through September 30, 2020
Code Classification 2019 2020 Difference Budgeted Requested Amount Personnel Services amount 401-01 Salary Chief $ 98,762 $ 98,762 $ - 401-02 Salaries Deputies $ 686,528 $ 668,312 $ (18,216) 402-01 Salaries Office $ 111,448 $ 45,240 $ (66,208) 403 FY19 Merit Adjustment $ 9,508 408-01 Salaries-Termination $ - $ - $ - 409-92 Salaries-Special Events $ - $ - $ - 409-99 Overtime $ 60,000 $ 62,400 $ 2,400 Subtotal Personnel Services $ 966,246 $ 874,714 $ (82,024) Contractual Services 439 Travel $ 4,600 $ 4,600 $ - 439-01 Per Diem $ 4,000 $ 4,000 $ - 450 ICRMP Liability $ 16,216 $ 16,702 $ 486 464 Telephone Communications $ 3,000 $ 3,000 $ - 479 Vehicle Expense $ 40,296 $ 40,296 $ - 489 Professional Services $ 8,000 $ 8,000 $ - 495-01 700 MHz Master Maintenance $ 4,800 $ 4,800 $ - 499 Repair/Maintenance $ 2,320 $ 2,320 $ - 528 Dues/Memberships $ 4,050 $ 4,372 $ 322 550 Community Policing $ 5,000 $ 5,000 $ - 556-04 RMS Contribution $ 21,056 $ 21,056 $ - 569 Training/Education $ 8,000 $ 8,000 $ - 600 Management/Term./Admin. Fee $ 54,000 $ 54,000 $ - 714-05 Telephone Allowance $ 3,876 $ 3,876 $ - 723-01 Animal Shelter $ 2,000 $ 2,000 $ - Subtotal Contractual Services $ 181,214 $ 182,022 $ 808 Commodities 440 Office Supplies $ 8,500 $ 8,500 $ - 554 Uniforms $ 5,000 $ 5,000 $ - 556-01 Operating Supplies/Equipment $ 23,000 $ 23,000 $ - 591-05 Certification Incentives $ - $ 1,500 $ 1,500 Subtotal Commodities $ 36,500 $ 38,000 $ 1,500 Total "B" Budget $ 217,714 $ 220,022 $ 2,308
Capital Outlay 803-01 Capital Vehicle $ - $ - $ - 805-5 Capital-Equipment $ - $ - $ - Subtotal Capital Outlay $ - $ - $ - Sheriff Proposed KPD Operating Budget $ 1,183,960 $ 1,094,736 $ (79,715)
Estimated County Clerk Increases Proposed 2% Salary Market Estimate $ 24,299 $ 24,299 Proposed 2% Salary Merit Estimate $ 21,778 $ 12,270 Estimated Adjusted Personnel Services $ 920,791 $ (45,455) Estimated Benefit Total $ 433,085 $ 387,558 $ (45,527)
Total Estimated KPD Budget $ 1,617,045 $ 1,528,372 $ (88,673) Trust Account Balance $ 235,992
Page 38 Ketchum Police Division Line Item Justifications Account Name Account & Ketchum Police Budget Justifications Number Amount Special Note A Budget Note: The “Difference Amount” column in personnel services reflects our proposed FY2020 increases including scheduled step increases from the current Revised FY2019 wages. 401-02 Salaries Deputies Reduction: This line item has been decreased $18,216 for a total of -$18,216 $668,312 as a result of FY19 changes in KPD staff. The FY20 total includes $10,680 for officer shift differential pay, which was approved in FY19, and $7,757 for pro-rated scheduled step increases in alignment with Blaine County Human Resources Wage Compensation plan. 402-01 Salaries Office Reduction: This line item has been reduced $66,208 due to FY19 -$66,208 office staff personnel changes and the reduction of one office administrative position for FY20. 409-99 Overtime Justification: The Blaine County Clerk Budget Officer has projected $2,400 a 2% market adjustment and a 2% merit adjustment for FY20 salaries. We have adjusted the KPD overtime 4% to reflect these increases and maintain this line item in alignment with our wages. The total amount of the KPD Overtime budget is $62,400. 450 ICRMP Liability Justification: This cost of doing business is being increased $486 for $486 a total of $16,702 to provide liability insurance for the Ketchum Police Division. 528 Dues/Membership Justification: We are requesting a $322 increase to our Dues and $322 Memberships line item for increased Lexipol Policy Manual user fees. Lexipol provides exceptional benefits including electronic employee acknowledgments, tracking of policy updates, and ongoing daily training bulletins to ensure employees have a solid understanding of our policies, which helps reduce liability.
Blaine County Sheriff’s Office FY2020 Budget Overview Page 39
Account Name Account & Ketchum Police Budget Justifications Number Amount 591-05 Certification Justification: In FY19, the Blaine County Board of County Incentives Commissioners approved a proposed compensation and incentive program for BCSO which includes incentives for certified deputies to $1,500 achieve higher levels of certification through the Idaho Peace Officers Standards and Training (POST). We developed a Certification Incentive plan to promote and reward certified employees for completing continuing education, time in service requirements, and seeking out opportunities for job-related advanced training. When a certified deputy achieves a higher level of certification we present them with a Gift Card along with their certificate issued by POST. This program has been very well received by our employees. The incentive amounts are as follows: Basic Certification = $100 gift card Intermediate Certification = $250 gift card Advanced Certification = $400 gift card Master/Management Certification = $650 gift card This new line item in the amount $1,500 annually will help achieve our goal of ensuring that our deputies are providing the most professional and effective law enforcement services to the citizens of the City of Ketchum. 403 Salaries 2% Market Justification: The Blaine County Clerk Budget Officer has projected Adjustment Estimate a 2% market adjustment in the amount of $24,299 and a 2% merit $24,299 adjustment in the amount of $21,778 for the FY20 budget. These estimates have been calculated on scheduled salaries including benefits Salaries 2% Merit for all Ketchum Police employees. The merit and market adjustments Adjustment Estimate are in alignment with the Blaine County Human Resources Wage $21,778 Compensation plan.
Benefits Estimate Reduction: We are currently projecting a decrease of approximately -$45,527 $45,527 for FY20 KPD benefit costs. The Blaine County Clerk Budget Officer is currently projecting increases of 15% for medical insurance and 5% for life insurance. Based on scheduled wages, the total benefit estimate for the Ketchum Police Division is $387,558. The decrease is due to FY19 personnel changes and staff reductions. This estimate has been verified with the Blaine County Payroll Department. Blue Cross, Delta Dental, and USAble Life have not provided specific costs at this time.
Blaine County Sheriff’s Office FY2020 Budget Overview Page 40
Blaine County Sheriff’s Office FY2020 Budget Overview Page 41
FY2020 Detention Division Budget Overview
Detention DivisionValues
Detention Mission Statement The men and women of the Blaine County Detention Center are committed to being a professional organization dedicated to the concepts of personal excellence, continuous improvement, teamwork, and service to our community.
We will strive to improve our detention center by providing a safe and secure facility for inmates, citizens, and our staff. We will provide for the basic human needs of the inmates with an emphasis on providing programs and rehabilitative opportunities.
We take pride in our professional accomplishments and abilities and will continue to provide adequate training and educational opportunities for all of our staff to ensure professionalism in our pursuit of excellence.
Detention Vision Statement Our vision is to operate the Detention Center in the safest most efficient method we possibly can by providing correctional services that are fair, impartial, effective, and in compliance with Idaho Jail Standards and Federal guidelines. We promote public safety, opportunities for offenders to become productive citizens, and growth and development for our employees, creating a team atmosphere while building high morale in our pursuit for professional excellence.
Blaine County Sheriff’s Office FY2020 Budget Overview Page 42
Detention Division Major Accomplishments
Jail Inspection - On April 17, 2019, the Blaine County Detention Center had its annual jail inspection by the Idaho Sheriff’s Association in partnership with ICRMP and the Idaho Jail Standards. Sheriff Steve Harkins, Commissioner Dick Fosbury, Chief Deputy Will Fruehling, and Captain Jay Davis were on hand to assist Jail Inspector Cindy Malm. The Blaine County Detention Center was found to be in full compliance with all eight selected ICRMP standards, and all mandatory and recommended ISA standards. We were praised for having an extremely clean, well maintained, and well-run facility. It was noted that we have a trained professional staff who are a part of a culture where inmates are treated humanely. Inmates interviewed stated that the staff does a good job and treat people respectfully. One inmate stated that “you can’t get better than this jail”. A full copy of the inspection report is available in the Budget Appendix.
The Jail Inspection is aligned with the following Strategic Priorities:
Recognizes the federal and state constitutional and statutory environment in which it operates Models excellent government Promulgates county performance standards, performance measurement, and re-evaluation Understands its constituency and believes county government exists to serve their needs Understands and focuses on customer service Is unified in its sense of purpose Exhibits good morale Promotes a collaborative team approach to issues and problem solving Maintains a strong ethical foundation Provides a desirable, responsive work environment Strives for consistency Sets clear employee performance and evaluation standards and upholds them Strives to exceed expectations
IPREA Certification - The Idaho Prison Rape Elimination Act (IPREA) sets out specific standards and requirements to protect individuals from rape in state correctional, juvenile detention, community corrections, and jail systems. For over a year, our Detention Division has been actively working towards becoming IPREA certified. Our IPREA Coordinator and detention staff have been working diligently to make the detention center a safe place for inmates to be free from sexual abuse and harassment. To be fully compliant with all the rules and regulations of IPREA we have completed the following actions: - Updating and implementing a new, more detailed policy on sexual misconduct - Training all staff, volunteers, and contractors in IPREA policies and procedures - Developing a sign language video interpretation for deaf inmates to understand how to report sexual harassment and abuse - Updating our inmate IPREA education library with new pamphlets and a weekly video - Conducting staff discussions to increase awareness and address any concerns
Blaine County Sheriff’s Office FY2020 Budget Overview Page 43
- Implementing free and unmonitored reporting lines for inmates to report sexual abuse and harassment - Certifying security staff in investigative training for sexual harassment and abuse incidents
We are very proud to announce that on June 3, 2019, we received our IPREA certification. This is a significant achievement for our detention center. The IPREA Certification is aligned with the following Strategic Priorities:
Takes the time to assess risk and incorporates risk management appropriately into its decision making Recognizes the federal and state constitutional and statutory environment in which it operates Models excellent government Promulgates county performance standards, performance measurement, and re-evaluation Plans, prepares and responds to economic, social and environmental change Optimizes public accessibility to county services and information Understands its constituency and believes county government exists to serve their needs Understands and focuses on customer service Provides leadership reflecting the goals and values of the entire Blaine County community Is unified in its sense of purpose Promotes a collaborative team approach to issues and problem solving Maintains a strong ethical foundation Strives to exceed expectations Is equipped, trained, and very well prepared to protect public safety and health.
Out of County Housing - When the current administration took office in 2017, Sheriff Harkins asked the command staff to analyze the out of county housing revenue. Internal adjustments made as a result of our analysis are now creating significant increases to this revenue stream. In FY17, our housing revenue was $504,300. In FY18, it increased to $650,010. Our FY19 year-to-date housing revenue is currently $636,015 with five months remaining in this billing year. We anticipate reaching $800,000-$850,000 in housing revenue this fiscal year and well exceed that amount in FY20. Our total housing revenue since 2009 is $5,504,512 as of May 2019. Out of County Housing Revenue $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 FY17 FY18 FY19 YTD FY19 PROJECTED
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The interpretation of an IDAPA Rule change, which had held up some payments from IDOC, has now been settled, which will speed up back payments. We will continue working with other agencies and IDOC to assist them with their overcrowding issues and offset our operating costs. This revenue benefits the general fund and the taxpayers, and all other departments within the county.
The Out of County Housing Revenue is aligned with the following Strategic Priorities:
Ensures fiscal stability Balances its budget Plans and prepares for capital improvements and repairs in order to maintain and protect county facilities for the future Employs accounting best practices Utilizes a stable, transparent, and repeatable budget process Models excellent government Plans, prepares and responds to economic, social and environmental change Is unified in its sense of purpose Exhibits good morale Strives for consistency Strives to exceed expectations Is equipped, trained, and very well prepared to protect public safety and health.
Inmate Programs - Our Inmate Cognitive Behavioral Change Programs continue to assist inmates interested in making positive changes in their lives and to provide useful tools for their successful reintegration into our community. Our four core programs are Drug & Alcohol Education, Anger Management, Literacy, and Moral Reconation Therapy. Our current Performance Indicators:
- 1,013 inmates in 15,033 classes over the last 11 years with a combined 60% completion rate - 69% of inmates who complete basic classes take advanced level classes - 68% of Literacy students increased their reading level at least two grades - 70% of program students are incarcerated for felonies. - 41% are here on drug-related charges
We believe our Inmate Cognitive Behavioral Change Programs provide useful and efficient tools to aid inmates to change patterns and create future successes.
The Inmate Cognitive Behavioral Change Programs aligned with the following Strategic Priorities: Models excellent government Plans, prepares and responds to economic, social and environmental change Understands its constituency and believes county government exists to serve their needs Understands and focuses on customer service Works to meet community needs when determined appropriate and possible Provides leadership reflecting the goals and values of the entire Blaine County community
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Is unified in its sense of purpose Exhibits good morale Promotes a collaborative team approach to issues and problem solving Maintains a strong ethical foundation
Stepping-Up Initiative - The Stepping-Up Initiative is a nationwide program to reduce mental health issues in jail facilities. We are working with our medical department and NAMI to develop mental healthcare resources for inmate continued care. The goal is to develop what we can do to prepare or refer inmates to outside resources after they have been released. We will also be exploring options for mental health care and or programs in our area that may be available to inmates who do not really belong in jail.
The Stepping-Up Initiative is aligned with the following Strategic Priorities:
Understands its constituency and believes county government exists to serve their needs Understands and focuses on customer service Works to meet community needs when determined appropriate and possible Optimizes public accessibility to county services and information Provides leadership reflecting the goals and values of the entire Blaine County community Is unified in its sense of purpose Promotes a collaborative team approach to issues and problem solving Strives to exceed expectations
Detention Training - The Detention Division strives for training excellence as a component of our strategic plan. We are committed to having the best trained and qualified staff. We have added four new Jail Training Officers to our training program, two of which have already taken the JTO training and are now ready to train new deputies. The second two JTO’s will attend their training in June. As of May 2019, we have accomplished 1409 hours of training for FY19.
- Leadership 232 hours - PT Juvenile Detention 400 hours - Authorized Use of Force Recertification 32 hours - Legal Update 16 hours - FTO/JTO Training for new JTO’s 80 hours - Cell Extraction / Classification 88 hours - ISA Detention 64 hours - Prison Rape Elimination Act (PREA) 26 hours - Drug Identification and Investigation 15 hours - Lexipol 456 hours
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Training Accomplishments are aligned with the following Strategic Priorities: Enhances Public Safety Increased Level of Customer Service Leadership Development Opportunities for Career Advancement Efficient Use of Resources Promulgates performance standards and measurement
Retention - We have made great strides in the retention of our detention staff. We have seen both teamwork and morale improve as impacts from our Retention and Recruiting strategies.
Our Retention Accomplishments are aligned with the following Strategic Priorities:
Optimizes employee training and improvement opportunities Provides a desirable, responsive work environment Strives for consistency Uses citizen and taxpayer resources efficiently and effectively Is unified in its sense of purpose Exhibits good morale Is equipped, trained, and very well prepared to protect public safety and health.
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FY2020 Detention Division Outcome-Based Budgeting
DETENTION DIVISION SUMMARY SCHEDULE Fiscal Year 2020 –October 1, 2019 through September 30, 2020
CLASSIFICATION 2019 2020 DIFFERENCE BUDGETED REQUESTED AMOUNT PERSONNEL SERVICES $ 1,722,165 $ 1,726,558 $ 2,950 CONTRACTUAL SERVICES $ 683,395 $ 692,541 $ 9,146 COMMODITIES $ 6,000 $ 9,500 $ 3,500 CAPITAL OUTLAY $ 0 $ 81,000 $ 81,000 PROPOSED OPERATING BUDGET $ 2,411,560 $ 2,509,599 $ 103,959
COUNTY CLERK ESTIMATES MARKET ESTIMATE $ 49,639 $ 49,639 MERIT ESTIMATE $ 43,094 $ 26,346 BENEFITS $ 754,989 $ 791,227 $ 36,238 TOTAL ADJUSTED BUDGET $ 3,166,549 $ 3,393,588 $ 216,181
Note: The “Difference Amount” column in personnel services reflects our proposed FY2020 increases including scheduled step increases from the Revised FY2019 wages.
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DETENTION DIVISION CODE OF ACCOUNTS PERSONNEL AND CONTRACTUAL SERVICES Fiscal Year 2020 - October 1, 2019 Through September 30, 2020
Code Classification 2019 2019 2020 Difference Budgeted Revised Requested Amount Personnel Services 401-02 Detention Administrator $ 99,557 $ 105,841 $ 105,841 $ - 402 Salaries Detention Deputies $ 1,241,195 $ 1,239,745 $ 1,248,258 $ 8,513 402-01 Salaries Office $ 45,397 $ 47,570 $ 47,570 $ - 402-12 Salaries Control $ 274,268 $ 278,090 $ 278,090 $ - 403 FY19 Merit Award $ 16,748 $ - 409-99 Overtime *C $ 45,000 $ 45,000 $ 46,800 $ 1,800 Subtotal Personnel Services $ 1,722,165 $ 1,716,245 $ 1,726,558 $ 10,313
Code Classification 2019 2019 2020 Difference Budgeted Revised Requested Amount Contractual Services 439 Travel $ 4,000 $ 4,000 $ 5,000 $ 1,000 439-.01 Per Diem $ 3,500 $ 3,500 $ 4,500 $ 1,000 439-03 Transport Per Diem $ 1,200 $ 1,200 $ 1,200 $ - 439-04 Extradition Expenses $ 3,000 $ 3,000 $ 3,000 $ - 440-01 Jail Supplies $ 26,000 $ 26,000 $ 26,000 $ - 440-02 Inmate Supplies $ 10,000 $ 10,000 $ 10,000 $ - 479-01 Inmate Programs $ 40,000 $ 40,000 $ 40,000 $ - 499 Repairs-Maintenance $ 7,000 $ 7,000 $ 7,000 $ - 499-01 System Maintenance $ 30,000 $ 30,000 $ 30,000 $ - 501 Inmate Food $ 188,700 $ 188,700 $ 193,417 $ 4,717 503 Medical Supplies $ 5,000 $ 5,000 $ 5,000 $ - 503-01 Medical Contract $ 228,700 $ 228,700 $ 234,189 $ 5,489 503-02 Medical Mental $ 10,000 $ 59,159 $ 10,000 $ - 503-03 Dental Inmates $ 5,000 $ 5,000 $ 5,000 $ - 503-04 Medications Inmates $ 20,000 $ 20,000 $ 20,000 $ - 503-05 Medical Call Backs $ 9,000 $ 9,000 $ 9,000 $ - 503-06 Medical Maintenance Software $ 3,000 $ 3,000 $ 3,000 $ - 503-07 Medical Overages $ 1,000 $ 1,000 $ 1,000 $ - 504-01 Inmate Assistance $ 500 $ 500 $ 500 $ - 509 Detention Training $ 9,500 $ 9,500 $ 9,500 $ - 509-01 Lexipol $ 9,740 $ 9,740 $ 6,680 $ (3,060) 529 Dues/Memberships $ 3,555 $ 3,555 $ 3,555 $ - 660 SCAAP Commission $ - $ - $ - >Grant 670-03 Inmate Housing $ 5,000 $ 5,000 $ 5,000 $ - 725 Services Care Juveniles $ 60,000 $ 60,000 $ 60,000 $ - Subtotal Contractual Services $ 683,395 $ 732,554 $ 692,541 $ 9,146
Page 49 DETENTION DIVISION CODE OF ACCOUNTS COMMODITIES AND CAPITAL OUTLAY Fiscal Year 2020 - October 1, 2019 Through September 30, 2020
Code Classification 2019 2019 2020 Difference Budgeted Revised Requested Amount Commodities 440-04 Inmate Commissary *C $ - $ - $ - >Trust 444 Supplies-Laundry $ - $ - $ - $ - 449-03 Supplies-Inmate Trust $ - $ - >Trust 556-01 Supplies-Equipment $ 5,500 $ 5,500 $ 6,000 $ 500 559 Misc. Expenses $ 500 $ 500 $ 500 $ - 591-05 Certification Incentives $ - $ - $ 3,000 $ 3,000 Subtotal Commodities $ 6,000 $ 6,000 $ 9,500 $ 3,500
Subtotal Contractual/Commodities $ 689,395 $ 738,554 $ 702,041 $ 12,646
Code Classification 2019 2019 2020 Difference Budgeted Revised Requested Amount Capital Outlay 801 Capital Vehicle $ - $ - $ - 806 Capital $ - $ - $ 81,000 $ 81,000 899 Capital-Other $ - $ - $ - $ - 899-01 Capital-Commissary $ - $ - $ - $ - 899-02 Capital Tele Commission $ - $ - $ - $ - Total Capital Outlay $ - $ - $ 81,000 $ 81,000
Proposed Detention Operating Budget $ 2,411,560 $ 2,454,799 $ 2,509,599 $ 103,959
Estimated County Clerk Increases 2% Market Estimate $ - $ 49,639 $ 49,639 403 2% Merit Estimate $ - $ 43,094 $ 26,346 Estimated Adjusted Personnel Services $ 1,819,291 $ 86,298 Estimated Benefits $ 754,989 $ 754,989 $ 791,227 $ 36,238
Total Estimated Detention Budget $ 3,166,549 $ 3,209,788 $ 3,393,558 $ 216,181
Page 50 Detention Division Line Item Justifications Account Account Name Detention Budget Justifications Number & Amount Special A Budget Note: The “Difference Amount” column in personnel services reflects our Note proposed FY2020 increases including scheduled step increases from the current Revised FY2019 wages. 402 Salaries Detention Justification: We are requesting an increase of $8,153 for pro-rated step Deputies increases, differential pay, and promotional adjustments. The increases are in $8,513 alignment with Blaine County’s Human Resource Wage Compensation Plan and strategically aligned with our Operational Mission Outcome. 409-99 Overtime Note: The Blaine County Clerk Budget Officer has projected a 2% market adjustment and a 2% merit adjustment for FY20 salaries. We have adjusted $1,800 our overtime 4% to reflect these increases and maintain this line item in alignment with our wages. The total amount of the Detention Overtime budget is $46,800. 439 Travel Justification: We are requesting a $1,000 increase for a total of $5,000 for $1,000 Travel. This increase will allow us to send multiple deputies to specialty classes beyond basic certification that are not offered in our area. This cost of doing business is strategically aligned with our Operational Mission Outcome. 439-01 Per Diem Justification: We are requesting a $1,000 increase for a total of $4,500 for $1,000 Per Diem. This increase will allow deputies to attend specialty classes that are not offered in our area and better align with our travel budget. This year we have seen increased per diems. This cost of doing business is strategically aligned with our Operational Mission Outcome.
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Account Account Name Detention Budget Justifications Number & Amount
501 Inmate Food Justification: Summit Food Services is seeking a 2.5% CPI for the FY20 $4,717 in the amount of $4,717 for a total of $193,417 to cover the inmate meal pricing for the FY20 Budget. We have seen a tremendous turn over in the food service department this year. Summit has had to raise the wages to draw and keep employees. This cost of doing business is strategically aligned with our Operational Mission Outcome. 503-01 Jail Medical Justification: We have negotiated a 2.4% Medical CPI for FY20 with Ivy Contract Medical. This increase would raise the line item $5,489 to a total of $ 234,189 for the year. This cost of doing business is strategically aligned with $5,489 our Operational Mission Outcome. 509-01 Lexipol Policy Reduction: In FY19, we received funding to provide the Lexipol Policy Manual Manual for our Detention staff. Lexipol provides exceptional benefits -$3,060 including electronic employee acknowledgments, tracking of policy updates, and ongoing daily training bulletins to ensure employees have a solid understanding of our policies and helps reduce liability. Our FY19 costs included an initial startup fee to migrate our existing policy manual to their electronic platform. The FY20 Detention Lexipol cost is $6,680, which is a decrease of $3,060 to this line item. 556-01 Supplies & Justification: We are requesting an increase of $500 to cover the gas Equipment cylinders for our breath testing equipment. We have seen increases in both $500 the use of the breath testing machine and the cost of the gas cylinders. The increase would bring the total line item to $6,000. This cost of doing business strategically aligned with our Operational Mission Outcome. Capital Equipment Justification: We are requesting $81,000 for a capital replacement of our $81,000 Security Camera System Servers. The current system is 11 years old with 5-year-old servers. The standard replacement age for servers is 5 years. This system records and stores data for the 96 cameras that are positioned throughout the Detention Center, Lobbies, Sheriff Administration, Interview Room and outer perimeter of the Public Safety Facility. It is a 806 key component in our risk liability management. Ideally, the security camera servers store data for approximately 60-70 days before rewriting. As we had to replace the old analog cameras with newer IP cameras, we have discovered data and footage losses. The IP cameras have a higher resolution which requires more data storage space and continues to significantly shorten the number of days for which we can store data. Additionally, our current system does not have redundancy failover protection. We have had multiple software and raid drive failures this past
Blaine County Sheriff’s Office FY2020 Budget Overview Page 52
year. The purchase includes the installation of new servers and software licensing to operate the cameras. Individual cameras are not included in this pricing. This capital equipment purchase is required input in alignment with our Improving Internal Processes Outcome.
403 Salaries 2% Market Justification: The Blaine County Clerk Budget Officer has projected a $49,421 2% market adjustment in the amount of $49,421 and a 2% merit adjustment in the amount of 42,908 for the FY20 budget. These estimates Salaries 2% Merit have been calculated on scheduled salaries including benefits for all Adjustment Detention employees. The merit and market adjustments are in alignment $42,908 with the Blaine County Human Resources Wage Compensation plan.
Benefits Estimate Note: The Blaine County Clerk Budget Officer is currently projecting $34,491 increases of 15% for medical insurance and 5% for life insurance. Based on scheduled wages, the total benefit estimate to $789,480, including a projected increase of $34,491. This estimate has been verified with the Blaine County Payroll Department. Blue Cross, Delta Dental, and USAble Life have not provided specific costs at this time.
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Appendices
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GLOSSARY OF TERMS
Contractual Services: Expenditures for services and materials supplied by any organization other than the County.
Commodities: Expenditures for equipment, supplies, hardware and other miscellaneous items not supplied by contractors. Unit cost for these items is under one hundred dollars ($100).
Capital Outlay: Expenditures for equipment and hardware which exceed the cost of five thousand dollars ($5000) and have a lifetime of one year or more.
Years of Service: This Salary Schedule column reflects the length of employment only with the Blaine County Sheriff’s Office.
Vision: A vision is a mental picture of what tomorrow will look like. It expresses our highest standards and values. It’s our ideal and unique image of the future for the common good.
Shared Values represent those common beliefs we share as an organization. They are the anchor points for the way we think and act in our service to our community.
Strategic Objectives are established by the BCC and reflect stakeholder concerns, needs, and priorities as well as other factors impacting and affecting our community. They add clarity to the purpose and role of county government within our community.
Fiscal Year Priorities: Each year the BCC will focus on a certain subset of the Strategic Objectives determined to be most important for the coming fiscal year. These priorities are referred to as Fiscal Year Priorities.
Mission Statement: A clear statement of purpose for any operational entity or organization. Mission statements help an organization decide what it should do as well as what it should not do. The organization’s outcomes, goals, programs, and projects should logically cascade from the mission statement.
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Outcomes are the intended result; the end of action; a statement that matches a response to a relevant customer need. Each office and department will establish a reasonable number of outcomes that directly support the Fiscal Year Priorities. Outcomes should address the most critical and/or relevant issues facing an office or department in its service to the community. It may be necessary to establish priorities among outcomes to improve their usefulness in allocating resources.
Goals are action plans for teams and/or individuals. Goals make the outcome tangible and therefore should have the following characteristics:
Specific – details who, what, where, how Measurable – broken down into a standard or basis of objective comparison (#, %, Y/N) Achievable – within the abilities of the group and the scope of the dedicated resources Relevant – meets a legitimate customer need Timely – has a designated starting and ending point
Strategies: Teams and individuals may choose to develop strategies to help them achieve their goals. Strategies relate to ways that the environment can be influenced (internal or external) to meet established goals. Multiple strategies may relate to the achievement of a single goal. Use of flowcharts or strategy mapping is encouraged in the design of strategies. To optimize the success of these strategies, opportunities should be provided for input from those who will be affected.
Tactics describe how strategies will be implemented and include activities and services to be performed for an employee to reach his/her goals. Tactics will most often be used where higher levels of supervision and accountability are needed.
Results Teams may be formed when two or more internal business partners come together for a common interest or a common purpose. Results Teams help align common outcomes across operational lines. They are intended to provide a more unified and cohesive budgeting solution by aligning the needs of multiple operational units.
The Results Team Project Plan provides a framework for clearly describing key elements related to multi- department projects.
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Idaho Sheriffs' Association
3100 Vista Ave., Ste. 203
Boise, ID 83705
208-287 -0001
www.idahosheriffs.org
April 29, 2019
Sheriff Steve Harkins Blaine County Sheriff’s Office 1650 Aviation Drive Hailey, ID 83333
Re: 2019 Jail Inspection
Dear Sheriff Harkins:
I completed the jail inspection of your jail on April 17, 2019 and would like to thank Captain Jay Davis, Commissioner Dick Fosbury, Chief Deputy Will Fruehling, and you for your assistance in helping me complete the inspection paperwork and the tour of the facility. Capt. Davis gathered all of the information I requested and sent it to me on the flash drive prior to the inspection but, unfortunately, the flash drive came after I had left for the week. However, he had all of the information ready for me to view at the audit and the information was clear and well organized. I always enjoy coming to your facility as all of you make me feel very welcome. Capt. Davis and his staff have created a culture of treating inmates humanely and it always shows in the inmate interviews. Every year the inmates I interview praise the staff and their treatment at your facility. I really appreciate Chief Deputy Fruehling and you for coming on the tour with us.
I also appreciate Commissioner Fosbury coming on the tour and I think it is wonderful how involved your commissioners are in the tour and the operation of the facility.
During my walk-through of the facility I didn’t notice any areas that were in serious need of repair. I didn’t notice any plumbing issues anywhere in the facility and your lighting and temperature were great. Your building has been well maintained, is extremely clean, and still looks like a new jail even though it is actually ten years old. I am amazed every year at the great condition of the jail
Your food service is provided by Summit and your kitchen is very clean and the cook obviously takes a great deal of pride in keeping it clean and looking nice. Your menus looked good and Summit’s dietitian’s form letter dated April 9 of 2019 showed approval of the menus. The South Central Public Health Department health inspection dated October 15, 2018 showed no violations and a permit was issued that does not expire until December 31, 2019.
I reviewed your policies and procedures on Medical Services, Restricted Housing, and Personal Hygiene and all showed you are following the Idaho Jail Standards in those areas. Razors are offered daily and are collected and inspected approximately one hour later.
I interviewed a deputy on shift the day of the inspection who gave the following answers to my interview questions. There is a minimum of two deputies on shift and, at times, the number can go up to seven or eight. There is always a female available Blaine County Sheriff’s Office FY2020 Budget Overview Page 57 to search female inmates as Control can assist when necessary. Training for the detention deputies consists of in-service training, outside classes, classroom, mandatory classes and online classes. Deputy Whitesell is your fire safety officer. His duties include conducting fire drills, making sure evacuation signs are posted, checking the exit signs, conducting inspections of fire systems and extinguishes, and trains on the SCBA. The deputy was able to tell me how to evacuate inmates if a fire broke out in Control. The deputy hasn’t been involved in a fire drill yet because of working for the facility for less than a year. A timer and Control alert the deputies when it is time for a security check and deputies also check their watches. When conducting a check, the deputy walks all around, checks for contraband, verifies all are alive and breathing, checks that no one is acting up, picks up kites and grievances, checks for anything abnormal, and talks to the inmates. Special watches are done every fifteen minutes, juveniles every five minutes, and the inmate’s activity is logged each check. No strip searches at intake are done. If a body cavity search is needed, the inmate would be taken to a doctor to perform the search. For a medical screening at intake the deputy observes the inmate for medical issues and asks the inmate questions about medical and mental health. The deputy stated that the most common complaint the inmates have about the medical care in the facility is that the medical isn’t doing anything to help them. The PREA Coordinator is Sgt. Jessi Pieschl. Inmates are given a pamphlet at booking that explains PREA, a video is watched every Sunday, posters are on the wall of the housing units, and the PREA Coordinator talks to the inmates regularly. You have never gone over the rated capacity in any cell or housing unit.
I interviewed two inmates who were incarcerated in the facility at the time of the inspection and have been there for 2 months. Both inmates stated there are three to five staff members on each shift. One inmate has been involved in a fire drill and one hasn’t. Both stated there are evacuation plans on every wall and both felt they could find their way out of the building in an emergency. Deputies come into the housing unit every half hour to an hour and check the cells, count inmates, look for paraphernalia, alcohol, and fights. One inmate said the deputies are very respectful and talk to them frequently and the other stated the staff are friendly, for the most part, and talk when they come into the housing unit. Both inmates have been strip searched in the facility and both searches were done by a deputy of the same gender as the inmate and both were done professionally. Both stated they were seen quickly by medical staff after booking and one had a health appraisal immediately and the other had one within a week. One of the inmates stated the medical care is awesome. When inmates submit a medical request to see the doctor, they are seen the next day. Both inmates were familiar with PREA and know how to report a sexual assault. Neither inmate has seen a time where there were too many inmates for the number of bunks in the housing units. Both inmates stated that the staff do a good job and one stated that “you can’t get better than this jail”.
As you are aware, this inspection included some extra procedures to inspect eight standards selected by ICRMP for more detailed inspection.
STANDARDS SELECTED BY ICRMP FOR THE ICRMP JAIL INSPECTION PROGRAM
The following is a list of the Idaho Jail Standards adopted by the Idaho Sheriffs’ Association that were selected by ICRMP for their underwriting purposes. Failure to comply with these standards may change the terms of the County’s insurance coverage with ICRMP. Please contact Carl Ericson at ICRMP for more information.
Staffing – In compliance with the standard
IJS 03.02
I looked at your staff schedules and verified you have a minimum of two deputies on shift plus a supervisor and a Control person. On heavy work days, there can be up to 6 or 7 deputies on dayshift. You have a policy in place that. if needed, the Control person can leave Control and assist on the floor. However, it is not used.
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I reviewed your staffing plan and it looked good and shows you have a total of 22 employees who work in the jail. Capt. Davis explained that you are currently down one staff member but have a person starting April 29, 2019.
There is always a female deputy or female Control person scheduled on shift who can search female inmates. But if none available, they request assistance from patrol or detectives for the search, or have the inmate do a self-search and place into holding until a female can be located.
Training and Staff Development – In compliance with the standards
IJS 04.01
IJS 04.03
IJS 04.07
I verified current detention certifications on your staff by comparing the POST print-out against your employee list and all of your employees are current.
All of your detention deputies were current with their 40 hours of training every two years. All are current on their PREA training and their CPR training.
Fire Safety and Emergency Procedures – In compliance with the standards
IJS 06.01
IJS 06.02
IJS 06.03
IJS 06.04
Your fire safety officer is Wes Whitesell. Documentation on your fire drill 4/7/19 was excellent. The documentation was also excellent on the monthly fire inspections. Fire evacuation plans are posted in all of the housing units and all around the building.
Your fire inspection from the Fire Department was 4/5/19 and two violations were found. Both violations were fixed the same day.
Inmate Observation/Security Checks – In compliance with the standards
IJS 07.02
The documentation on security checks was excellent and showed that most of your checks are right at or under the 30 minutes. There was only one check on the five requested days that was 40 minutes or over. The following were your checks:
October 16 showed no checks that were 40 minutes or over between checks.
November 11 showed no checks that were 40 minutes or over between checks.
December 2 showed one check that was 1 hour between checks.
December 17 showed no checks that were 40 minutes or over between checks.
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January 1 showed no checks that were 40 minutes or over between checks.
Your policy on special watches is that suicide watches and juveniles are every 15 minutes and medical watches are every 30 minutes. The documentation is very good.
Strip Searches and Body Cavity Searches – In compliance with the standards
IJS 15.05
Your intake strip searches are done with reasonable suspicion and staff documents when a strip search is done. You are not doing strip searches on all inmates going into general population except for weekenders, check-ins, work release and people coming back who have left the jail for any reason. No strip searches are done in groups or are done on camera.
Body cavity searches are done when there is probable cause and a warrant is obtained. Policy and procedure on both is very detailed.
Transgender and intersex inmates are asked their search preference and sign that preference.
Health Care Services – In compliance with the standards
IJS 11.01
IJS 11.03
IJS 11.10
IJS 11.12
IJS 11.13
I verified you have a written agreement with Ivy Medical to provide your medical care to the inmates. Nurses check medical requests every day and see inmates a minimum of two times a week. They are also on call. There is a medical clinic with the provider one time a week.
Your policy shows that you do medical screenings at booking and nurses see medical problems as quickly as possible. Your policy is also detailed about 14-day health appraisals and they are being done on time. Capt. Davis has a great program on the computer where he can personally verify they are done.
Emergencies do not require a medical kite and are taken care of immediately. Dental is available as needed. The doctor refers inmates for dental appointments and you have to take inmates out of the facility for treatment.
Ivy Medical provides on-site mental health care and a clinic is held once a week or semi-monthly, depending on the need, by Mental Health Professional Services.
A $20.00 medical fee is charged to the inmate for a doctor or dentist visit, $10.00 to see the nurse, $5.00 for prescription meds, $2.00 for over the counter meds, and $7.00 for lab work.
Nurses pass medication to the inmates.
Inmate Rights, Regarding Rape, Sexual Assault or Sexual Activity – In compliance with the standard
IJS 12.03
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Inmates are given a brochure at booking that explains PREA and it is posted in the housing units. It is available in Spanish and English. There is also a poster that is posted in the housing unit. Both inmates I interviewed felt they were very familiar with how to report a sexual assault.
The deputies are current on their training about their responsibilities under Idaho Code 18-6110 which refers to sexual misconduct between deputies and inmates. They receive the training in their PREA training and sign an acknowledgement of the training.
The facility is currently in the corrective action period of an IPREA audit.
Physical Facility – In compliance with the standard
IJS 18.01
Your documentation shows that you were not over the rated capacity in any cell or housing unit and Capt. Davis said that the facility has never been over the rated capacity.
Summary of ICRMP Selected Standards Compliance
Total ICRMP selected standards in compliance: 8
Total ICRMP selected standards out of compliance: 0
Summary of Entire Idaho Jail Standards Compliance
Based upon the questionnaire and the tour of the facility I found no standards out of compliance:
Total of Mandatory Standards out of compliance: 0
Total of Recommended Standards out of compliance: 0
Based upon the jail inspection and the finding of no standards out of compliance, I am pleased to recommend the Blaine County Jail for a 2019 Certificate of Compliance. Congratulations to all of you for your hard work in bringing the jail into full compliance again this year.
Please give me a call if you have any questions or if I can be of assistance to you.
Sincerely,
Cindy Malm Jail Standards Coordinator/Inspector Idaho Sheriff’s Association 848 Bitterroot Dr. Pocatello, ID 83201 208-346-1065 (cell) [email protected]
Blaine County Sheriff’s Office FY2020 Budget Overview Page 61