PROGRAM I: PUBLIC PROTECTION

Transcription

1 PROGRAM I: PUBLIC PROTECTION PROGRAM I: PUBLIC PROTECTION Summary of Appropriations and Revenues FY FY FY Agency Agency Name Appropriations Revenue Net County Cost 026 District Attorney 114,558,849 66,375,400 48,183, Emergency Management Division 2,274,670 1,720, , Grand Jury 599, , Juvenile Justice Commission 159, , Sheriff Court Operations 54,863,984 48,091,770 6,772, Detention Release 1,413, ,413, Office of Independent Review 452, , Sheriff-Coroner Communications 11,184,240 5,647,563 5,536, Probation 149,508,263 46,496, ,011, Public Defender 66,240,155 3,300,000 62,940, Sheriff-Coroner 485,729, ,761,989 75,967, Alternate Defense 6,568, ,000 6,395, Trial Courts 63,826,375 25,289,198 38,537,177 GENERAL FUND SUBTOTAL 957,378, ,856, ,522, O.C. Methamphetamine Lab Investigation Team 1,195,447 1,195, County Automated Fingerprint Identification 1,804,390 1,804, Narcotic Forfeiture and Seizure 925, , Sheriff - Regional Narcotics Suppression Program 10,067,290 10,067, Motor Vehicle Theft Task Force 3,179,687 3,179, G Real Estate Prosecution Fund 1,917,776 1,917, H Proposition 64 - Consumer Protection 4,425,323 4,425, J DNA Identification Fund 2,221,951 2,221, Y Juvenile Justice Reform 6,917,332 6,917, Sheriff's Narcotics Program 7,602,944 7,602, Orange County Jail 3,113,400 3,113, B Traffic Violator 1,598,703 1,598, P State Criminal Alien Assistance Program (SCAAP) 5,630,660 5,630, R Sheriff-Coroner Replacement & Maintenance 11,831,410 11,831, Sheriff's Substation Fee Program 8,417,492 8,417, Jail Commissary 7,522,097 7,522, Inmate Welfare 8,341,307 8,341, D CAL-ID Operational Costs 1,367,868 1,367, E CAL-ID System Costs 26,307,906 26,307, G Sheriff's Supplemental Law Enforcement Service 1,129,013 1,129, H DA's Supplemental Law Enforcement Service 820, , J Excess Public Safety Sales Tax 2,453,714 2,453, Q Sheriff-Coroner Construction and Facility Development 20,045,697 20,045, R Ward Welfare 626, ,662 0 County of Orange 61

2 Summary of Appropriations and Revenues (Continued) FY FY FY Agency Agency Name Appropriations Revenue Net County Cost 14S Equitable Sharing Forfeiture Program Fund 23,905 23, U Court Facilities 1,335,848 1,335, N Delta Special Revenue 182, ,060 0 OTHER FUNDS SUBTOTAL 141,005, ,005,812 0 TOTAL - PUBLIC PROTECTION 1,098,384, ,862, ,522, County of Orange

3 026 - District Attorney DISTRICT ATTORNEY District Attorney Operational Summary Mission: To enhance public safety and welfare and create a sense of security in the community through the vigorous enforcement of criminal and civil laws in a just, honest, efficient and ethical manner. At a Glance: Total FY Current Modified Budget: 117,692,837 Total FY Actual Expenditure + Encumbrance: 113,242,675 Total Final FY ,558,849 Percent of County General Fund: 3.7% Total Employees: Strategic Goals: Protect the public from criminal activity. Key Outcome Indicators: 2010 Business Plan 2011 Business Plan Performance Measure Results Target How are we doing? FELONY CONVICTION RATE What: The conviction rate measures the percentage of filed adult felony cases resulting in conviction. Why: Measure the Office's ability to effectively represent the People of the State of California. Felony conviction rate exceeded 90%. To meet or exceed 90% felony conviction rate. The Office has maintained an excellent felony conviction rate. FY Key Project Accomplishments: Our primary accomplishments require courageous crime victims and witnesses to come forward to report crime. Successful prosecution results from effective collaboration both among internal staff (prosecutors, investigators, and support staff) and with outside police agencies and the community. Criminal Case Filings Approximately 90,400 criminal cases against individuals were submitted to our office for review in Gang Reduction and Intervention Partnership (GRIP) GRIP is a law enforcement partnership that identifies at-risk youth and aims to increase school attendance and decrease gang activity. In 2010, the California State Association of Counties (CSAC) presented GRIP with the Challenge Merit Award in recognition of its innovation, uniqueness and ability to be replicated. Additionally, the Cities, Counties and Schools (CCS) Partnership honored GRIP as the winner of the 2010 CCS Partnership Award recognizing it for its creativity and leadership in choosing to collaborate with cities and schools to address community issues. DNA Database The Orange County District Attorney's Office (OCDA) is committed to fully utilizing forensic DNA technology to solve crimes, exonerate the innocent, and prevent future victimization. As most crime is committed locally, the OCDA began collecting voluntary local DNA database samples from defendants in By December 2010, the OCDA had collected approximately 40,000 DNA samples. County of Orange 63

4 026 - District Attorney PUBLIC PROTECTION Vehicular Homicide Unit The OCDA created a section of the Homicide Unit with specialized prosecutors and investigators to vertically prosecute vehicle death case. Additionally, the team is actively involved in educating the community about the dangers of drinking and driving. These prosecutors and investigators teach school-aged and college students about the dangers of driving under the influence of alcohol and drugs, taking drugs and driving, and texting while driving. The OCDA works with the media to educate the general public. The team also partners with Mothers Against Drunk Driving (MADD). MADD court advocates spend countless hours comforting victims through frightening and uncertain times. Gang Injunctions A gang injunction is a civil court order with narrowly tailored restrictions for gang members that designates specific gang behavior as a public nuisance. As of December 2010, eight injunctions have been put in place throughout Orange County. These injunctions place restrictions on gang members from the County's most active criminal street gangs in the cities of Anaheim, Garden Grove, Orange, San Clemente, San Juan Capistrano, and Santa Ana. Violent crime in the eight gang injunction safety zones fell by approximately 48 percent after the injunctions were put in place. TracKRS The Task Force Review aimed at catching Killers, Rapists, and Sex Offenders (TracKRS) maintains and provides an information system for law enforcement to remotely access a secure Intranet site of solved and unsolved homicide and sexual assault cases. TracKRS also is responsible for maintaining a Cold Hit database to enable Orange County law enforcement to share DNA leads and ensure follow-up investigations within a secured computer system. TracKRS investigators have reviewed Orange County's unsolved murders dating back to 1960 and help agencies identify cases with evidence that would likely benefit from advances in forensic technology. As of December 2010, of the 2,844 DNA Cold Hits realized, approximately 408 remained active investigations. High Tech Crimes To effectively manage the emergence of digital evidence, the Office's High Tech Crimes Unit partnered with local, state and federal agencies in formation of the Orange County Regional Computer Forensic Laboratory (OCRCFL). An RCFL is an FBI sponsored full service digital forensics laboratory and training center. The OCRCFL is devoted entirely to the examination of digital evidence in support of criminal and national security investigations, such as, but not limited to: Terrorism Child pornography Homicide Violent crimes Theft or destruction of intellectual property Internet crime Fraud 2010 was a transition year preparing the OCRCFL facility for a January 2011 opening. During the transition period, the High Tech Crimes Unit continued to process digital evidence. In 2009 and 2010, the Office's High Tech Crimes Unit processed over 90 terabytes of data, the equivalent of over nine times the volume of data in the Library of Congress. Organizational Summary District Attorney Administrative Services Bureau of Investigations Criminal Prosecution Administrative Services - In addition to providing office services support to the prosecution and investigative units mentioned below, the Administrative Services Division provides a myriad of support services including: Accounting, Budgeting, Facilities, Human Resources, Information Technology, Purchasing, and Research. 64 County of Orange

5 026 - District Attorney Bureau Of Investigation - The Bureau consists of both sworn and non-sworn personnel responsible for providing investigative and other related technical services to support criminal prosecution. Investigators provide trial support by conducting complex criminal investigations as well as interviewing and subpoenaing witnesses, and DNA Collection at the four adult justice centers and the Central Jail Arraignment Court (CJ-1). Investigators also assist other County law enforcement agencies with complex investigations, cases involving multiple jurisdictions, and investigation of officerinvolved shootings and in-custody deaths occurring in Orange County. Additionally, the Bureau operates three investigative units: The Anti-Terrorism/Organized Crime Unit is the only countywide intelligence unit operating in the surveillance of organized crime. Investigations conducted by this unit have resulted in prosecution of serious crimes, including murder. The TracKRS (Taskforce review aimed at catching Killers, Rapists and Sexual Offenders) unit provides a variety of resources to assist peace officers in the investigation of homicides and sexual assaults. Public Assistance Fraud: Investigative staff prevent, detect, and investigate various forms of Welfare Fraud, Section 8 Housing Fraud, and In-Home Support Services (IHSS) Fraud. These operations are funded by state and federal sources. Criminal Prosecution - Prosecution operations are divided into the following four areas: Vertical Prosecutions/Violent Crimes: Prosecutes the majority of violent felony crimes. Units in this area include: The Homicide Unit prosecutes non-gang related homicides, including those with special circumstances. The Sexual Assault Unit prosecutes rapists, sexually violent predators, child molesters and other violent sexual assaults. The Gang Unit prosecutes crimes committed by gang members, including murders and attempted murders. The TARGET Unit is comprised of anti-gang teams which include a police officer, a probation officer, a District Attorney Investigator, and a prosecutor. These teams are housed in police departments throughout the county. TARGET prosecution is focused on the eradication of gang crime and violence by targeting the gang's "serious offenders." The DNA Unit is comprised of specialists in the use of DNA evidence in prosecution. Branch Court Operations: Prosecutes adult misdemeanor crimes in each of the four Justice Centers (Central Justice Center, Harbor Justice Center-Newport Beach, North Justice Center, West Justice Center) and felony and misdemeanor juvenile petitions in the Lamoreaux (Juvenile) Justice Center. In addition to misdemeanor prosecution, each of the four adult Justice Centers includes a Felony Charging Unit. The Felony Charging prosecutors review potential felony cases presented by police agencies to the justice centers for filing consideration. In 2009, the Court added a new in-custody arraignment court in the Central Jail (CJ-1). This new court required the redeployment of prosecutors and support staff. General Felonies/Economic Crimes: Prosecutes a variety of general felonies and includes: The Felony Panel Unit prosecutes a variety of felony crimes and career criminals. The Family Protection Unit prosecutes violent assaults, attempted murders, felony domestic violence, child abuse, child abduction, stalking and elder abuse. The Consumer/Environmental and Insurance Fraud Unit prosecutes complex cases involving environmental crimes and also companies and individuals that engage in fraudulent or unlawful business practices affecting large groups of people. Additionally, this unit prosecutes workers' compensation fraud, auto insurance fraud, medical and disability, life and annuity fraud crimes. The Economic Crimes Unit prosecutes high tech crime, identity theft, high-dollar fraud crimes and includes the White Collar Crime Prosecution Team. A Real Estate Fraud Prosecution Unit was added in April The Narcotic Enforcement Team (NET) Unit prosecutes major narcotic traffickers and illegal drug manufacturers. Additionally, the NET Unit handles the distribution of forfeitures proceedings from illegal drug trade. County of Orange 65

6 026 - District Attorney PUBLIC PROTECTION The Public Assistance Fraud Unit prevents, detects and prosecutes crimes related to fraudulent receipt of public assistance. This unit is funded by the Social Services Agency. Cases arising out of the Office's Orange County Auto Theft Task Force (OCATT), primarily auto theft rings. Special Projects: Oversees for special projects, coordination of high profile cases, and two prosecution units: The Special Prosecutions Unit prosecutes a variety of specialized felonies (arson, hate crimes, political corruption, and cases dealing with Mentally Disordered Offenders). Additionally, this Unit investigates Officer Involved Shootings. The Law and Motion Unit conducts over 700 Felony Pretrial Motions, Writs and Appeals annually. The Unit also provides prosecutors legal research assistance and training. Ten Year Staffing Trend: the Sexual Assault Unit, five support staff positions; one Senior Systems Programmer/Analyst; one Investigator position to the Joint Terrorism Task Force; two Deputy District Attorney positions to the Economic Crimes Unit; and one Senior Accountant/Auditor. There was a budgetary transfer of 52 existing public assistance fraud positions from the Social Services Agency to the District Attorney effective July 6, The Board approved establishment of the District Attorney's White Collar Crime Prosecution Team (WCCPT) effective January 1, 2006, which comprises Attorney, Investigator, Paralegal, Attorney's Clerk, Investigative Auditor, and Investigative Assistant positions, to investigate and prosecute complex fraud cases including embezzlement, larceny, computer crime, identity theft, as well as other fraud scams. The operating costs of this prosecution team are being funded by the DA Consumer Protection Fund 2AH. The Board also approved the Office's requests to add staff to implement the District Attorney High Tech Crime Unit Expansion Strategic Priority approved by the Board on December 13, As mandated by AB 196 and SB 542, in December 2001, the Board of Supervisors approved an ordinance to create the Department of Child Support Services effective July 1, As a result, a total of 782 Family Support Division positions were transferred to this newly created County department. Ten Year Staffing Trend Highlights: There were no position changes in FY During the FY budget process, 58 positions were deleted to balance the budget. In February 2009, eight positions were deleted as a result of the vacant position review process. In December 2007, the County's Budget Reduction Plan identified deletion of positions vacant for 13 or more months. The Office deleted two positions meeting this criterion in FY and five in FY During FY , the Board approved an additional 28 positions: 12 positions to establish the DNA Unit; three positions to the Homicide Unit; three positions to Budget Summary Changes Included in the Base Budget: The base budget represents a 25% NCC reduction compared to the FY NCC limit. The Orange County District Attorney's Office (OCDA) has been in a glide down mode and has implemented significant reductions over the last couple of years including layoffs, temporary layoffs, furloughs, pay cuts, and deleting 15 prosecutor, 29 investigative, and 27 support positions. Significant increases to the base budget were avoided through a minor restructure of staffing and workflow. Business process changes were also implemented to enable the Office to function with fewer prosecutors and investigators. 66 County of Orange

7 026 - District Attorney The FY Budget with augmentation request represents continued operation at the FY reduced level of staffing and cost cutting measures by deferring and reducing expenses in services, supplies, and equipment and eliminating non-essential travel and training. Staff of the OCDA are interdependent and integrated. As a result of additional staff losses through attrition, the OCDA has reached a tipping point where further cuts are unsustainable and could directly impact public safety. To meet the FY NCC limit, the OCDA submitted one augmentation request of $8.1 million to restore 66 positions to meet basic prosecution demands and provide Orange County residents and visitors with a safe community. Approved Budget Augmentations and Related Performance Results: Unit Amount Description Performance Plan Restore 66 Positions Amount:$ 8,066,342 Delete 66 Positions to Meet NCC Limit Amount:$ (8,066,342) Restore 66 positions to meet basic prosecution demands. OCDA requires adequate staffing to maintain the strategic goal of a 90% felony conviction rate. BRASS Ser Delete 66 positions to meet NCC limit. N/A 2312 Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Positions Total Revenues 58,259,261 62,549,325 63,521,246 66,375,400 3,826, Total Requirements 102,893, ,692, ,662, ,558,849 (3,133,988) Net County Cost 44,634,075 55,143,512 48,141,127 48,183,449 (6,960,063) (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: District Attorney in the Appendix on page A38 Highlights of Key Trends: The OCDA continues to handle approximately 80,000 criminal cases each year. To avoid significant increases to the base budget, the OCDA implemented an officewide restructure changing the manner by which some cases are prosecuted including workflow and business process changes to enable the Office to function with fewer prosecutors and investigators. The advance of DNA technology is bringing an unprecedented number of cold hit DNA cases into the criminal justice system. OCDA receives approximately 100 cold hit cases per month requiring significant resources to review and investigate. These cold hits often identify violent offenders and may implicate statute of limitations so that immediate attention is paramount for public safety. As DNA technology expands, the number of perpetrators identified by DNA cold hits will continue to increase. Continue to evaluate staffing levels to ensure sufficient resources are available to address both the volume and complexity of caseloads. Caseload demands are managed through staff rotations and in some instances use of volunteer staff. The Office has successfully utilized volunteer attorneys through the Trial Attorney Partnership (TAP) program whereby experienced private attorneys are trained and deputized to prosecute certain types of misdemeanor cases while temporarily assigned to the Office. Continue to exercise fiscal prudence and closely monitor revenues and expenses. The OCDA has implemented significant reductions over the last couple of years to offset Prop 172 revenue shortfalls and mitigate NCC required. Further, the Office endured additional staff losses through attrition. To cope with the loss of staff, the OCDA has implemented a variety of initiatives to reduce the resources required to prosecute certain type of cases. County of Orange 67

8 026 - District Attorney PUBLIC PROTECTION Continue to work collaboratively with CEO/Budget Office and highlight variances and issues, which may impact budget requirements. Budget Units Under Agency Control: No. Agency Name Administrative Services Bureau Of Investigation Criminal Prosecution Total 026 District Attorney 21,549,813 34,882,853 58,126, ,558, Narcotic Forfeiture and Seizure , , Motor Vehicle Theft Task Force 0 0 3,179,687 3,179,687 12G Real Estate Prosecution Fund 0 0 1,917,776 1,917,776 12H Proposition 64 - Consumer Protection 14H DA's Supplemental Law Enforcement Service 0 0 4,425,323 4,425, , ,693 Total 21,549,813 34,882,853 69,394, ,827, County of Orange

9 116 - Narcotic Forfeiture and Seizure NARCOTIC FORFEITURE AND SEIZURE Narcotic Forfeiture and Seizure Operational Summary Description: Unit proactively addresses narcotic-related crimes in Orange County and vigorously pursues asset forfeiture actions related to those crimes as mandated by Health & Safety Codes At a Glance: Total FY Current Modified Budget: 1,147,614 Total FY Actual Expenditure + Encumbrance: 647,913 Total Final FY ,237 Percent of County General Fund: N/A Total Employees: 3.00 Strategic Goals: Proactively address narcotic-related crimes. Ensure consistent enforcement of Health and Safety Code sections and Key Outcome Indicators: 2010 Business Plan 2011 Business Plan Performance Measure Results Target How are we doing? PERCENTAGE OF ELIGIBLE CASES IN WHICH ASSETS WERE SEIZED. What: Measures level of effectiveness of the program. Why: Indicates the effectiveness of the program. On target to meet established goal. Sustain performance level. Meeting performance targets. FY Key Project Accomplishments: Continued to pursue forfeitures under PC 186.2, the Criminal Profiteering Act, and where appropriate, distributed the seized property back to the victims of the criminal acts. Assisted law enforcement and other deputy district attorneys in pursuing forfeitures of computers pursuant to PC and the forfeiture of vehicles that were involved in gang related activity pursuant to PC Provided asset forfeiture training at the Sheriff's narcotic academy in July 2010 and March A third training was conducted in October 2010 covering medical marijuana and asset forfeiture for the Sheriff's Special Investigations Division. In addition, the forfeiture Deputy District Attorney routinely fields calls from agencies throughout the county with specific asset forfeiture questions. Future trainings are scheduled in August and October County of Orange 69

10 116 - Narcotic Forfeiture and Seizure PUBLIC PROTECTION Ten Year Staffing Trend: Budget Summary Changes Included in the Base Budget: No significant changes were included in the base budget. Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Positions Total Revenues 1,680,294 1,302,369 1,441, ,237 (377,132) Total Requirements 691,198 1,302, , ,237 (377,132) Balance 989, , (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Narcotic Forfeiture and Seizure in the Appendix on page A County of Orange

11 122 - Motor Vehicle Theft Task Force MOTOR VEHICLE THEFT TASK FORCE Motor Vehicle Theft Task Force Operational Summary Description: The Motor Vehicle Theft Task Force extensively investigates and vigorously prosecutes violations of the criminal code dealing with auto theft and distribution of stolen vehicles and automotive parts. The Motor Vehicle Theft Task Force is a multi-agency, multi-jurisdictional Countywide unit that concentrates its activities on rings of professional vehicle thieves operating to steal, strip and/or sell motor vehicles and their parts. The task force is funded by an earmark of vehicle registration fee of $1 on all registered motor vehicles in Orange County pursuant to Section of the Vehicle Code extended by AB 286 in This fee funds one-time and on-going operational costs necessary for investigation and prosecution of motor vehicle theft cases. At a Glance: Total FY Current Modified Budget: 3,213,052 Total FY Actual Expenditure + Encumbrance: 2,692,776 Total Final FY ,179,687 Percent of County General Fund: N/A Total Employees: 5.00 Strategic Goals: To prosecute criminal violations involving motor vehicle theft occurring in Orange County in a vigorous, efficient, just and ethical manner. To reduce the incidence of motor vehicle theft by increased awareness of the public and providing training to local police agencies. Key Outcome Indicators: 2010 Business Plan 2011 Business Plan Performance Measure Results Target How are we doing? PERCENTAGE OF FILED CASES RESULTING IN CONVICTIONS What: Measures level of effective, just prosecution Why: Indicates effectiveness of prosecution Conviction rate exceeded 90% To meet or exceed 2010 Performance Results This highly experienced unit has been very successful in recovering stolen vehicles and building cases against major auto theft rings. FY Key Project Accomplishments: In FY , OCATT recovered 141 vehicles with a value of approximately $2,478,521 during 248 investigations. OCATT assisted other law enforcement agencies in the recovery of an additional 37 vehicles with a value of approximately $1,254,352. The task force made 27 arrests and assisted in an additional 27 arrests. Many of these recoveries were VINswitched vehicles, which would never have been recovered without OCATT's efforts. To date, OCATT has filed 29 criminal cases against 27 defendants. The majority of these cases originated from OCATT's own detective investigations. County of Orange 71

12 122 - Motor Vehicle Theft Task Force PUBLIC PROTECTION Ten Year Staffing Trend: Ten Year Staffing Trend Highlights: In FY , one clerical position was deleted. In FY , the Board of Supervisors approved an additional Attorney position to address caseload increases. In FY , one Attorney position was deleted. Budget Summary Changes Included in the Base Budget: No significant changes were included in the base budget. Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Positions Total Revenues 2,985,535 3,213,052 3,200,217 3,179,687 (33,365) Total Requirements 2,852,025 3,213,052 2,647,200 3,179,687 (33,365) Balance 133, , (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Motor Vehicle Theft Task Force in the Appendix on page A120 Highlights of Key Trends: OCATT continued to experience a large number of investigations involving identity-theft and fraudulent credit applications to purchase or lease vehicles at dealerships. OCATT also continued to investigate and prosecute "chop shops" (locations where stolen vehicles are stripped and dismantled, and/or identifying numbers are changed); vehicle insurance fraud; and cases involving stolen motorcycles, boats and trailers. 72 County of Orange

13 12G - Real Estate Prosecution Fund 12G - REAL ESTATE PROSECUTION FUND 12G - Real Estate Prosecution Fund Operational Summary Mission: Pursuant to Section of the California Government Code, Fund 12G was established in April 2009 for deposit of a $3 fee for the recording of certain real estate instruments by the County Clerk-Recorder. The Trust provides a necessary source of funding for investigating and prosecuting real estate fraud crimes and is to be used exclusively to fund investigation and prosecution of real estate fraud crimes. Government Code guarantees a minimum of 60% of funding allocation to the District Attorney. Law enforcement agencies may apply for funding pursuant to the criteria in Government Code 27388, award of which is discretionary and is determined by the Real Estate Fraud Trust Fund Committee, set up statutorily to administer the funds. At a Glance: Total FY Current Modified Budget: 1,548,531 Total FY Actual Expenditure + Encumbrance: 1,548,530 Total Final FY ,917,776 Percent of County General Fund: N/A Total Employees: 0.00 Strategic Goals: Funding for investigation and prosecution of real estate fraud crimes in Orange County. FY Key Project Accomplishments: The OCDA's Real Estate Fraud Unit continues to be very successful in its mission to investigate and prosecute a variety of real estate frauds. Budgetary cutbacks at county law enforcement agencies have resulted in an increase in cases with investigations originated at OCDA which requires consumption of additional investigation resources. The program has dramatically increased the number of investigations and criminal prosecutions since beginning in April There have been 38 convictions to date, and there are currently 42 open filed cases. There have been a total of 414 referrals for investigation, with 80 being received during 2010/2011. There have been several high profile trials/convictions with significant prison time imposed after conviction, and this provides a deterrent value to others who see criminal fraud activities as high profitability/low risk. Some notable cases: People v Kathy Chen. Defendant engaged in $17 million mortgage fraud scheme involving 20 victims and properties in 3 Southern California counties. Defendant used straw buyers/identity theft to purchase properties, stripped equity from them and defaulted. Convicted of 130 felony counts after a 3 month jury trial; she received 60 years in state prison. People v Anthony Veltre. Defendant defrauded 8 victims in a $2.6 million trust deed scam and was convicted of 112 felonies. He was sentenced to 18 years in state prison. People v Gil Fonthal et al. Defendants engaged in a loan modification fraud scheme involving multiple victims. After conviction, he was sentenced to 8 years in state prison. Active cases filed or under investigation covering a broad spectrum of frauds including mortgage fraud, loan modification fraud, fraudulent recording of documents and real estate fraud investment schemes. Because of budgetary cutbacks that have effected staffing in local law enforcement agencies, OCDA is doing the majority of investigation of real estate fraud in the county. There is a backlog of complaints awaiting investigation. OCDA established a Real Estate Fraud Advisory Board County of Orange 73

14 12G - Real Estate Prosecution Fund PUBLIC PROTECTION representing professionals in the real estate industry and that Board has met regularly to offer input and discuss current trends in real estate fraud. OCDA has established excellent working relationships with the Department of Real Estate (DRE), the State Bar and regional real estate fraud task forces. Real Estate Prosecution Fund - On March 3, 2009, the Board of Supervisors established a Real Estate Fraud Prosecution Trust Fund. The funding distribution is determined by the Real Estate Prosecution Trust Fund Committee. Activities for this Budget Control include allocating funds to the District Attorney's Real Estate Fraud Prosecution Unit, the Clerk-Recorder, and eligible law enforcement agencies. The District Attorney's Real Estate Fraud Prosecution Unit is a vertical prosecution unit that prosecutes a variety of real estate crimes. Ten Year Staffing Trend Highlights: Funding from the Real Estate Fraud Prosecution Trust currently covers the cost of staff for the OCDA Real Estate Fraud Unit. OCDA would benefit from additional funding if generated by Trust revenue or from additional sources as there is a backlog of cases awaiting investigation. Budget Summary Plan for Support of the County's Strategic Priorities: Continue investigation and aggressive prosecution of real estate fraud. Focus on cases with vulnerable victims, large dollar loss or deterrent value. Continue to reach out to real estate professionals and consumers to solicit input on current trends and to be responsive in prosecuting these important cases. Changes Included in the Base Budget: No significant changes in the base budget. Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues 1,480,774 1,564,711 1,549,733 1,917, , Total Requirements 1,124,691 1,904,614 1,564,710 1,917,776 13, Balance 356,083 (339,903) (14,977) 0 339, (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Real Estate Prosecution Fund in the Appendix on page A130 Highlights of Key Trends: Continued activity in the foreclosure market has focused attention on a variety of unscrupulous operators who offer fraudulent foreclosure relief, refinance schemes and class action suits against lenders and solicit funds for participation. Most common is still loan modification fraud where homeowners pay for loan modification based on false promises or don't receive the representation they were promised. Fraudulent recording of documents transferring ownership of real estate, including fraud against seniors by caretakers, family members or strangers stealing title by forgery. Reduced property values have resulted in many "short sales" in which fraudulent claims and complaints involve those who charge improper fees or who attempt to manipulate the negotiation process. Most complaints involve attempts to manipulate the price or sell to a buyer who "flips" the property for a profit. Real estate investment schemes in which investors put up money for purchasing foreclosures or development, only to find the money has not been used as promised. 74 County of Orange

15 12H - Proposition 64 - Consumer Protection 12H - PROPOSITION 64 - CONSUMER PROTECTION 12H - Proposition 64 - Consumer Protection Operational Summary Description: Pursuant to the November 2004 ballot initiative Proposition 64, Fund 12H was established to earmark civil penalties resulting from District Attorney prosecution of unfair competition law cases exclusively for District Attorney enforcement of consumer protection laws. At a Glance: Total FY Current Modified Budget: 3,023,029 Total FY Actual Expenditure + Encumbrance: 1,228,540 Total Final FY ,425,323 Percent of County General Fund: N/A Total Employees: 0.00 Strategic Goals: District Attorney enforcement of consumer protection laws. FY Key Project Accomplishments: Collected nearly $3M in settlement/penalties pursuant to Proposition 64. In addition to paying civil penalties, some vendors were required to pay full restitution to consumers. Budget Summary Changes Included in the Base Budget: The FY base budget reflects significantly lower anticipated revenue than FY projection, which included several large, complex case settlements totaling nearly $3M. Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues 8,847,742 9,104,432 11,207,638 4,425,323 (4,679,109) Total Requirements 553,642 9,104,432 7,309,943 4,425,323 (4,679,109) Balance 8,294, ,897, (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Proposition 64 - Consumer Protection in the Appendix on page A131 County of Orange 75

16 14H - DA's Supplemental Law Enforcement Service PUBLIC PROTECTION 14H - DA'S SUPPLEMENTAL LAW ENFORCEMENT SERVICE 14H - DA's Supplemental Law Enforcement Service Operational Summary Description: Funding was appropriated by the legislature in the Budget Act of 1996 for support of the Citizens Option for Public Safety (COPS) Program. These funds are intended to provide for additional criminal prosecution, put additional officers on the street, and increase availability of jail beds. Pursuant to AB 3229 requirement, on August 14, 1997, the Board of Supervisors approved allocating COPS Program Supplemental Law Enforcement Services Funds to the District Attorney to fund criminal prosecution, especially prosecutors and support personnel in homicide and gang units. At a Glance: Total FY Current Modified Budget: 820,727 Total FY Actual Expenditure + Encumbrance: 595,961 Total Final FY ,693 Percent of County General Fund: Total Employees: 0.00 N/A FY Key Project Accomplishments: The Supplemental Law Enforcement Services Fund (SLESF) continues to provide the Office with critically needed revenues to fund criminal prosecution, especially prosecutors and support personnel in homicide and gang units. Budget Summary Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues 863,890 1,142,498 1,076, ,693 (321,805) Total Requirements 525,452 1,142, , ,693 (321,805) Balance 338, , (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: DA's Supplemental Law Enforcement Service in the Appendix on page A County of Orange

17 041 - Grand Jury GRAND JURY Grand Jury Operational Summary Mission: The primary responsibility of the Grand Jury is to inquire of public offenses committed or triable within the County. The Grand Jury carries out this responsibility by hearing evidence presented by the County District Attorney to determine if certain persons should be charged with crimes and stand trial in Superior Court. The County of Orange is required by law to impanel a grand jury of 19 members who serve a term of one year. This body is mandated to investigate and report on both criminal and civil matters within the county. The major functions of the Grand Jury are divided into criminal indictments and civil investigations. At a Glance: Total FY Current Modified Budget: 599,240 Total FY Actual Expenditure + Encumbrance: 579,718 Total Final FY ,240 Percent of County General Fund: 0.02% Total Employees: 0.00 Strategic Goals: To inquire of public offenses committed or triable within the County and investigate or inquire into matters of civil concern. Ten Year Staffing Trend: Ten Year Staffing Trend Highlights: The Grand Jury Administrator and Secretary II positions, which provide administrative and clerical support to the Grand Jury, were transferred to the Court during the FY Quarterly Budget Report process. County of Orange 77

18 041 - Grand Jury PUBLIC PROTECTION Budget Summary Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues 1, Total Requirements 564, , , , Net County Cost 563, , , , (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Grand Jury in the Appendix on page A54 Highlights of Key Trends: As per Memorandum of Understanding between the County and Superior Courts, the County reimburses the Court for costs incurred for this Program. FY total Grand Jury budget is $599,240. The Budget includes $311,962 for estimated per Diem and mileage of grand jurors, which by law shall be paid by the County Treasurer out of the County General Fund. In addition to actual costs for per diem and mileage charges, the County shall reimburse the Court for costs incurred by the Grand Jury up to the amount of $287,278. This amount includes salary and benefit costs for two full-time staff, training, grand juror recruitment, and other services and supplies. 78 County of Orange

19 045 - Juvenile Justice Commission JUVENILE JUSTICE COMMISSION Juvenile Justice Commission Operational Summary Ten Year Staffing Trend: Mission: The Juvenile Justice Commission is comprised of 15 members from the community, two of whom are youth members. The Commissioners are appointed by the Presiding Judge of the Superior Court with the concurrence of the Presiding Judge of the Juvenile Court. By statute, the Commission inquires into the administration of the juvenile court law; conducts inspections of publicly administered institutions housing juveniles and the operation of group homes that serve wards or dependents of the juvenile court; and, prepares written reports and recommendations for the Presiding Judge of the Juvenile Court. At a Glance: Total FY Current Modified Budget: 175,500 Total FY Actual Expenditure + Encumbrance: 174,872 Total Final FY ,568 Percent of County General Fund: 0.01% Total Employees: 0.00 Ten Year Staffing Trend Highlights: The two positions providing support to the Juvenile Justice Commission were transferred to the Court during the FY quarterly budget report process. The cost of the positions is an obligation of the County, thus, this agency is still required. Budget Summary Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Requirements 187, , , ,568 (15,932) Net County Cost 187, , , ,568 (15,932) (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Juvenile Justice Commission in the Appendix on page A59 Highlights of Key Trends: As per Memorandum of Understanding between the County and Superior Courts, the County reimburses the Court for costs incurred for this Program. The FY Budget for the Juvenile Justice Commission is $159,568. County of Orange 79

20 048 - Detention Release PUBLIC PROTECTION DETENTION RELEASE Detention Release Operational Summary Ten Year Staffing Trend: Mission: Provides pretrial release services for persons charged with felonies. Officers ensure that bail information is available at the time of arraignment and/or make recommendations to the judges as to whether a person should be released on their own recognizance. Detention Release Officers handle on-call magistrate requests and domestic violence matters 24 hours a day. At a Glance: Total FY Current Modified Budget: 1,443,174 Total FY Actual Expenditure + Encumbrance: 1,443,147 Total Final FY ,413,603 Percent of County General Fund: 0.05% Total Employees: 0.00 Ten Year Staffing Trend Highlights: The 16 Detention Release positions were transferred to the Court in the FY quarterly budget report process. The cost of the positions is a County obligation, thus, this agency is still required. Budget Summary Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues , Total Requirements 1,484,126 1,443,174 1,444,456 1,413,603 (29,571) Net County Cost 1,484,126 1,443,174 1,434,032 1,413,603 (29,571) (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Detention Release in the Appendix on page A63 Highlights of Key Trends: As per Memorandum of Understanding between the County and Superior Courts, the County reimburses the Court for costs incurred for this Program. The FY Budget for the Program is $1,413, County of Orange

21 051 - Office of Independent Review OFFICE OF INDEPENDENT REVIEW Office of Independent Review Operational Summary Description: The Office of Independent Review (OIR) was established by the Board of Supervisors in February 2008 in order to provide a public safety oversight mechanism. Its mission is to monitor the Sheriff's Department from an outside perspective and promote the integrity and effectiveness of the Department's internal investigations and reform efforts. The OIR provides periodic status reports on all investigations and significant matters within its purview to the Board of Supervisors and the Orange County Sheriff's Department (OCSD). The OIR also, in coordination and cooperation with the OCSD, assists the OCSD in managing the multi-faceted risks associated with law enforcement. At a Glance: Total FY Current Modified Budget: 475,856 Total FY Actual Expenditure + Encumbrance: 416,029 Total Final FY ,063 Percent of County General Fund: 0.01% Total Employees: 1.00 Strategic Goals: Contribute to the effectiveness and integrity of the OCSD internal review process by monitoring all misconduct investigations and critical incidents from an independent outside perspective. Help OCSD reduce liability and improve operations by identifying systemic and policy reforms. Serve as a conduit between the public and OCSD by providing reports to heighten public awareness and understanding. Key Outcome Indicators: 2010 Business Plan 2011 Business Plan Performance Measure Results Target How are we doing? ACTIVELY MONITOR ALL MISCONDUCT INVESTIGATIONS AND CRITICAL INCIDENTS. What: Ensures that misconduct and critical incident reports are monitored. Why: Indicates effectiveness of department's monitoring process. STATISTICAL TRACKING OF RISK FACTORS AND MANAGEMENT INITIATIVES. What: Review and assist in development of OCSD policies and procedures. Why: Continued policy review and reform minimizes liability for OCSD and the County. Review 100% of approximately 300 new complaints and critical incidents. Number of misconduct reports decreased from 364 in 2009 to 284 in 2010 and reflects declines in external complaints and internallyinitiated investigations. Cases involving use of force declined from 65 to 45. Review 100% of approximately 300 new complaints and critical incidents. Consult with OCSD in additional policy areas including an Inmate Complaint process and Early Intervention system. In calendar year 2010, nearly 300 new complaint investigations were opened. OIR continues to work with OCSD personnel on reforms relating to the discipline process and internal review mechanisms. In , OIR contributed to new internal review systems including the Traffic Collision Review Board, the Critical Incident Review Board, and the Personnel History Index, all of which directly or indirectly influence risk-related conduct. County of Orange 81

22 051 - Office of Independent Review PUBLIC PROTECTION Key Outcome Indicators: (Continued) PROVIDE REGULAR REPORTS TO THE BOARD OF SUPERVISORS AND POST REPORTS ON THE OIR WEBSITE. What: OIR seeks to heighten public awareness and understanding of the operations of the OCSD. Why: Responsiveness to public concerns can lead to a more effective law enforcement agency. FY Key Project Accomplishments: Reviewed more than 300 misconduct cases from inception to conclusion and consulted with the OCSD regarding the thoroughness of the investigations and appropriateness of each result. Worked with OCSD in development and implementation of a new system of decentralized discipline, designed to make lower-level misconduct investigations more efficient and constructive. Worked closely with OCSD in its review of 15 critical incidents, including deputy-involved shootings, custodial deaths, and reports of uses of force. Coordinated with OCSD in its response to an inquiry regarding the conditions within Orange County Jails. Provided the Board of Supervisors with an independent assessment of the Probation Department's internal review processes. Organizational Summary 2010 Business Plan 2011 Business Plan Performance Measure Results Target How are we doing? Published a comprehensive "Annual Report" in April 2010 and provided multiple written updates to the Board of Supervisors. Completed a report related to the Probation Department as requested by the Board. Complete special projects as requested by the Board of Supervisors and continue to supply written reports on a regular basis. OIR continues to facilitate communications between the Sheriff's Department and members of the public who have a specific concern. OIR's website also provides a forum for the public to learn more about the OIR and its ongoing efforts to strengthen OCSD's internal review process. Office of Independent Review Office of Independent Review Budget Summary work, and play, today and for generations to come, by providing outstanding, cost-effective regional public services. Plan for Support of the County's Strategic Priorities: OIR will continue to work with the OCSD to be a more effective law enforcement agency by providing full-time independent oversight. Emphasis on systemic reform and risk management guides the OCSD toward operational improvement and supports the County of Orange mission of: Making Orange County a safe, healthy, and fulfilling place to live, 82 County of Orange

23 051 - Office of Independent Review Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Positions Total Requirements 397, , , ,063 (23,793) Net County Cost 397, , , ,063 (23,793) (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Office of Independent Review in the Appendix on page A65 Budget Units Under Agency Control: No. Agency Name Office Of Independent Review 051 Office of Independent Review 452,063 Total 452,063 County of Orange 83

24 057 - Probation PUBLIC PROTECTION PROBATION Probation Operational Summary Mission: As a public safety agency, the Orange County Probation Department serves the community using efficient and research supported corrections practices to: Reduce Crime, Assist the Courts in Managing Offenders, Promote Lawful and Productive Lifestyles, and Assist Victims. At a Glance: Total FY Current Modified Budget: 153,216,005 Total FY Actual Expenditure + Encumbrance: 148,061,604 Total Final FY ,508,263 Percent of County General Fund: 4.83% Total Employees: 1, Strategic Goals: The Orange County Probation Department has identified four mission Critical Service Areas in an effort to measure our performance in achieving our mission as a department: Community Safety, Court Support, Victim Services, and Workforce. Several specific measurements have already been determined to help assess Probation's performance. They are highlighted as follows: COMMUNITY SAFETY KEY SERVICE AREA Recidivism Metrics measure the percentage of Adult and Juvenile probationers terminating probation without a new law violation. Recidivism Reduction: Risk Reduction/Offender Competency has components for adults and juveniles. It measures the percentage change in adult probationers satisfactorily employed at beginning of probation compared to the percentage of probationers employed at termination of probation supervision. It also measures the percentage of juvenile probationers attending school regularly at the beginning of probation compared to the same percentage at the end of probation supervision. The latter metric is under review for possible modification. A measure under development for Recidivism Reduction is Compliance Monitoring. COURT SUPPORT KEY SERVICE AREA The quality of Probation Services is currently measured via Court Reports completed and provided timely for Adults and Juveniles. A measure for satisfaction of bench officers with probation services is being developed, as is a quality assurance measure for Treatment Providers. VICTIM SERVICES KEY SERVICE AREA Victim satisfaction with services is measured annually. The Department conducts a survey to ascertain the percentage of victims satisfied with the quality and manner of department services provided to them. The Department also measures victim restitution payments collected from offenders and total dollars collected and paid per reporting period (year). A measure regarding victim protection is under development. 84 County of Orange

25 057 - Probation WORKFORCE KEY SERVICE AREA Workplace Safety is measured by the total number of Workers' Compensation Claims filed during the reporting year. Recruitment Selection and Retention is measured by the number of applications received for Probation's entry level peace officer position. Key Outcome Indicators: Measures for three other areas in the Workforce area are being developed: Workforce Involvement, Reward and Recognition; Succession Planning; and Workload (Caseload) Management and Planning Business Plan 2011 Business Plan Performance Measure Results Target How are we doing? PERCENTAGE OF PROBATIONERS TERMINATING FROM FORMAL PROBATION WITHOUT A NEW LAW VIOLATION. What: The percent of probationers terminating from formal probation without a new law violation. Why: Measures Probation's success with probationers who do not commit a new violation while supervised. PERCENTAGE CHANGE IN ADULT PROBATIONERS SATISFACTORILY EMPLOYED AT BEGINNING AND END OF PROBATION. What: The change in percent of adult probationers employed at the beginning and completion of probation. Why: Regular gainful employment is an evidence-based key indicator of progress on probation. ON-TIME FILING OF COURT REPORTS. What: The percentage of adult and juvenile court reports completed and delivered on time to the Courts. Why: Measures success of Probation providing timely information to the Courts for appropriate decisions. PERCENTAGE OF VICTIMS SATISFIED WITH THE QUALITY AND MANNER OF DEPARTMENT SERVICES PROVIDED TO THEM. What: Ratings of victim satisfaction with the quality and manner of probation services provided to them. Why: Survey responses assist the Department to identify gaps in services and target areas to improve. In FY 09/10, 70% of 4,936 adults & 62% of 1,573 juveniles were terminated from formal probation without any new law violation. The results exceed the goal of 60% & compare less favorably to last year's findings. A 53% gain in the percent of 1,542 terminated probationers with one-year satisfactory employment at initial probation entry (26%) compared to the corresponding percent in the year before termination (39%). Probation Officers face an ongoing challenge assisting probationers in this arena. During FY 09/10, 100% of the 580 adult court reports and 98% of the 832 juvenile investigations and reports were completed on time. 65% of the 124 individuals responding to the annual victim survey were satisfied with the victim services they had received from Probation. This is the first time in four years that Probation has moved from the caution range to "Meet or Exceeds" range of results. Maintain resources and supervision level needed to attain target goal: meet or exceed a rate of 60% or better of adults & juveniles terminating formal probation without any new law violation. Probation expects to implement new Evidence- Based Practice (EBP) recidivism reduction outcome measures. Meet or exceed a gain of 40% with one year satisfactory employment at termination. Meet or exceed the prior year's results for submitting adult and juvenile court reports within court filing deadlines. These outcome objectives assume continuation of current resource levels. Achieve a satisfaction rate at or above the prior year's rate. Over two-thirds of adult and juvenile probationers terminated from formal probation in FY 09/10 without committing any new law violations. Probation is benefiting from funds from passage of Senate Bill 678. Also, Probation is honored to enter into a partnership with the Annie E. Casey Foundation. The result on this measure greatly exceeded the target goal. However, the current economic environment makes success elusive for Probationers. To help sustain offender employment efforts, the Department will continue to partner with several outside entities to operate effectively. Results show the ongoing success in meeting court deadlines for timely report submittals. During FY 09/10, Probation continued to partner with the Court regarding use of formal risk assessment tools. Probation also worked closely with the Annie Casey Foundation on juvenile risk assessment tools. The measure of 65% is ten points above last year's result (55%), and the strongest the Department has seen in several years. This improvement reflects the client-centered culture of the Department and its ongoing commitment to using effective probation practices to manage offenders. County of Orange 85

26 057 - Probation PUBLIC PROTECTION Key Outcome Indicators: (Continued) TOTAL DOLLAR AMOUNT OF RESTITUTION COLLECTED FROM OFFENDERS IN THE CURRENT FISCAL YEAR. What: Total dollars collected from offenders for restitution owed to victims & welfare fraud repayment. Why: Collections represent a tangible way that Probation assists individual victims and the community. TOTAL NUMBER OF WORKERS' COMPENSATION CLAIMS FILED IN THE CURRENT FISCAL YEAR. What: The measure is the total number of workers' compensation claims filed during the fiscal year. Why: This metric reflects the safety record, health and environmental compliance of all employees. RECRUITMENT OF PEACE OFFICERS. What: Number of applications received for entry-level peace officers received in current fiscal year. Why: Recruitment of high quality applicants is critical to maintaining an exceptional workforce Business Plan 2011 Business Plan Performance Measure Results Target How are we doing? In FY 09/10, the Probation Department collected $2.9 million in restitution. This is restitution money owed to victims and for repayment of welfare fraud. Results declined $100,000 from last year's totals and was well below the target goal of $4 million. 263 workers' compensation claims were filed in FY 09/ 10, an increase of five from the prior year. This fell short of the target by the same amount. Zero Peace Officer applications were received in FY 09/10. The annual target is to meet or exceed collections of the prior year. The target is to file fewer claims for workers' compensation in the Department than in the prior fiscal year. Probation anticipates no activity in recruiting entrylevel Institutional Peace Officers due to fiscal shortfalls. The dollars collected in FY 09/10 are reflective of what was received ten years ago ($2.6 million in FY 96-97), and down $300,000 from FY 08/09. Due to budget constraints, the Department reduced the size of its collections unit by about 12% in approximately 13 months. There was a small increase in claims this year compared to last year. The Department aims to preserve and protect human resources from injury or loss. Probation's Safety Officer works closely with CEO/Risk Management to ensure safety for our employees via site visits, inspections and training. This year's total of zero applications received is 100% below target. The fiscal environment and uncertainty have presented unprecedented staffing constraints upon the Department. FY Key Project Accomplishments: The Probation Department's accomplishments are largely contained within the Department's Balanced Scorecard summary and are reflected in the Key Outcome Indicators section. Despite the fiscal challenges we faced in Fiscal Year , overall, the Department was successful in meeting or exceeding our performance measure goals in most areas. In fact, for the first time since FY 06-07, the department's Victim Satisfaction rate moved from the caution range to the "meets or exceeds" range. Results for two of our measures were in the yellow cautionary range and we plan to monitor these closely. One of our measures, the "Total Number of Entry-level Institutional Peace Officer Applications Received in the Fiscal Year," is in the red down range as a direct result of unprecedented budget reductions. In considering these performance measure results, a few highlights of key departmental activities that directly relate to these measures are presented below. Orange County was designated a Juvenile Detention Alternatives Initiative (JDAI) site in May 2010 by the Annie E. Casey Foundation. As such, Probation has entered into a partnership with the Foundation and is benefiting from consultation in the area of juvenile detention reform. Probation is currently collaborating with the Sheriff's Department and the Orange County Reentry Partnership on a National Institute of Corrections (NIC)/Urban Institute Technical Assistance grant, which should help promote stronger linkages with the community on areas such as employment specifically targeting reentry offenders. The Center for Opportunity, Reentry & Education (CORE), an adult day reporting center opened in April In partnership with the Orange County Department of Education (OCDE) CORE offers education, job preparation and employment referral services to offenders over the age of 18. Thinking for A Change (T4C) training and implementation for adult and juvenile deputy probation officers (DPO) and deputy juvenile corrections officers (DJCO). 86 County of Orange

27 057 - Probation The recent passage of AB109, which realigns responsibilities for state-incarcerated adult and youth populations, poses many challenges for local governments. Probation leads a multi-agency effort within Orange County to plan for and manage the coming transition from California state control to county jurisdictions. This initiative is targeted for full implementation by the end of FY The coming year continues to pose many challenges to Probation, along with the entire County family. As the Department's employees strive to stay on a forward course during very serious economic times, it is Probation's intent to use these performance measures as benchmarks to help us keep sight of what is critical to accomplishing our mission. Organizational Summary Probation Department Chief Probation Officer Field Operations Bureau Juvenile Intake Bureau Operations Support Bureau Chief Probation Officer - The Chief Probation Officer oversees the overall direction, administration and coordination of the operations and programs of the Probation Department, including the County's juvenile correctional institutions. The Chief Probation Officer coordinates the operation of all Probation Department programs and services, directs and consults with the three Chief Deputies of the following Bureaus: Juvenile Intake and Detention, Field Services and Special Services. The Chief Probation Officer works with the Chief Deputies to assign projects and develop goals for their various divisions. The Chief Probation Officer develops and maintains effective working relationships with other social and law enforcement agencies, public officials, the judiciary, and community organizations to assess needs, develop priorities and maintain efficient/effective services; consults with the Board of Supervisors, County Executive Office, and Courts for policy direction and guidance; and provides fiscal oversight of the department's budget and expenditures. Field Operations Bureau - Field Services provides services through four distinct operational divisions: Adult Court, Adult Supervision, Juvenile Supervision, and Special Supervision. The Adult Court Division conducts investigations for the criminal courts and monitors Courtesy Supervision and Welfare Fraud cases. The Adult Court Division also supplies Resident Probation Officers to the five justice centers operating in Orange County. The Adult Supervision and Juvenile Supervision Divisions supervise adult and juvenile offenders in the community on formal probation. These divisions enforce court orders and assist with the resocialization of offenders through a combination of direct and supportive actions based on ensuring community safety, addressing offender accountability, and promoting competency building in those adults and juveniles under supervision. Additionally, the Juvenile Supervision Division is responsible for the Department's Youth Reporting Centers (YRCs). The YRCs provide services for first-time juvenile offenders classified as having a high-risk potential for ongoing delinquency (8% Early Intervention Program) and transitional aftercare services for juveniles released from county correctional facilities (Juvenile Justice Crime Prevention Act [JJCPA] and Challenge Programs). The Special Supervision Division supervises three sub-populations of high risk offenders: domestic violence batterers, adult sex offenders, and gang members. Juvenile Intake Bureau - The Juvenile Intake and Detention Bureau provides oversight and direction for the four county juvenile camp and ranch correctional facilities, as well as Juvenile Court operations operated by the Probation Department under the direction of the bureau's Chief Deputy. This bureau comprises Orange County Juvenile Hall and the camps and ranches operations: Joplin Youth Center, Youth Guidance Center and the Youth Leadership Academy. All of these facilities operate 24-hours-per-day, 7-days-per-week County of Orange 87

28 057 - Probation PUBLIC PROTECTION and must meet stringent guidelines established by the California Board of Corrections. Primary responsibilities include providing a safe environment for the juveniles in custody, ensuring sufficient well-trained staff are available, developing and providing a broad range of treatment programs to meet the juveniles' needs, adhering to all laws/regulations/ licensing requirements for correctional facilities, and overseeing correctional facility maintenance and development. In addition to the facilities, programs are provided that offer alternatives to confinement. The Juvenile Court Work Program allows offenders to work on weekend work crews in lieu of serving a commitment. The Accountability Commitment Program allows offenders to be released home on electronic confinement to a day-treatment program. Working closely with the afore-mentioned facilities, the Juvenile Court Division provides a multitude of services. This Division provides intake screening services for all juveniles referred by law enforcement agencies for alleged violations of the law, conducts preliminary investigations to determine if further referrals to the District Attorney and Court are necessary, provides Juvenile Court Officers to the Juvenile Court, conducts investigations for the Juvenile Court, administers peer court and drug court, and monitors diversion and administrative cases. Operations Support Bureau - The Operations Support Bureau provides primary support services for the department's overall operation through five operational divisions: 1) Administrative and Fiscal, 2) Program and Community Resources, 3) Information Technology, 4) Professional Standards, and 5) Training and Volunteer Services. This branch of Probation provides administrative and fiscal services, information systems, human resource services, and research and evidence-based practices support for all functions in the Department. This bureau supports Departmental longrange planning, pursuit of outside funding, legislative analysis, contract and purchasing administration, Adult re-entry services, community resource monitoring, employee recruitment and hiring, and operation of the Volunteers in Probation (VIP) and Volunteer Probation Officer (VPO) functions. Ten Year Staffing Trend: Ten Year Staffing Trend Highlights: The Probation Department staff for FY is at its lowest level in eleven years. FY was the last occurrence of staffing below that of the proposed budget. Trends over the past ten years have been driven by several factors: state economy and funding availability, new facility openings and/or service offerings, statelevel mandates, County strategic priorities, implementation of Workforce Planning initiatives and County General Fund availability. The recap is highlighted below. FY capped a three-year expansion due to new openings/service offerings and compliance with County initiatives. During that time, Probation opened a new 60-bed unit at Juvenile Hall as well as the Juvenile Hall Annex. The Department offered new or expanded programs arising from the availability of new, non-general Fund sources and assumed decentralized County services. Last, Probation converted extra help positions to regular, full-time in order to ensure compliance with the Probation Services MOU. During the next two fiscal years, FY and FY 04-05, the trend reversed and the Department retreated from its then peak of authorized staff. During these two years, Probation kept within budgetary constraints primarily through personnel attrition. TANF (Temporary Assistance to Needy Families), a critical funding stream for juvenile delinquency and institutional services that represented approximately one-sixth of the departmental budget in FY 04-05, was threatened. Although the money was eventually restored through provisions in the State General Fund, awareness of the importance of secure funding to support necessary probation services was heightened at the County and State levels. 88 County of Orange

29 057 - Probation For the next three fiscal years, from FY through FY 07-08, authorized staffing levels climbed to a new peak, consistent with State funding and the County's Strategic Financial Plan. During FY 05-06, Workforce Planning initiatives generated two new position titles within the department, Senior Deputy Probation Officer and Senior Juvenile Corrections Officer, and the Department was accorded forty additional new positions for those titles. New facility openings for Juvenile Hall Unit Q and Los Pinos expansion occurred during FY These openings also increased staff requirements to comply with the State's construction grant provisions. The department added four Deputy Probation Officer II positions to support the mandated DNA testing functions of Proposition 69, passed by California voters in November The opening of the new Youth Leadership Academy was the fulfillment of the last of thenapproved institutional strategic priorities; the Academy opened to youths in July Also approved and implemented during FY were sixteen new Deputy Probation Officer I positions, used for Probation's ongoing academy training. These impacts were subsequently included within the FY Budget and Strategic Financial Plan. Three key budget augmentations were approved by the Board of Supervisors to implement during FY 06-07, two of which restored some of the key services lost during FY Probation re-opened the Central Youth and Family Resource Center during that year, which added fifteen positions. Probation was also authorized and hired a Supervising Probation Officer in a role to secure future grant funding for the Department. Probation restored one Field Services unit. Funding for these positions was built into the FY base budget. During FY 07-08, six vacant positions were eliminated, consistent with County policy. In FY 08-09, State funding reductions and a change from General Fund to Vehicle License Fee funding dramatically constrained Probation's revenue stream. Devastating budget cuts were required of the Department, ultimately necessitating staff reductions via layoff. Midyear County funding reductions precipitated layoffs in February 2009 of 58 Probation line staff and managers. This action followed several other position losses for the year: thirteen positions initially to meet Net County Cost requirements, 65 vacant positions, consistent with County policy, nine Deputy Probation Officer II positions supporting the Courts and field operations and seven Deputy Juvenile Correction Officer II positions in our institutions. Of note, three staff were approved to add for compliance with new mandated use of Global Positioning System (GPS) technology and monitoring of high-risk sex offenders. Reduced State and local funding availability accelerated into FY The extraordinarily difficult economic conditions also reduced the Department's ability to recover costs from probationers. In total, Probation was approved to operate with 1,516 positions for FY 09-10, a loss of 108 positions and layoffs of 93 line staff and managers. Economic conditions and fund availability continued to deteriorate during the year. To comply with loss of over $4 million in funding from the County General Fund, Probation laid off 58 additional line staff and managers in March The biggest action was the closure of Los Pinos Conservation Camp (60 positions, 64 beds). Late in May 2009, an additional loss of 23 positions was initiated as a result of the Governor's May revision of the State Budget. The Board of Supervisors restored 23 positions in Field Operations and approved two requested expansions, one for Adults re-entering the community (6 positions) and another for Youth as a detention alternative (13 positions). Both centers are modeled on evidence-based practices for demonstrated effectiveness in recidivism reduction. In FY 10-11, Probation presented a budget with 1,464 staff. Within that budget, the Department requested and received CEO-recommended and Board-approved full $2.1 million restoration of 20 Deputy Probation Officer (DPO) II positions. These officers supervise high-risk felons in Orange County. In order for the Department to deliver its mission of protecting the community, these positions and funding were deemed essential. At that time, Probation had lost 209 personnel (12.5% of its workforce) to layoffs in the preceding 13 months, and its Operating budget shrank by $20 million in two years' time. For FY 11-12, Probation presented a budget with 1,386 staff, which was approved by the Board of Supervisors. The decrease from FY is due to deletion of 78 vacant positions, consistent with County policy. County of Orange 89

30 057 - Probation PUBLIC PROTECTION Budget Summary Plan for Support of the County's Strategic Priorities: The Department has presented a balanced budget, which will continue to serve the public and strive to maintain public safety. Probation's current levels of service are critical to ensure its ability to deliver its mission to Orange County. In addition, Probation recognizes the County's need to structure services available to the resources at hand. The Probation Department continues to accept leadership roles on a statewide basis to help facilitate County goals. The Chief Probation Officer continues to actively support the Chief Probation Officers of California in the related pursuit of new revenue and the protection of existing revenue resources. The Probation Department continues its commitment to the Balanced Scorecard. The Probation Department also quarterly convenes all managers to examine progress made and make continued strategic refinements, particularly as it relates to evidence-based practices in community corrections. Final Budget History: The Probation Department continues to pursue new funding sources to support probation services. Changes Included in the Base Budget: Probation's base budget includes the 5% Net County Cost reduction and many initiatives to ensure NCC requirements are met. Through County policy and fiscal necessity, seventy-eight vacant positions have been deleted during FY 10-11, which has positioned the Department well to meet FY requirements. There is a great deal of uncertainty as we move to the coming year. State budget pending issues could have a dramatic, as yet unknown, impact on Departmental operations. To date, Probation has deliberately and necessarily changed its operations model in accordance with best practices in Juvenile detention and Probation field supervision. Quantitative measures within the Balanced Scorecard help reinforce Probation personnel to focus on the right activities to reduce recidivism and achieve the Department's mission. The Department is, with proposed staff of 1,386 for FY 11-12, at the leanest level of personnel possible to achieve its goals. Further detail can be found in the Staffing Highlights section. FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Positions 1,464 1,386 1,386 1, Total Revenues 42,737,519 44,782,975 42,551,228 46,496,884 1,713, Total Requirements 146,964, ,216, ,549, ,508,263 (3,707,742) Net County Cost 104,226, ,433, ,998, ,011,379 (5,421,651) (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Probation in the Appendix on page A69 Highlights of Key Trends: The following department-wide strategies impact all of the Probation Department's stated goals. They are summarized below: Ensure the most efficient and effective use of staff resources by continuing to review and modify commitments of existing resources. The Balanced Scorecard and Evidence-Based Practices initiatives are being used as measures in this effort. Continue to manage budget shortfalls without compromising the level of services needed to ensure public safety, as well as the health and security of juveniles in the custody of the Probation Department. Service delivery business models have been and may continue to be changed accordingly. All activity is being undertaken in joint efforts with the Courts, other County agencies and community law enforcement and stakeholders. 90 County of Orange

31 057 - Probation Continue to migrate from Probation's aging technological infrastructure to ensure ongoing compatibility with collaborative state, county, and local agencies. Probation has become a member of the County IT "Enterprise Forest" and depends on this relationship to improve efficiency and increase effectiveness of operations. Continue to devote the necessary resources to continue progress toward the department's strategic plan to support its Integrated Case Management System (ICMS). Probation plans to enter the new year with fully financially integrated ICMS functionality. Pursue grant opportunities to help fund needed department-wide services. Budget Units Under Agency Control: No. Agency Name Chief Probation Officer Field Operations Bureau Juvenile Intake Bureau Operations Support Bureau Total 057 PROBATION 790,822 38,200,445 71,390,105 39,126, ,508,263 12Y JUVENILE JUSTICE REFORM 0 0 6,917, ,917,332 14R WARD WELFARE , ,662 14S EQUITABLE SHARING FORFEITURE PROGRAM FUND 0 23, ,905 Total 790,822 38,224,350 78,934,099 39,126, ,076,162 County of Orange 91

32 12Y - Juvenile Justice Reform PUBLIC PROTECTION 12Y - JUVENILE JUSTICE REFORM 12Y - Juvenile Justice Reform Operational Summary Description: The Juvenile Justice Reform fund was established for receipt of the Youthful Offender Block Grant for development and implementation of the Juvenile Justice Development Plan for non-707(b) juvenile offenders. On September 1, 2007, the Department of Juvenile Justice stopped accepting wards committed for non-707(b) offenses; thus, the County is now responsible for the housing and probation of these wards. At a Glance: Total FY Current Modified Budget: 9,448,563 Total FY Actual Expenditure + Encumbrance: 5,994,330 Total Final FY ,917,332 Percent of County General Fund: Total Employees: 0.00 Juvenile Justice Reform - Allocations from this fund are used to enhance probation, mental health, and drug and alcohol services to provide appropriate rehabilitative and supervision services to youthful offenders. N/A Budget Summary Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues 7,103,956 9,448,563 9,648,020 6,917,332 (2,531,231) Total Requirements 4,536,785 9,448,563 5,992,958 6,917,332 (2,531,231) Balance 2,567, ,655, (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Juvenile Justice Reform in the Appendix on page A County of Orange

33 14R - Ward Welfare 14R - WARD WELFARE 14R - Ward Welfare Operational Summary Description: The Ward Welfare Fund is controlled by the Chief Probation Officer and is used for the benefit, education and welfare of detainees confined to Juvenile Hall or other County juvenile facilities and/or for the maintenance of these facilities. At a Glance: Total FY Current Modified Budget: 601,830 Total FY Actual Expenditure + Encumbrance: 131,079 Total Final FY ,662 Percent of County General Fund: N/A Total Employees: 1.00 Strategic Goals: It is anticipated that funds will be used directly for the welfare of the juvenile institutional detainees. Ward Welfare - Ward Welfare funds are comprised of proceeds from commissary operations and commissions from the use of collect-only telephones in the County s four juvenile institutions. Proceeds are used to support cultural, educational, recreational and motivational activities for minors in the institutional facilities. Ten Year Staffing Trend: Ten Year Staffing Trend Highlights: The Board of Supervisors authorized two positions in November 1998, in response to the new law establishing Ward Welfare funds for probation departments. Four positions were authorized by the Board of Supervisors in November 2001, to implement a Vocational Instruction Program in Probation's juvenile institutional facilities. Lack of revenue has caused Probation to staff this function nominally during the past seven years, a trend that continues into FY County of Orange 93

34 14R - Ward Welfare PUBLIC PROTECTION Budget Summary Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Positions Total Revenues 650, , , ,662 24, Total Requirements 117, , , ,662 24, Balance 532, , (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Ward Welfare in the Appendix on page A County of Orange

35 14S - Equitable Sharing Forfeiture Program Fund 14S - EQUITABLE SHARING FORFEITURE PROGRAM FUND 14S - Equitable Sharing Forfeiture Program Fund Operational Summary Mission: The Federal Equitable Sharing agreement with the Federal government requires the Department to keep track of receipts from the Federal Equitable Sharing Fund in its own interest bearing fund. The Federal Fund contains proceeds from Federally-forfeited cash, property, proceeds and fund interest. The Probation Department received proceeds from this agreement for the first time in seven years during FY Thus, the new interest bearing Fund 14S was established during FY Proceeds from this fund are to be used for law enforcement purposes in accordance with Federal program statutes and guidelines. Therefore, this fund will help Probation Department to be in compliance with the National Code of Professional Conduct for Asset Forfeiture. This compliance allows the Probation Department to continue eligibility to receive future sharing funds. At a Glance: Total FY Current Modified Budget: 24,000 Total FY Actual Expenditure + Encumbrance: 6 Total Final FY ,905 Percent of County General Fund: Total Employees: 0.00 Field Operations Bureau - Allocations from this fund are used to enhance probation and drug and alcohol services to provide appropriate rehabilitative and supervision services to high-risk offenders. Budget Summary N/A Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues 0 24,000 24,653 23,905 (95) Total Requirements 0 24, ,905 (95) Balance , (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Equitable Sharing Forfeiture Program Fund in the Appendix on page A172 County of Orange 95

36 058 - Public Defender PUBLIC PROTECTION PUBLIC DEFENDER Public Defender Operational Summary Mission: To provide effective, compassionate and high quality representation to the indigent client, and do so in a cost effective manner. At a Glance: Total FY Current Modified Budget: 63,645,711 Total FY Actual Expenditure + Encumbrance: 62,501,234 Total Final FY ,240,155 Percent of County General Fund: 2.14% Total Employees: Strategic Goals: The goal of the Offices of the Public Defender is to protect the constitutional rights, privileges and freedoms of individuals by providing the highest quality legal advocacy for all clients in the courts of Orange County in a cost-effective manner. This goal will be achieved through the efforts of the staff in each of the primary units of the Offices of the Public Defender. These efforts focus on a variety of activities: Protecting the constitutional rights, privileges and freedoms of individuals by providing the highest quality legal advocacy for all clients in the Criminal Courts of Orange County. Protecting the constitutional rights, privileges and freedoms of children by providing the highest quality legal advocacy for all clients in the Delinquency Courts of Orange County. Key Outcome Indicators: Advocating the parental rights of clients by providing the highest quality representation in Dependency cases. Advocating and protecting the rights of individuals by ensuring that they are treated fairly and equitably in the Mental Health Courts of Orange County Business Plan 2011 Business Plan Performance Measure Results Target How are we doing? INDEX RATING USED INTERNALLY AS A METHOD TO EVALUATE LEVEL OF SERVICES PROVIDED IN CASES. What: An internal measurement tool to monitor and evaluate quality representation by the Public Defender. Why: The mission of the Public Defender is to provide high quality legal representation to clients. Maintained high quality and efficient representation in the courts consistent with relevant state and national guidelines and continued to work toward compliance with each of these. To continue to maintain high quality and efficient representation in the courts consistent with relevant state and national guidelines and continue to work toward compliance with each of these. The Public Defender began tracking performance measures in 2002 using this Proficiency Index. Findings show above satisfactory performance levels at the 96 percentile range. 96 County of Orange

37 058 - Public Defender FY Key Project Accomplishments: Spring Jaentsch, a paralegal with the Public Defender's Office, was awarded the 'Humanitarian of the Year Award' for 2010 by the Orange County Superior Court Homeless Outreach Court for her extraordinary compassion and dedication in her work with Orange County's homeless, helping her clients develop concrete goals and linkage to services which assist them in their move to more stable living and becoming productive members of the community. On October 20, 2010 the Public Defender presented the Department's Annual Information Technology Vendor Fair. The fair was attended by approximately vendors and over 400 visitors from County agencies. The vendors hosted lunch for all the visitors of the fair. In late October 2009, a courtroom in the Main Jail facility (CJ1) was opened to arraign in custody inmates. Public Defender staff participated in the planning of the courtroom and is an integral part of its success. The courtroom in the jail provides cost savings to the Sheriff's Department because it no longer transports the inmates to courtrooms around the County. It also provides the Public Defender staff greater access to their clients. The Department, in collaboration with Orange County Community Services, participated in the Orange County Summer Youth Employment Program. Through the program, several at risk youth worked at our office locations and gained experience with support staff duties and responsibilities in an office setting. The youth also provided much needed help with tasks while the Department was short staffed. The program was such a success that several of the youth have extended their stay with the Department. The Department has continued to expand its collaboration with County Agencies and Private Providers to enhance services to its clients and to the community, through participation in such Committees as ERDD (SSA led Elimination of Racial Discrimination and Disparity Committee), the Blue Ribbon Commission (addressing significant issues in Juvenile Justice), OCREP (Orange County Re-Entry Partnership) and OCCCMHS (Orange County Coalition for Comprehensive Mental Health Services). The Department participated in the annual United Way campaign as the County Co-Chair and held fundraising events at several of the office locations, participated in the United Way Kickoff event, and held an evening fundraiser. Leftover food from the lunchtime events was donated to the homeless in the Civic Center area. The Public Defender continues to participate in the Orange County Leadership Academy and Leadership Lessons. Two more department managers attended the Leadership Academy and over 26 staff members have participated in the Leadership Lessons series. Organizational Summary Public Defender Executive Management Public Defender Unit Alternate Defender Associate Defender Executive Management - The Public Defender is the Department Head over the Offices of the Public Defender which consists of three distinct and separate law offices. These are the Public Defender Office, the Alternate Defender Office, and the Associate Defender Office. Public Defender Unit - The Public Defender Office - The main unit is referred to as the Public Defender Office and is made up of several distinct sections. The main office is located in the Santa Ana Civic Center and consists of the felony panel, the Writs and Appeals section, the Mental Health section, the W&I Code Section 6600 section, the training section, the computer systems section, the administrative section and senior managers. In the City of Orange there is a County of Orange 97

38 058 - Public Defender PUBLIC PROTECTION juvenile court branch consisting of the child dependency section and the delinquency section. There are also five branch offices located in Fullerton (North Justice Center), Santa Ana (Central Justice Center), Westminster (West Justice Center), two offices in Newport Beach (Harbor Justice Center). Attorneys and support staff work at each of these locations. Alternate Defender - The Alternate Defender Office is located in Santa Ana. Attorneys and support staff handle the first level of conflict cases (except for conflict cases arising in capital cases, Juvenile Court, frauds, SVP, and Mental Health). The Alternate Defenders represent clients who, because of a conflict of interest, cannot be represented by the main unit, often because more than one defendant is charged. Associate Defender - The Associate Defender Office is located in Santa Ana and is staffed by attorneys with a small support staff. This unit primarily handles capital cases and complex homicide cases. These are cases that, because of a conflict of interest, would previously have been handled by court-appointed private lawyers at greater cost. Ten Year Staffing Trend: Ten Year Staffing Trend Highlights: Staffing trends for the Public Defender often reflect demographic, economic, and sociopolitical changes. As a result of the bankruptcy in January of 1995, the Board of Supervisors directed that the Office of the Public Defender be divided into three independent units. These units undertook representation of conflict clients previously represented by court-appointed private lawyers, and the intended effect of this change was to produce annual savings to County taxpayers. The net effect of segmentation in the first year was a savings of $6 million and savings have since been approximately $6 million annually. Over the years changes in staffing have occurred in part due to workload increases, the three strikes law, changes in Proposition 36, changes in how some juvenile offenders are prosecuted, expansion of attorney responsibilities in delinquency matters, laws mandating increased sentencing, expanded filing of "cold cases" arising from advances in the use of DNA evidence, arraignment court responsibilities, and DA filing practices. Fiscal years and presented serious budget constraints and challenges. Over these two years the State and County faced reductions throughout their general fund agencies. Unemployment grew within the County, the State, and the Nation. The economic downturn impacted many who now qualify for Public Defender services. The Offices of the Public Defender participated in all the budget reduction measures outlined by the County Executive Office and our Board of Supervisors. In FY the department met cumulative reductions of 5% with a reduction of 17 positions. In FY , the department met the 5% midyear reduction and reduced the budget by another $4 million by deleting of 29 more positions. The department is committed to continuing to provide appropriate services to our clients first and foremost and has been responding to the demands of the economic challenges. The department cannot cut any deeper without service impacts. Future staffing needs could arise as a result of increased workloads, changes in current business practices, changes in legislation, changes due to state realignment, new and/or expanding program developments, trends in overall population increases in the County, the continued economic hardship and/or unemployment, and other factors that affect the criminal justice system. 98 County of Orange

39 058 - Public Defender Budget Summary Plan for Support of the County's Strategic Priorities: The Offices of the Public Defender work diligently to support the County-wide mission, vision, values, and goals which focus on excellence and integrity while remaining cost effective in serving the community of Orange County. Even though we are facing fiscal challenges, the County continues to focus on issues of strategic planning, staff development, and leadership. The Public Defender embraces these same priorities within the agency. Public Defender staff participate on County-wide committees as a governmental partner on issues of County concern. Other collaborative partnerships exist within the justice system and the Public Defender actively works with other justice partners to continue to improve efficiencies and services throughout the justice system. Changes Included in the Base Budget: The Public Defender requests reduce and restore augmentations in the amount of $9.3 in order to continue to maintain our current level of service. This is necessary in order for the department to continue to accept appointment of cases from the Superior Court of Orange County. Over the past two years the department has deleted 22 attorney positions and 24 support staff positions for a total of 46 deleted positions. The department requests reduce and restore augmentations for FY These augmentations involve 85 positions (46 attorneys and 39 support staff) to reduce and restore. These 85 positions are separate and distinct from the 46 positions previously deleted in the past two years. Public Defender services are core business functions mandated by law. The Public Defender has one function which is to represent clients under appointment by the courts. The Public Defender budget is 92% salaries and benefits; therefore, any reductions would result in further staff reductions throughout the department. The Offices of the Public Defender cannot continue to accept appointment of cases unless attorney staff and support staff are available to adequately and effectively represent these clients. If these staff reductions were to occur, the department would have to begin reducing caseloads immediately. The Public Defender would become unavailable on 15,000-18,000 cases. The court would then be obligated to appoint private attorneys at County expense which would far exceed the savings estimated in this reduction plan. Background: The Public Defender has a legal and ethical obligation to represent clients who lack the resources to hire an attorney, as appointed by the courts. All persons charged in criminal cases are entitled to be represented by counsel at all stages of proceedings as guaranteed by the Sixth and Fourteenth Amendments to the United States Constitution, Article I, Section 15 of the California Constitution, and Penal Code section 987. Indigent defendants are entitled to courtappointed counsel, and the courts are required to appoint the Public Defender unless the Public Defender is unavailable (Pen. Code Section 987.2(d).) Thus Public Defender services are mandated. If the Public Defender becomes unavailable, the courts are required to appoint other counsel at County expense (Pen. Code Section 987.2). "To render reasonably competent assistance, an attorney in a criminal case must perform certain basic duties... Generally the Sixth Amendment and article I, section 15 requires counsel's 'diligence and active participation in the full and effective preparation of his client's case.'" (People v. Pope (1979) 23 Cal. 3rd 412, ). Section II of the California State Bar Guidelines on Indigent Defense Service Delivery Systems (2006) deals with standards of representation. To be "reasonably competent" staff attorneys must "discharge[d] the following responsibilities in a timely manner: (1) thoroughly interviewing the clients; (2) obtaining discovery; (3) conducting an in-depth factual inquiry (including an investigation if called for); 4) performing all necessary legal research; (5) preserving evidence; (6) securing the appointment of and utilizing necessary expert witnesses; (7) informing the client of critical developments in the preparation of the case; (8) bringing proper legal motions and doing whatever else is necessary to protect each client's legal rights; (9) otherwise preparing for trial or disposition; (10) being aware of and exploring alternatives to sentencing as well as possible and probable sentences; (11) being aware of and investigating direct and collateral consequences of various dispositional alternatives (including but not limited to immigration consequences) and accurately advising the client of such alternatives; and (12) advising clients of appellate rights and maintaining clients confidences in compliance County of Orange 99

40 058 - Public Defender PUBLIC PROTECTION with Rule of the California Rules of Professional Conduct." To meet the requirements of "reasonable" competence the number of cases an individual deputy public defender can handle is finite, and the caseloads of staff attorneys are already at or very near that limit. Section VII of the State Bar Guidelines states: "Indigent defense providers shall not accept nor be burdened with excessive workloads that compromise the ability of the provider to render competent and quality representation in a timely manner, without the risk of damaging the mental/ physical health and motivation of the providers." Subsection B of section VII states in part: "Chief Defenders bear the responsibility for assuring that workloads are not excessive in volume for any institutional public defender employee." Later it states: "Chief Defenders are responsible for causing the health of the workforce to be monitored to avoid burnout and damage to employees. Should a Chief Defender determine that the combination of the existing and incoming workload exceeds the capacity of institutional defender employees (all of them not only lawyers) to provide necessary services in a competent fashion in a timely manner and without unduly risking the health of the defender workforce, it is incumbent upon such Chief Defender to secure the additional resources necessary or to refuse to accept that portion of the incoming workload that exceeds the capacity of the defender program. Failure of a Chief Defender to effectively address workloads may result in personal liability for an adverse civil judgement and jeopardize the right of the Chief Defender to practice law in any capacity." Approved Budget Augmentations and Related Performance Results: Unit Amount Description Performance Plan Delete 85 Positions to Meet NCC Limit Amount:$ (9,307,660) Restore 85 positions and Associated NCC Amount:$ 9,307,660 The PD requests reduce and restore augmentations of $9.3M to meet current levels of service. The PD requests a restore augmentation of $9.3M to maintain appropriate levels of services. The Public Defender will continue to utilize the Proficiency Index using standard criteria. The Public Defender will continue to utilize the Proficiency Index using standard criteria. BRASS Ser Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Positions Total Revenues 3,068,913 3,604,845 2,735,518 3,300,000 (304,845) Total Requirements 60,459,439 63,645,711 62,388,366 66,240,155 2,594, Net County Cost 57,390,526 60,040,866 59,652,848 62,940,155 2,899, (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Public Defender in the Appendix on page A72 Highlights of Key Trends: The Offices of the Public Defender provide high quality legal representation in a cost effective manner. People who come before the court in criminal, juvenile, dependency, and mental health matters are entitled by law to have counsel appointed to represent them when they lack the resources to hire an attorney. This right arises from the United States Constitution, the California Constitution, Penal Code Section 987, and other statutes. The Public Defender is under directive of the Board of Supervisors to continue to accept cases appointed by the courts and not to declare unavailability (or unavailability based upon excessive caseloads) without first notifying the CEO and Board of Supervisors. 100 County of Orange

41 058 - Public Defender The Public Defender remains committed to the mission and goals set out in the department's Business Plan. The services provided continue to be based upon the ethical, practical, and efficient values that are consistent with the County policies and procedures under the direction of the strategic initiatives and sound business practice guidelines. Budget Units Under Agency Control: No. Agency Name Executive Management Public Defender Unit Alternate Defender Associate Defender Total 058 Public Defender 392,654 58,376,719 6,657, ,674 66,240,155 15N Delta Special Revenue 182, ,060 Total 574,714 58,376,719 6,657, ,674 66,422,215 County of Orange 101

42 15N - Delta Special Revenue PUBLIC PROTECTION 15N - DELTA SPECIAL REVENUE 15N - Delta Special Revenue Operational Summary Description: To provide competent representation to each courtappointed client in an efficient, cost-effective manner and in accordance with professional standards and ethics as established by the courts and by national and state legal organizations. At a Glance: Total FY Current Modified Budget: 190,705 Total FY Actual Expenditure + Encumbrance: 8,680 Total Final FY ,060 Percent of County General Fund: N/A Total Employees: 0.00 Strategic Goals: The Strategic Plan for the Delta Special Revenue Fund is to monitor post case expenses such as the rental of space and services for the actual client file while collaborating with Auditor-Controller oversight. Delta Special Revenue - The Delta Special Revenue Fund - 15N was created on behalf of the Orange County Board of Supervisors in an agreement regarding the funding of Case No. 94ZF0195, by Calaveras County. It authorized the Public Defender to hire staff, arrange for space, contract services and arrange for equipment to undertake the action of representation of the defendant. It also authorized costs incurred by other Orange County departments as a result of the defendant's case. Ten Year Staffing Trend: Ten Year Staffing Trend Highlights: Orange County Board of Supervisors resolution No authorized the Public Defender to hire staff and to undertake the actions as were reasonable and necessary under the budget approved by the Superior Court for the legal representation of defendant, Case No. 94ZF0195. All positions were deleted in FY County of Orange

43 15N - Delta Special Revenue Budget Summary Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues 126, , , ,060 (8,645) Total Requirements 6, ,705 7, ,060 (8,645) Balance 120, , (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Delta Special Revenue in the Appendix on page A187 County of Orange 103

44 060 - Sheriff-Coroner PUBLIC PROTECTION SHERIFF-CORONER Sheriff-Coroner Operational Summary Mission: The men and women of the Orange County Sheriff-Coroner Department are dedicated to the protection of all we serve. We provide exceptional law enforcement services free from prejudice or favor, with leadership, integrity and respect. At a Glance: Total FY Current Modified Budget: 484,869,256 Total FY Actual Expenditure + Encumbrance: 463,278,525 Total Final FY ,729,345 Percent of County General Fund: 15.7% Total Employees: 3, Strategic Goals: Respond in a timely and effective manner to public safety concerns. Provide safe, secure, and efficient incarceration for pre-and post-trial inmates. Lead and support Countywide law enforcement efforts. Key Outcome Indicators: 2010 Business Plan 2011 Business Plan Performance Measure Results Target How are we doing? PERCENT OF RESIDENTS WHO FEEL SAFE IN THEIR COMMUNITY. What: Measure commitment of Department to provide a safe living environment. Why: We are committed to providing best services by enhancing overall quality thru safe environment. PERCENT OF RESIDENTS RATING SHERIFF SERVICES AS GOOD OR EXCELLENT. What: Measures quality and effectiveness of services provided to the community. Why: Achieve our commitment to respond in a timely, effective manner to meet the needs of our citizens. NUMBER OF INCIDENTS IN COUNTY JAILS INVOLVING INMATE-ON-INMATE VIOLENCE. What: Measures the level of safety and security the Department is providing to housed inmates. Why: Responsibility of inmate care while in Sheriff custody is a top priority of the Department. Percentage of citizens who feel safe in their community has remained consistent with previous years. Percentage of citizens who rate the quality of our services as either good or excellent has remained consistent with previous years. The number of inmate-oninmate assaults reported in County jails will be 411 or fewer than FY Within Sheriff's service areas, we expect that approximately 97% will feel very safe or reasonably safe when walking in their neighborhood. Within Sheriff's service areas, we expect that approximately 89% will rate the quality of our services as either good or excellent. Conduct ongoing review of operational procedures and classification system to ensure the best housing locations assigned to all County jail inmates. O.C. Sheriff's Department crime rates remain some of the lowest in the nation. In addition, we continue to engage in many proactive efforts with respect to crime prevention and education, engaging our communities and collaborating with our law enforcement partners to keep our communities safe. The Sheriff-Coroner Department initiated a Complaint/Commendation process that will make it easier for the citizens we serve to tell us how we are doing. This information will provide valuable measurements regarding the quality of our services in the years to come. Documenting jail violence statistics has improved substantially since the S.A.F.E. Division began compiling the statistics. As our statistical analysis of these incidents continues, we will look for a variety of ways to enhance the safety of our inmates and staff. 104 County of Orange

45 060 - Sheriff-Coroner Key Outcome Indicators: (Continued) 2010 Business Plan 2011 Business Plan Performance Measure Results Target How are we doing? NUMBER OF INCIDENTS IN COUNTY JAILS INVOLVING INMATE-ON-STAFF VIOLENCE. What: Measures our commitment to provide a safe working environment for all Department employees. Why: To ensure the safety of our employees. PERCENT OF OC LAW ENFORCEMENT RATING QUALITY OF SCIENTIFIC ANALYSIS PROVIDED AS GOOD OR EXCELLENT. What: Measures the Department's ability to provide quality service to law enforcement agencies. Why: Department is committed to achieving its goal of leading and supporting law enforcement efforts. PERCENT OF OC LAW ENFORCEMENT AGENCIES RATING QUALITY OF DNA ANALYSIS PROVIDED AS GOOD OR EXCELLENT. What: Measures Department's ability to provide efficient and reliable services to law enforcement agencies Why: Continue the Department's goal of supporting law enforcement efforts. The number of inmate-onstaff assaults reported in County jails will be 29 or fewer than FY % of Orange County Police Chiefs will rate the overall quality of scientific analysis of evidence as excellent or good. 93% of Orange County District Attorneys will rate the overall quality of scientific analysis of evidence as excellent or good. 96% of OC Police Chiefs will rate the overall quality of DNA lab services provided to law enforcement agencies as either excellent or good. 86% of OC District Attorneys will rate the overall quality of DNA lab services as either excellent or good. Review all incidents and identify any commonalities. Continue to provide training and staffing levels necessary to ensure a safe environment. Continue to maintain substantially excellent or good satisfaction of scientific analysis services provided to law enforcement agencies. Continue to maintain high satisfaction of DNA lab services that are provided to law enforcement agencies. Inmate-on-staff violence has remained relatively stable. We will continue to look for a variety of ways to enhance the safety of our inmates and staff. The Sheriff-Coroner Department values the partnerships and collaborative efforts we maintain with local, state and national law enforcement agencies. It is our goal to provide exceptional services to local law enforcement. Per 2006 survey, 96% of Orange County Police Chiefs rated the overall quality of DNA lab services as good or excellent and 86% of Orange County District Attorneys rated the overall quality of DNA lab services as good or excellent. FY Key Project Accomplishments: Immigration and Customs Enforcement (ICE) Program: The Sheriff-Coroner Department operates one of the ten largest jail systems in the Country and due to the decline in the inmate population, the Department has the ability to enter into an agreement with the U.S. Immigration and Customs Enforcement (ICE) to house their detainees for a fee. FY revenue budget for the ICE detainee program is $21.8 million. As of March 2011, the ICE revenue projected for year-end is $21.4 million, which is slightly less than the amount budgeted. This new revenue has assisted the Sheriff-Coroner Department avoid significant cuts of personnel to core services. Proposed Agreement with U.S. Marshals Service: The Sheriff-Coroner has been negotiating an agreement with the U.S. Marshals Service to house Federal prisoners in the Central Jails Complex. The agreement will be presented to the Board of Supervisors for approval in May The FY estimated revenue from U.S. Marshal is $8.8 million. In 2010, the Sheriff-Coroner Department began implementation of Correctional Services Assistants, a new position classification for non-sworn personnel highly trained in corrections, assists sworn personnel in the jails. It is estimated that the use of Correctional Services Assistants, when fully implemented in the Orange County Jail System, could save the County $8 to $10 million. Homeland Security: The threat of terrorist attack is a nationwide issue. The Sheriff-Coroner Department is proactive in risk of terrorist attack in Orange County and being prepared to respond to emergencies. The Sheriff-Coroner Department is the lead agency in Orange County to coordinate multi-agency planning efforts and develop response plans through the Terrorism Working Group, the Orange County Intelligence Assessment Center, the Joint Terrorism Task Force and the LA Joint Regional Information Center. Use of State-of-the-Art Technology and Best Practices: The Sheriff-Coroner Department continually improves services by trying and testing new technologies and practices. The Department continues to lead the entire State in DNA hits, which optimizes our ability to solve crimes. We completed a grant-funded pilot program to perform DNA analysis in high vol- County of Orange 105

46 060 - Sheriff-Coroner PUBLIC PROTECTION ume commercial and residential burglaries, which has proven to be very successful. The Department is continuing to work on expanding the DNA program in collaboration with the District Attorney's Office, as this technology continues to evolve into one of the most effective crime solvings and crime reducing tools available to law enforcement. The Sheriff Department operates a Cross-Designation program, in which Deputies working in the jails have been trained by the Federal Government to interview foreign nationals who are booked into the County jail system to determine their immigration status. Those determined to be in the country illegally are referred to the Federal Government for possible deportation. By deporting criminals, we are reducing crime in the community, reducing overcrowding of County jails, and reducing congestion in the court system. The Sheriff Department operates training programs and academy classes for law enforcement agencies throughout the County. The Sheriff's Regional Training Academy in Tustin, which opened in 2007, is a state-of-the-art training facility providing realistic training scenarios that were previously unattainable. The new facility was built and funded in partnership with Rancho Santiago Community College District. Organizational Summary OC Crime Lab Sheriff-Coroner Community Services Field Operations & Investigative Services Command Professional Services Command Custody Operations Command Administrative Services Command Field Operations & Investigative Svcs Command - Provides patrol services to all unincorporated areas of the County and to 16 independent entities, including 12 municipalities that partner with the Department for police services. Manages the Airport Operations Division, North Operations Division, South Operations Division and Homeland Security Division. Initiates and investigates public offenses and violations relating to crimes against persons and property, sex crimes, family violence, homicide, computer crimes, checks and fraud, vice and gang enforcement and narcotics offenses, as well as the implementation of specialized services and task forces, including special operations. Conducts investigations into circumstances surrounding deaths falling within the Sheriff-Coroner's jurisdiction. Provides centralized, coordinated communications systems for all local public safety agencies (law enforcement, fire, paramedic and lifeguard) and general government agencies on a 24-hour basis. OC Crime Lab - Provides critical Countywide forensic science services in support of the investigation and prosecution of criminal cases. Conducts investigations into circumstances surrounding deaths falling within the Sheriff-Coroner's jurisdiction. Professional Services Command - Provides personnel, media relations, and record keeping to support the operation of the Department. Conducts law enforcement training for sworn peace officers, reserve peace officers, and professional staff in all phases of state and federal mandated training and continues law enforcement training courses for Sheriff-Coroner personnel and law enforcement agencies throughout Orange County and the State of California. Custody Operations Command - Provides jail functions to hold 65,000 arrestees annually and custodial services to inmates sentenced to serve time in Orange County, including housing, record keeping, recreational activity, food services, commissary and services associated with the secure custody of inmates. Correctional Programs offer a variety of life skills and responsibility classes to help inmates re-enter the community as productive, law abiding citizens upon their release from jail. 106 County of Orange

47 060 - Sheriff-Coroner Community Services - Provides a comprehensive drug and gang awareness curriculum for schools, businesses, and community groups. Administrative Services Command - Provides financial, budget, contract administration for law enforcement services, payroll, building maintenance and construction management, information systems, evidence storage and other business services in support of the Department's law enforcement mission. Ten Year Staffing Trend: Ten Year Staffing Trend Highlights: Over the last 10 years, staff expansion is primarily due to jail expansion, contract cities, John Wayne Airport, Joint Terrorism Task Force (JTTF), Orange County Intelligence Assessment Center, OC Crime Lab, and security services for other agencies. During the FY Budget Process and due to the economic challenges, which impacts the Department's main revenue source - Prop 172 Public Safety Sales Tax, the Department continues to defund positions in order to meet the Net County Cost Limit. Total authorized positions are consistent with the FY year-end authorized number at 3,222 positions. During the FY Budget Process, Reduce Level of Service Budget Augmentation Requests were submitted to defund 429 positions in order to meet the Net County Cost Limit. The Board of Supervisors approved funding restoration of 266 of the defunded positions. Total authorized positions are consistent with the FY year-end authorized number at 3,212 positions. During the FY st Quarter Budget Reporting Process, one Deputy Sheriff I position and one Correctional Services Technician were transferred from Budget Control 060 to Budget Controls 032 and 144, reducing the total authorized positions from 3,212 to 3,210 positions. During the FY nd Quarter Budget Reporting Process, seven Deputy Sheriff I positions and funding were transferred from Budget Control 047 to Budget Control 060, increasing the total authorized positions from 3,210 to 3,217 positions. During the FY rd Quarter Budget Reporting Process, four Correctional Program Technician positions and one Correctional Program Supervisor position were transferred from Budget Control 144 to Budget Control 060 for the Immigration and Customs Enforcement (ICE) program, increasing the total authorized positions from 3,217 to 3,222 positions. During the FY Budget Process, Budget Augmentation Requests were submitted totaling $20.5 million deleting 199 positions, plus the equivalent of an additional 200 relief positions budgeted in overtime, and Services and Supplies in order to meet the Net County Cost Limit. In the initial budget process the total authorized positions were reduced from 3,302 to 3,103 positions. In an effort to balance the Department's budget, maintain public safety services and limit the number of personnel reductions, the Department identified alternatives to reducing front-line law enforcement positions. The alternative was to reduce top level management positions, which included defunding two Assistant Sheriffs and five Captains. Additional savings were realized by reductions in overtime as a result of implementing schedule changes in the jails and reductions in technical service contracts in Coroner and Support Services. These cuts made it possible to restore 107 positions. Total authorized positions with restoration increased from 3,103 to 3,210 positions. During the FY st Quarter Budget Reporting Process, nine positions were defunded, due to the reduction in Law Enforcement services requested by Contract Cities/Partners, one Administrative Manager I position deleted from Stanton and one Administrative Manager II position transferred to Fund 109, reducing the number of authorized positions from 3,210 to 3,208 positions. County of Orange 107

48 060 - Sheriff-Coroner PUBLIC PROTECTION During the FY nd Quarter Budget Reporting Process, four Lieutenant positions and funding were transferred from Budget Control 047 to Budget Control 060. Total authorized positions increased from 3,208 to 3,212 positions. Closed Circuit TV System for the Jails - Completion of Phase I and addition of Phase II Sheriff Facility Maintenance/Repair Plan (MRP) Sheriff Facility Capital Improvement Plan (CIP) Budget Summary Plan for Support of the County's Strategic Priorities: In the 2009 Strategic Financial Plan, the Sheriff-Coroner Department identified 13 Strategic Priorities for a 10-year period. In recognition of the limited available funding, the Department has temporarily decreased the requests for 2010 to the five most critical Strategic Priorities based on timing of need and current requirements. The following 2010 Strategic Priorities were identified: James A. Musick Facility Expansion Mainframe Migration Plan Changes Included in the Base Budget: Negotiated Salary and Benefits adjustments and increase in Workers' Compensation Insurance and Property & Liability Insurance. Approved Budget Augmentations and Related Performance Results: Unit Amount Description Performance Plan BRASS Ser. N/A 2421 Men s Central Jail - Reduce Level of Service Amount:$ (5,962,039) Men s Central Jail - Restore Level of Service Amount:$ 5,962,039 Restore In- and Post-Custody Alcohol and Drug Treatment Program Amount:$ 2,166,251 Reduce overtime for operation of 4th floor Men s Central Jail and other sections of the facility. Restore overtime for operation of 4th floor Men s Central Jail and other sections of the facility. Restore in- and post-custody alcohol and drug treatment program. Maintain low number of incidents in County jails involving inmate-on-inmate/staff violence. Continuation of program, reduced recidivism rate and positive community impact Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Positions 3,212 3,222 3,222 3, Total Revenues 377,548, ,664, ,769, ,761,989 21,097, Total Requirements 452,397, ,869, ,000, ,729, , Net County Cost 74,848,662 96,205,223 89,230,752 75,967,356 (20,237,867) (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Sheriff-Coroner in the Appendix on page A County of Orange

49 060 - Sheriff-Coroner Highlights of Key Trends: The largest single funding source for the Department is Proposition 172 Public Safety Sales Tax revenue. This funding source has fluctuated with the economy of the State, and in recent years declined significantly. It has been the policy of the Department to build safeguards through reserves by controlling costs and developing alternative funding sources to bridge funding gaps when economy declines. When the economy was strong, these reserves were used for major one-time projects, such as technology improvements, maintenance and improvement of facilities and equipment. However, due to the recent recession and steeply declining sales tax revenue over the past couple years, Proposition 172 reserves have been exhausted and the revenue continues to be an uncertainty at this time. As a result of the State budget cuts, it has been discussed at the State level that many programs and services will be shifted from the State to counties and cities. While these cost shifts may assist the State in narrowing its budget deficit, in many instances, counties and cities would need to absorb the costs, adding further challenges to budgets that have already been significantly reduced. Over the past two years, the Orange County Sheriff's Department has cut nearly $53 million from the operating budget. In order to balance the budget for the prior two years and FY , a large amount of reductions and savings were implemented in jail operations. The Department temporarily closed several County jail facilities, which includes the Women's Central Jail, 4th Floor of Men's Central Jail and the Musick North Compound and transferred inmates to other County facilities, filling them to near capacity. The Department will continue to focus on ways to reduce the budget without impacting public safety, as well as to enhance revenues by providing services for a fee using existing resources. We will also continue to incorporate industry best practices into all areas of Department management. Budget Units Under Agency Control: No. Agency Name 032 Emergency Management Division 047 Sheriff Court Operations 055 Sheriff-Coroner Communications Field Operations & Investigative Svcs Command OC Crime Lab Professional Services Command Custody Operations Command Community Services Administrative Services Command 2,274, ,274, ,863, ,863, ,184,240 11,184, Sheriff-Coroner 182,748,856 15,941,633 27,596, ,409, ,701 78,533, ,729, O.C. Methamphetamine Lab Investigation Team 109 County Automated Fingerprint Identification 118 Sheriff - Regional Narcotics Suppression Program 132 Sheriff's Narcotics Program 1,195, ,195, ,804, ,804,390 10,067, ,067,290 7,602, ,602, Orange County Jail ,113,400 3,113,400 13B Traffic Violator 1,598, ,598,703 13P State Criminal Alien Assistance Program (SCAAP) 13R Sheriff-Coroner Replacement & Maintenance 141 Sheriff's Substation Fee Program ,630,660 5,630, ,831,410 11,831,410 8,417, ,417,492 Total County of Orange 109

50 060 - Sheriff-Coroner PUBLIC PROTECTION Budget Units Under Agency Control: No. Agency Name 143 Jail Commissary ,522, ,522, Inmate Welfare ,341, ,341,307 14D CAL-ID Operational Costs 0 1,367, ,367,868 14E CAL-ID System Costs 0 26,307, ,307,906 14G Sheriff's Supplemental Law Enforcement Service 14Q Sheriff-Coroner Construction and Facility Development Field Operations & Investigative Svcs Command OC Crime Lab Professional Services Command Custody Operations Command Community Services Administrative Services Command ,129,013 1,129, ,045,697 20,045,697 15L 800 MHz CCCS ,048,774 7,048,774 Total 213,905,402 45,421,797 27,596, ,136, , ,516, ,076,637 Total 110 County of Orange

51 032 - Emergency Management Division EMERGENCY MANAGEMENT DIVISION Emergency Management Division Operational Summary Description: The Emergency Management Bureau leads, promotes, facilitates and supports County and Operational Area efforts to mitigate, prepare for, respond to, and recover from disasters. Members of the Emergency Management Bureau respond to direction provided by the Orange County Emergency Management Council and the Operational Area Executive Board. Duties include planning, training, public education and agency-specific training for fire, flood, earthquake, civil disturbance, tsunami, San Onofre Nuclear Generating Station (SONGS) and terrorism. The Emergency Management Bureau is responsible to respond and activate the County Emergency Operations Center during times of emergency. At a Glance: Total FY Current Modified Budget: 2,292,633 Total FY Actual Expenditure + Encumbrance: 1,995,295 Total Final FY ,274,670 Percent of County General Fund: 0.07% Total Employees: Strategic Goals: Maintain the County Operational Area, Emergency Operations Center (EOC) in a constant state of readiness for activations and exercises. Update County Emergency Operations Plan and Annexes with corresponding training programs for responders including topics such as: weapons of mass destruction, aviation disasters, tsunamis, dam failures, fires, floods, mutual aid, care and shelter and volunteer management. Conduct specialized training for County and Operational Area EOC responders in preparation for the Southern California Golden Guardian Exercise, which prepares first responders to manage damage resulting from moderate to major earthquakes. Enhance an interactive Orange County Operational Area website, which will assist the County and partner agencies in emergency planning, information sharing, resource coordination, real-time emergency management and disaster related economic recovery. Expand the County-wide web based emergency management software with additional components, including resource tracking and mapping. Improve the usability of this system to benefit Orange County and the Cities within the County boundaries. FY Key Project Accomplishments: Responded to the December 2010 Winter Storms and managed the activation of the Emergency Operations Center (EOC). This response impacted all areas of the Emergency Management Bureau, creating the need to extensively plan for Operational Area coordination. Significant staff time was devoted to re-engineering procedures related to disaster reimbursement for the Department and County, including individual assistance for impacted communities. Responded to the March 2011 Tsunami Advisory, caused by the Japan earthquake-tsunami-nuclear disaster. This response included managing activation of the EOC, as well as the ongoing efforts to respond to public information requests relating to the nuclear crisis. This response required the need to extensively plan for coastal jurisdiction coordination, and to coordinate with Federal, State, local and private utility representatives in responding to public concerns. County of Orange 111

52 032 - Emergency Management Division PUBLIC PROTECTION Updated County-wide emergency plans, including the County Hazard Mitigation Plan, the County-wide National Incident Management System integration and the San Onofre Nuclear Generating Station Emergency Operations Plan for Orange County. Completed the federally graded San Onofre Nuclear Generating Station (SONGS) field exercise for reception and decontamination, an ingestion pathway exercise and a three-day exercise including activation of the Emergency Operations Center. The County of Orange continues to be a national model for nuclear planning and preparedness. Updated Annexes to the Orange County Operational Area Emergency Operations Plan, including the following: SONGS Reception and Decontamination; Dam/Reservoir Failure; Weapons of Mass Destruction: Chemical, Biological, Radiological, Nuclear and Explosive Response; Extreme Heat and County Emergency Operations Plan. Assisted with implementation of the County Mass Notification System, AlertOC, including expansion to include 33 cities and the Orange County water districts. Emergency Management plays a key role in shaping policies and procedures for this system, including standardizing regional standard operating procedures and conducted training for AlertOC users. Coordinated and managed a multi-agency training and exercise schedule, which included organization of a communications drill, tsunami State workshop, monthly EOC training and monthly communications tests. Expanded use of the web-based emergency management system beyond the County and Orange County cities to include all jurisdictions within Orange County. Provided support on the ReadyOC Steering Committee to enhance the public service campaign aimed at educating and empowering Orange County residents, businesses and the community to better prepare for emergency situations and offer opportunities for concerned citizens to get involved in local readiness efforts. Coordinated the Orange County Citizen Corp. Council, including the Citizen Emergency Response Teams (CERT), Volunteers in Police Services (VIPS), Medical Reserve Corp. (MRC), Radio Amateur Civil Emergency Service (RACES), Neighborhood Watch and Fire Corp. Developed response equipment resource lists for access by all emergency response commanders in the County with protocols for deployment of equipment purchased through Homeland Security Grants for regional response. Ten Year Staffing Trend: During the FY st Quarter Budget Reporting Process, one Senior Emergency Management Program Coordinator position was added to the Budget, completely funded by the Emergency Management Program Grant. The addition of this position was offset by the deletion of one position from Budget Control 060. Total authorized positions increased from 16 to 17. FY staffing count is consistent with the FY year-end authorized number at 16 positions. Ten Year Staffing Trend Highlights: FY staffing count is consistent with the FY year-end authorized number at 17 positions. During the FY Budget Process, staffing count is consistent with the FY year-end authorized number at 16 positions. Budget Summary Plan for Support of the County's Strategic Priorities: The Emergency Management Bureau will continue to provide emergency management and preparedness services to the Orange County Operational Area composed of all County governmental agencies, plus all political subdivisions within the geographical boundary of the County. The County's 112 County of Orange

53 032 - Emergency Management Division Emergency Operation Center (EOC), located at Loma Ridge, will continue to remain in a constant state of readiness for all emergencies involving earthquakes, tsunamis, nuclear power plant emergencies, sudden and severe energy shortages, civil disturbances, terrorism and acts of war. Changes Included in the Base Budget: Negotiated Salary and Benefits adjustments. Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Positions Total Revenues 1,520,970 1,709,427 1,421,487 1,720,624 11, Total Requirements 1,878,370 2,292,633 1,875,560 2,274,670 (17,963) Net County Cost 357, , , ,046 (29,160) (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Emergency Management Division in the Appendix on page A48 Highlights of Key Trends: Emergency Management is developing technical capabilities. Technical support is to manage informational systems used in emergencies. Emergency Management provides project administration for Homeland Security and Urban Area Securities Initiative, in which funding is provided to the Orange County Operational Area. Emergency Management provides planning, preparation and training for annual emergency exercises, including those related to the San Onofre Nuclear Generating Station. Emergency Management updates Emergency Plans (County and Operational Area Emergency Operations Plan, Hazard Mitigation Plan, SONGS) and Annexes (Weapons of Mass Destruction, Aviation Disaster, Oil Spill) and develops new Annexes (Mass Evacuation, Functional and Special Needs, Volunteer Management, County/Operational Area Recovery, Joint Information System). Emergency Management continues to lead the County/ Operational Area on the implementation of the National Incident Management System for all Emergency Plans and training for all County staff. Emergency Management is responsible for maintaining the County/Operational Area Emergency Operations Center in a constant state of readiness for activation and exercises. County of Orange 113

54 047 - Sheriff Court Operations PUBLIC PROTECTION SHERIFF COURT OPERATIONS Sheriff Court Operations Operational Summary Mission: In keeping with the Mission and Core Values of the Orange County Sheriff's Department, the Court Operations Division is committed to protect and serve the judiciary and the public with integrity and professionalism by ensuring a safe environment in the Superior Court of Orange County. At a Glance: Total FY Current Modified Budget: 54,885,537 Total FY Actual Expenditure + Encumbrance: 51,185,357 Total Final FY ,863,984 Percent of County General Fund: 1.77% Total Employees: Strategic Goals: All orders of the Court, civil processes and warrants shall be served and enforced with a pledge to providing those services in the most vigilant, efficient and courteous manner. FY Key Project Accomplishments: In continuing with the recommendations from a security assessment conducted in 2008, Court Operations Division managers and supervisors have worked closely with the Superior Court to improve security and the safety of the public at all Justice Centers. Bollards have been installed at entrances and vulnerable areas to prevent vehicles from entering courthouses. Security cameras have been upgraded in detention and public areas. Detention guard stations have been upgraded with new control panels. Consolidation of the Civil Process operation began in November 2009 and was completed in July Clerical office services are provided out of two locations, Newport Beach and Santa Ana and field services are provided out of two locations, Laguna Hills and Santa Ana. Consolidation of this activity has allowed for more efficient and effective supervision, improved field response for emergency and other civil process services and reduction in Services and Supplies costs for this activity. In October 2010, the Board of Supervisors approved the issuance of a contract to purchase an off-the-shelf civil process application to replace the antiquated system that has been in use since Court Operations personnel are working with the selected vendor, Sirron, to implement the new system and bring it fully on-line by the end of FY The new system will be lower in cost to maintain, easier to modify and update and will be more user-friendly for civil clerical operations. All costs associated with the new system and the implementation will be offset by Civil Trust Fund collections. Court Services - One of the primary responsibilities of the Division is security of the Courts. Courtroom security is achieved by Deputies and Sheriff Special Officers (SSOs) assigned as bailiffs for the courtrooms. Bailiffs maintain and preserve order in courtrooms, ensure proper decorum by remaining ready to meet and control unusual situations, and act to protect judges, witnesses, defendants, other members of the courtroom staff and the public. Additionally, bailiffs sequester jurors during deliberations, provide information to Court clientele, schedule arrival and departure of prisoners, maintain custody of prisoners who have matters scheduled in their courtrooms, patrol courthouse hallways, and operate airport-style screening for the purpose of weapons interdiction. In 2010, over 4.1 million people visited the Orange County Courthouses. Costs for all of these activities are reimbursed by Trial Court Funding. 114 County of Orange

55 047 - Sheriff Court Operations In addition to bailiffs, Deputies and Correctional Services Assistants (CSAs) are assigned to transport and guard prisoners while at Court. Their duties include operation of court holding cells, booking defendants ordered into custody from the courtrooms, and standing guard while high-risk trials are in progress. More than 110,000 adult prisoners were processed in the Orange County Courts in calendar year Nearly 8,800 juvenile offenders were safeguarded at the Lamoreaux Justice Center (LJC) during court appearances in that same period. Temporary holding functions, unlike 24- hour jail functions, are allowable costs under Rule 810, thereby reimbursed through Trial Court Funding. Civil Process Services - An important duty performed by Deputies, civilian technicians, and clerical support personnel in this area is the service of civil process. These employees have the responsibility of serving and enforcing the subpoenas, orders, notices, summonses, and other processes of the Court. Civil field Deputies seize property under Court order, sell property seized to satisfy judgments, and enforce orders to evict tenants. The Department is actively engaged in technical reviews and plans that have the potential to reduce costs of operation and enhance the revenuegenerating capacity of this service. Specifically, a new civil system is being implemented and is expected to be fully online before the end of FY All of these complementary goals also provide a platform upon which an integrated network of user-friendly data gathering services may be expanded and connected with the Superior Court's system to track a case from start to finish. More than 67,000 individual processes were served or managed during the 2010 calendar year. These activities generated more than $1.8 million in County fees. Warrant Services - This section is responsible for the service of felony and misdemeanor warrants of arrest. The Investigators who serve them are front-line peace officers. The Department received nearly 65,000 warrants during the calendar year While misdemeanor warrants issued to Sheriff Court Operations have decreased in recent years, labor intensive felony warrants have increased. Aggressively enforcing warrants ensures compliance with the legal requirements for due diligence and serves as a deterrent for defendants that might otherwise have ignored Court orders. In order to keep up with the warrant workload while staffing levels have been reduced, the use of automated mailers have been increased, as well as the utilization of reserves and patrol resources to attempt to meet due diligence requirements. Court Operation's Warrant Investigators have also been part of the Pacific Southwest Regional Fugitive Task Force - a Federal fugitive apprehension task force since This task force has brought a number of high-profile wanted persons to justice during that time and by mutual agreement, conducted several warrant "sweeps" in Orange County which resulted in the clearance of numerous warrants that would not otherwise have been worked. Administration - Sheriff Court Operations Administration includes three Lieutenants who have oversight responsibility for Special Operations, Justice Center Court Security, Civil Process Services and Warrant Services. In addition, the Salaries and Employee Benefits (S&EB) for the above staff and Worker's Compensation costs for all of Court Operations are budgeted in this activity. Executive Management - This activity includes a Captain for Sheriff Court Operations and the Captain's Secretary. Ten Year Staffing Trend: Ten Year Staffing Trend Highlights: FY staffing count is consistent with the FY year-end authorized number at 388 positions. During the FY Budget Process, a Budget Augmentation Request was submitted to delete two Civil Process Technician positions and one Sergeant position in order to meet the Net County Cost Limit. Total authorized positions decreased from 401 to 398 for FY During the FY nd Quarter Vacant Position Review, three positions were deleted from the budget: one Sheriff's Special Officer II, one Sheriff's Special Officer III and one Office Specialist. Also, seven Deputy Sheriff I positions were deleted from the budget and added to Budget Control 060 for the U.S. Immigration County of Orange 115

56 047 - Sheriff Court Operations PUBLIC PROTECTION and Customs Enforcement (ICE) program. Total authorized positions decreased from 398 to 388 for FY During the FY Budget Process, a Budget Augmentation Request was submitted to delete three Investigator positions and two Office Specialist positions in Warrant Services in order to meet the Net County Cost Limit. Additionally, there was a significant reduction in funding from the State for court security functions, which adversely affected staffing levels during the fiscal year in Court Services. In order to meet this reduction, 15 Deputy Sheriff I positions and 20 Sheriff's Special Officer II positions were deleted through a Budget Augmentation Request. Total authorized positions decreased from 445 to 405 for FY During the FY nd Quarter Budget Reporting Process, four Lieutenant positions and funding were transferred from Budget Control 047 to Budget Control 060. Total authorized positions decreased from 405 to 401 for FY Final Budget History: Budget Summary Plan for Support of the County's Strategic Priorities: Court Operations Division will continue to provide security at all Orange County Justice Centers, provide a safe and secure environment for defendants at Justice Centers, provide services to residents and businesses in Orange County to serve civil process and enforce court orders, and actively pursue fugitive warrant subjects. Changes Included in the Base Budget: Negotiated Salary and Benefits adjustments. FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Positions Total Revenues 41,816,476 47,756,891 44,262,418 48,091, , Total Requirements 50,733,313 54,885,537 50,735,810 54,863,984 (21,553) Net County Cost 8,916,837 7,128,646 6,473,392 6,772,214 (356,432) (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Sheriff Court Operations in the Appendix on page A60 Highlights of Key Trends: The Sheriff's Department Court Operations Division continues to experience growth in the public's demand for services in Warrants and Civil Process activities, while available General Funds have decreased. Over the last three fiscal years, clerical staff in both warrants and civil process have been reduced by three and four positions respectively. As of March 2010, there are 147,700 active warrants in Orange County. It continues to be a challenge for Warrant staff to meet statutory due diligence requirements for the increased workload, while staffing reductions were implemented. Likewise, due to the current economic uncertainty, wage garnishment and eviction cases on the civil side have increased by close to 25% in the same period support staffing was reduced by nearly 20%. The Superior Court is facing a significant reduction in funding received from the State. Security costs for the Orange County Superior Court are about 25% of the Court's entire budget, in which the Court would like this reduced by 20%. Management is working diligently to accommodate the needs of the Court and to keep the courthouses safe and secure. Legislation is being introduced to the State Assembly to establish a direct, stable funding source for courthouse security. 116 County of Orange

57 047 - Sheriff Court Operations The Sheriff's Court Operations Division continues to maintain a working partnership with the Superior Court and will seek to maximize security services while working within available funding levels. County of Orange 117

58 055 - Sheriff-Coroner Communications PUBLIC PROTECTION SHERIFF-CORONER COMMUNICATIONS Sheriff-Coroner Communications Operational Summary Description: The Department provides centralized Countywide coordinated communications systems for all local public safety agencies (law enforcement, fire, paramedic and lifeguard) and for general government agencies on a 24-hour basis. Sheriff's Communications Division provides centralized operation, maintenance and financial management of the 800 MHz Countywide Coordinated Communications System (CCCS). The Division has a staff of engineers, technicians and support staff that provide a high level of technical expertise to various public safety functions. The Technical Services Section is a resource for government agencies in the planning, design, implementation and maintenance of technology-based systems, such as radio maintenance and repair, jail automation, courtroom multimedia, closed circuit television, video conferencing and other custom applications. The Engineering Section provides engineering services to evaluate and implement state-of-the-art technologies; provide frequency management, engineering, design, installation, maintenance; and repair of communications and electronic equipment at backbone sites and public safety dispatch centers. The Emergency Communications Section coordinates all emergency communications plans with local, State, Federal and volunteer organizations, provides enduser radio training, and supplements emergency and disaster communications resources and services for all Orange County public safety agencies with trained Amateur Radio volunteers through the Radio Amateur Civil Emergency Service (RACES) program. At a Glance: Total FY Current Modified Budget: 11,075,316 Total FY Actual Expenditure + Encumbrance: 9,936,698 Total Final FY ,184,240 Percent of County General Fund: 0.36% Total Employees: Strategic Goals: Continue to provide a reliable interoperable communications system to the Public Safety Community in Orange County. Provide a technical resource for all governmental agencies in Orange County for their communications and high technology needs. Provide high quality, cost effective maintenance for all critical communications and electronic systems used by City and County Law Enforcement, Fire, Lifeguard and Public Works in Orange County. FY Key Project Accomplishments: Continued the planning and technical design for the Federal Communications Commission mandated VHF (Very High Frequency)/UHF (Ultra High Frequency) Narrowbanding transition. Designed and installed several fire station dispatch control systems for the Orange County Fire Authority. Managed Election Ballot transportation for the Registrar of Voters for the November 2, 2010 General Election. Formalized the procedure of transmitting specific law enforcement incident information between border cities of Orange and Los Angeles Counties. Implemented Closed Circuit Television (CCTV) at the Social Services Agency Orangewood facility and Roger Stanton Park. 118 County of Orange

59 055 - Sheriff-Coroner Communications Continued the 800 MHz CCCS System Life Extension program to extend the useful life of the network and subscriber equipment to year During FY , Sheriff's Communications began implementation of the Motorola SmartX interface that will provide a migration path to the next technology platform. Federal Communications Commission (FCC) mandatory 800 MHz Rebanding program efforts are continuing for reconfiguration of public safety radio frequencies to minimize or eliminate public safety radio interference. A U.S./Mexico Treaty Agreement is necessary before Southern California may secure an internationally coordinated and sanctioned 800 MHz public safety frequency plan. During this fiscal year, the Division successfully negotiated with Sprint-Nextel Amendment 4 that delivered 32 replacement base station antennas, compensation for one-third of the initial Mission Critical Management (MCM) software purchase cost, 28 Motorola Service Monitor modifications/calibrations and two SIMS (Smart Information Management System) replacements for Metro Net and Santa Ana Fire. Continued with the engineering and planning for the Moro Ridge 800 MHz radio remote site to improve public safety radio coverage between Newport Beach and Laguna Beach along Pacific Coast Highway. During FY , the Moro Ridge site application was submitted to the California Coastal Commission. This is expected to be a two-year project, as it is reviewed by community and regulatory agencies before receiving project approval. Added additional 900 MHz Paging transmitters to improve coverage in the Laguna Beach area. Received California Statewide Interoperability Executive Committee approval for a Region MHz interoperable channel plan. Implemented Alert & Warning receivers at all Southern California Television Stations and Traffic Reporting Services to facilitate distribution of emergency information to the public. Implemented a Television Crawl Alert & Warning system with all Southern California Television Stations to facilitate distribution of emergency information to the public. Assisted with interoperable communications planning and implementation for the 2010 All Star Game and related events held in Anaheim. Revised and distributed the Orange County Tactical Interoperable Communications Plan to all Orange County first responder agencies. Ten Year Staffing Trend: Ten Year Staffing Trend Highlights: FY Staffing count is consistent with the FY year-end authorized number at 83 positions. During the FY Budget Process, staffing count is consistent with the FY year-end authorized number at 86 positions. During the FY nd Quarter Vacant Position Review, three positions were deleted from the budget: one Administrative Manager II, one Communications Utility Worker and one Warehouse Worker I. Total authorized positions decreased from 86 to 83. During the FY Budget Process, a Budget Augmentation Request was submitted to delete three positions in order to meet the Net County Cost Limit. The deleted positions include: one Administrative Manager I, one Communications Technician II and one Telecommunications Engineer III. Total authorized positions decreased from 92 to 89. During the FY st Quarter Budget Reporting Process, three positions were deleted from the budget: one Secretary I and two Communications Technician IIs. Total authorized positions decreased from 89 to 86. County of Orange 119

60 055 - Sheriff-Coroner Communications PUBLIC PROTECTION Budget Summary Plan for Support of the County's Strategic Priorities: Changes Included in the Base Budget: Negotiated Salary and Benefit adjustments. Sheriff's Communications Division will continue to provide centralized operation, maintenance and financial management of the 800 MHz Countywide Coordinated Communications System (CCCS). Communications supports the County's strategic priorities by providing reliable communications and technical support, which enables the first responders and public works employees to efficiently perform their duties. Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Positions Total Revenues 4,789,746 5,247,235 4,588,002 5,647, , Total Requirements 9,806,590 11,075,316 9,550,631 11,184, , Net County Cost 5,016,844 5,828,081 4,962,629 5,536,677 (291,404) (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Sheriff-Coroner Communications in the Appendix on page A67 Highlights of Key Trends: Interoperable communications for First Responders. Digital audio and video recording systems and services. Video conferencing/visitation and distance learning. Federal Communications Commission (FCC) required Narrowbanding project. System Life Extension program to extend useful life of the 800 MHz CCCS network and subscriber fleet. 120 County of Orange

61 103 - O.C. Methamphetamine Lab Investigation Team O.C. METHAMPHETAMINE LAB INVESTIGATION TEAM O.C. Methamphetamine Lab Investigation Team Operational Summary Description: The Orange County Proactive Methamphetamine Laboratory Investigation Team, also known as "PROACT" for its pro-active enforcement posture, was established in 1998 pursuant to an agreement between Orange County law enforcement agencies. The task force is composed of personnel from the Orange County Sheriff's Department, Orange County District Attorney's Office, Bureau of Narcotic Enforcement, and several Orange County Police Departments. The primary objective for the deployment of PROACT is to pro-actively target and investigate those individuals and organizations involved in the illicit manufacturing and trafficking of methamphetamine. Fund 103 was created to track Federal grant funds used to establish the team and for expenditures associated with the grant and the Team's operation. At a Glance: Total FY Current Modified Budget: 1,607,866 Total FY Actual Expenditure + Encumbrance: 1,276,448 Total Final FY ,195,447 Percent of County General Fund: N/A Total Employees: 0.00 Strategic Goals: From its inception to the present day, PROACT has continued to be the primary law enforcement group tasked with the disruption of clandestine methamphetamine laboratory manufacturing organizations and traffickers within Orange County. The Task Force has evolved into the primary clandestine laboratory response team for all laboratory incidents that occur in the County. Through its enforcement efforts, PROACT has and continues to have a profound impact on the number and frequency of clandestine methamphetamine laboratory incidents in Orange County. The actions of PROACT also influences child welfare and health systems, which are affected by the methamphetamine epidemic, including its manufacturing and use. PROACT has subscribed to the philosophy that the existence of methamphetamine laboratories is a basic three-pronged cycle: Facilitation, Manufacturing and Distribution. The Task Force continues to focus on disrupting each of these prongs, thereby reducing both the number of methamphetamine laboratories and methamphetamine supply in Orange County. FY Key Project Accomplishments: During calendar year 2010, PROACT personnel were active in the pursuit of those involved in the manufacturing and trafficking of methamphetamine and precursor chemicals in and near Orange County. During the year, PROACT conducted 135 drug related investigations that yielded the following results: 21 Clandestine drug laboratory incidents 15 Search Warrants 54 Probation Searches 12 Parole Searches 92 Felony Drug Arrests Methamphetamine: 18.7 pounds Marijuana: 57 pounds Heroin: 2.8 pounds Pseudoephedrine: 12.2 pounds $31,581 U.S. Currency Seized 11 Guns County of Orange 121

62 103 - O.C. Methamphetamine Lab Investigation Team PUBLIC PROTECTION Budget Summary Changes Included in the Base Budget: FY consists of new grant funding with an estimated amount of $726,833. Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues 1,102,079 1,607,866 1,528,127 1,195,447 (412,419) Total Requirements 1,179,962 1,607,866 1,276,448 1,195,447 (412,419) Balance (77,883) 0 251, (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: O.C. Methamphetamine Lab Investigation Team in the Appendix on page A101 Highlights of Key Trends: The overwhelming majority of pseudoephedrine used in the manufacturing of methamphetamine in California is obtained by individuals who purchase the overthe-counter medication illegally at retail drug stores in violation of state and federal law. These individuals, called "smurfers," often possess a multitude of fraudulent California driver's licenses and identification cards used to illegally purchase the pseudoephedrine medication. The pseudoephedrine is collected and sold to brokers, who transport the precursor to Mexican Drug Trafficking Organization (MDTO) clandestine methamphetamine laboratories in the central valley area of California. The pseudoephedrine is then manufactured into methamphetamine and is sold throughout the state, including the Southern California region. During 2010, the PROACT task force worked extensively with retail drug stores, including Walmart, Target, CVS, Rite Aid, and Walgreens to combat the serious smurfing epidemic and to disrupt the illegal diversion of pseudoephedrine to methamphetamine production. Through its investigative and enforcement efforts, the PROACT task force initiated Operation PITUFO and Operation Gargamel, which resulted in the arrest of over 40 felony suspects and the seizure of 5,535.1 grams of pseudoephedrine that was destined for methamphetamine production. 122 County of Orange

63 109 - County Automated Fingerprint Identification COUNTY AUTOMATED FINGERPRINT IDENTIFICATION County Automated Fingerprint Identification Operational Summary Description: The State Department of Justice maintains an automated system, known as the California Identification System (CAL- ID) for retaining and identifying fingerprints. CAL-ID is a computer system which stores fingerprint information and provides a remarkably high-speed comparison to crime scene prints or prisoners' prints. This budget funds the Sheriff's Department's costs for operating the system in Orange County. At a Glance: Total FY Current Modified Budget: 1,608,312 Total FY Actual Expenditure + Encumbrance: 876,180 Total Final FY ,804,390 Percent of County General Fund: N/A Total Employees: Strategic Goals: Replace/Upgrade the current Automated Fingerprint Identification System (AFIS) with a new Automated Finger, Palm and Mobile Identification System to include an integrated plan with additional biometric identification functionality. FY Key Project Accomplishments: Consolidated contracts for preventive and continuous software and hardware support for Live Scan devices. Executed contract with biometrics consultant and began work on competitive process to replace the Automated Fingerprint Identification System (AFIS). Purchased and installed additional Live Scan devices for OCSD Intake/Release Center, OCSD Support Services and Fullerton Police Department. Deployed the Registrant Type of Transaction (REG TOT) on all 41 Live Scan devices in the County. Completed a Mobile Identification Proof of Concept project with five Orange County law enforcement agencies. Ten Year Staffing Trend: Ten Year Staffing Trend Highlights: FY Staffing count is consistent with the FY year-end authorized number at 14 positions. FY Staffing count is consistent with the FY year-end authorized number at 14 positions. During the FY st Quarter Budget Reporting Process, one Administrative Manager II position was transferred from Budget Control 060 to Budget Control 109, increasing the number of authorized positions from 13 to 14. County of Orange 123

64 109 - County Automated Fingerprint Identification PUBLIC PROTECTION Budget Summary Changes Included in the Base Budget: The County Automated Fingerprint Identification Fund is a self-balancing budget with restricted revenue from Court Fines and from Fund 14D - CAL-ID Operational Costs. The base budget includes a balancing entry for Fund Balance Available that will be used in future years for new technology and a transfer in from Fund 14D to Fund 109 in the amount of $200,000 as a contingency to fund operational costs in Fund 109 when revenue is insufficient to offset the expenditures for that year. Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Positions Total Revenues 1,495,380 1,608,312 1,554,634 1,804, , Total Requirements 990,482 1,608, ,564 1,804, , Balance 504, , (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: County Automated Fingerprint Identification in the Appendix on page A109 Highlights of Key Trends: The trend is shifting from traditional fingerprint identification databases to multi-modal biometric identification systems, capable of storing several types of physical features for identification. Fingerprints, facial images, iris patterns and voice patterns are among the biometric modalities being considered by local law enforcement to maximize the ability to identify criminals. The inability of disparate local, state, national, and international identification systems to communicate with one another is no longer the obstacle it once was. The momentum is in the direction of interoperability, being able to search an unlike system and allowing unlike systems to search the Department's local data. These trends will impact the Cal-ID operation, resulting in more technically skilled staff with a more diverse skill set. 124 County of Orange

65 118 - Sheriff - Regional Narcotics Suppression Program SHERIFF - REGIONAL NARCOTICS SUPPRESSION PROGRAM Sheriff - Regional Narcotics Suppression Program Operational Summary Description: The Regional Narcotics Suppression Program (RNSP) is composed of narcotics officers from the Sheriff-Coroner Department, Cities within the County, and State and Federal Agencies. RNSP is administered by the Sheriff-Coroner Department under the direction of the Department's Investigations Captain, who reports to an Executive Board of Police Chiefs and the Sheriff. The purpose of this organization is to identify and convict high-level drug traffickers and seize assets derived through drug trafficking. RNSP also promotes a coordinated drug enforcement effort throughout the County, encouraging coordination and cooperation between Law Enforcement and Prosecuting Agencies. At a Glance: Total FY Current Modified Budget: 11,154,490 Total FY Actual Expenditure + Encumbrance: 7,358,870 Total Final FY ,067,290 Percent of County General Fund: N/A Total Employees: 0.00 Strategic Goals: Continue to channel investigative resources in a manner that augments the National effort by communicating and coordinating with initiatives in other High Intensity Drug Trafficking Areas (HIDTA) regions, along with Law Enforcement Agencies throughout the Country, incorporating the "best case approach with maximum effect on the target" concept as a primary guideline in the development of all cases. Continue to improve investigation techniques and utilization of advanced technology both operationally and administratively to enhance case development and minimize duplication and improve coordination, specifically in the areas of wire-intercept communications, Global Positioning Systems and covert camera systems. RNSP expects to integrate a new wire room case management system, which will enhance the tracking of all cases. RNSP directs all operations in a combined effort to effectively impact both established and emerging drug trafficking organizations. FY Key Project Accomplishments: During the 2010 calendar year, the Regional Narcotics Suppression Program (RNSP) negatively impacted over 29 major drug trafficking organizations, resulting in the arrest of 55 narcotics traffickers/money launderers and the seizure of 277 Kg of cocaine, 103 Kg of crystal methamphetamine, 21 guns and 1,545 Kg of marijuana. In addition, RNSP seized $19,871,664 in U.S. currency and $616,787 in vehicles/property. For the past four years, RNSP has expanded the use of wire-intercept investigations. In November and December of 2010, major renovation began at RNSP's new operational location. This location will house a wire room with state of the art equipment, which will allow RNSP to continue to expand wire-intercept investigations both technically and operationally. Other technology in the areas of Global Positioning Systems (GPS) and sophisticated air support has allowed RNSP to realize greater success with large-scale narcotic trafficking investigations. Budget Summary Changes Included in the Base Budget: The Regional Narcotics Suppression Program (RNSP) fund is a self-balancing budget with restricted revenue. The Base Budget includes a balancing entry to reflect over-financing to match anticipated Fund Balance Available at year-end. This budget is intended to fund services and supplies and to County of Orange 125

66 118 - Sheriff - Regional Narcotics Suppression Program PUBLIC PROTECTION reimburse overtime costs worked by participating agencies. The FY Budget is higher than the FY yearend projections, as a result of fund balance available carry forward that will be used in the future to replace equipment and to fund new items to fight the war on drugs. Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues 11,805,804 11,154,490 14,223,777 10,067,290 (1,087,200) Total Requirements 4,609,032 11,154,490 7,212,062 10,067,290 (1,087,200) Balance 7,196, ,011, (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Sheriff - Regional Narcotics Suppression Program in the Appendix on page A117 Highlights of Key Trends: Violence continues along the southwest border area of Mexico stemming from control of narcotic trafficking routes into the United States. This violence has a direct impact on the domestic market. Seizures of cocaine and methamphetamine have stabilized; however, the wholesale price of these drugs has increased. As such, RNSP experienced an increase in U.S. currency seizures from both narcotic and money laundering investigations. Mexican Drug Trafficking Organizations (DTO) continue to be the primary large-scale drug traffickers in the Southern California Region. In addition to the violence in Mexico, DTO leaders have instructed their couriers to resist law enforcement in seizing their narcotics and currency, which has led to subjects intervening in law enforcement efforts in stopping vehicles containing narcotics or currency. In some instances, cartel members have resorted to ramming police vehicles in order that the load vehicle can escape to its destination. High quality marijuana with increased potency is being produced in Canada. The marijuana market value has increased tremendously in the Southern California area. Federal analysis has indicated a direct correlation of cocaine and methamphetamine trafficking to Canada, while shipments of marijuana are trafficked to the Southwest area. These shipments of marijuana are commanding a high price on the wholesale market. This circular transportation pattern has resulted in an increase in monetary instruments bulk shipped from the United States to Canada and Mexico. Vehicles with sophisticated hidden compartments are utilized to transport narcotics and bulk currency throughout the United States and in/out of Canada and Mexico. 126 County of Orange

67 132 - Sheriff's Narcotics Program SHERIFF'S NARCOTICS PROGRAM Sheriff's Narcotics Program Operational Summary Description: The purpose of the Sheriff's Narcotics Program (SNP) is to record costs and revenue related to narcotics law enforcement activities. This fund includes the Sheriff's proportional share of revenue from narcotics forfeitures received by the Regional Narcotics Suppression Program (RNSP) and through the efforts of the Special Enforcement Bureau and the Department's Narcotics Detail. At a Glance: Total FY Current Modified Budget: 6,493,697 Total FY Actual Expenditure + Encumbrance: 2,519,515 Total Final FY ,602,944 Percent of County General Fund: N/A Total Employees: 0.00 Strategic Goals: The goal of the Sheriff's Narcotics Program is to investigate and prosecute narcotics violators on a proactive level. The Program is divided into two details - North Narcotics/Vice Team and South Narcotics/Highway Interdiction Team (HIT). In addition, a Marijuana Task Force, operating out of the South Narcotics Office, has been established. Both North and South Narcotics focus on retail drug sales and mid-level traffickers who directly influence the quality of life of Orange County citizens. Through the Sheriff's Highway Interdiction Program, a Deputy Sheriff focuses on narcotic traffickers utilizing Orange County Highways to transport significant amounts of narcotics and narcotic trafficking proceeds. The South Narcotic Team concentrates its efforts on the South Orange County area from south of Irvine to San Clemente, which includes all South County contract cities. The Marijuana Task Force concentrates on the commercial violations of both medical marijuana and marijuana trafficking, including storefronts, vendors and indoor growing operations. The North Narcotic Team is responsible for North Orange County, including the cities of Stanton and Villa Park and the John Wayne Airport. In addition, personnel participating in the Regional Narcotics Suppression Program (RNSP) investigate individuals who engage in high-level trafficking enterprises. FY Key Project Accomplishments: During calendar year 2010, the Sheriff's Narcotics Program maintained a high level of productivity, especially in the area of marijuana storefront investigations and narcotic currency seizures. The investigation of narcotic traffickers in Orange County communities was maintained with a focus on street-level and mid-level dealers and marijuana storefronts. During the year, the Sheriff's Narcotic Details were involved in numerous drug related investigations that yielded the following results: 271 Arrests 100 Search Warrants 262 Felony Drug Arrests Methamphetamine: 18 pounds Cocaine: 13 pounds Marijuana: 1,323 pounds Marijuana Plants: 6,776 $2,054,012 U.S. Currency Seized 40 Guns County of Orange 127

68 132 - Sheriff's Narcotics Program PUBLIC PROTECTION Budget Summary Changes Included in the Base Budget: Final Budget History: The Sheriff's Narcotics Program (SNP) fund is a self-balancing budget with restricted revenue. The Base Budget includes a balancing entry to reflect over-financing to match anticipated Fund Balance Available at year end. This budget is intended to fund services and supplies, overtime reimbursements, equipment and lease cost for part of the Brad Gates Forensic Science Building. The FY Budget is higher than the FY year-end projections, as a result of fund balance available carry forward that will be used in future years for costs to fight the war on drugs. FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues 6,113,742 6,493,697 7,098,956 7,602,944 1,109, Total Requirements 1,140,045 6,493,697 2,092,466 7,602,944 1,109, Balance 4,973, ,006, (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Sheriff's Narcotics Program in the Appendix on page A139 Highlights of Key Trends: In 2010, the Sheriff's Narcotics Program became a countywide leader in the area of storefront marijuana dispensary investigations. The success of these investigations and prosecutions have resulted in a decrease in storefront operations in Sheriff's jurisdictions, in which 15 retail storefront operations were investigated through the year. Investigative techniques including surveillance, undercover work and public records examinations were employed. These investigations have resulted in significant illegal marijuana, weapons and asset seizures, with direct impact on subjects operating outside of California's Medical Marijuana laws. Illegal marijuana trafficking has caused a spike in indoor growing operations. All areas of Orange County have been affected by this trend. Public safety has been adversely impacted, due to the clandestine nature of these indoor grows. Grow operations often utilize electricity by tampering with meters or by diverting the electricity, in which electrocution, fire, carbon dioxide and mold are significant issues. These grows are often in residential homes with chemical issues and non-permitted construction. Another significant trend is the diversion and abuse of prescription narcotic medication. The abuse of drugs, such as Oxycotin and Vicodin has resulted in numerous overdoses and deaths. The issues of "doctor shopping" for prescriptions, burglaries at pharmacies and other black market practices have been significant in all Orange County. Often, prescription drug abusers turn to street level drugs, such as heroin due to the availability and lower price. Heroin abuse has been seen in all areas of Orange County. 128 County of Orange

69 134 - Orange County Jail ORANGE COUNTY JAIL Orange County Jail Operational Summary Description: The primary revenue source for this fund is penalty assessments from the Superior Courts. The revenue is used to fund a portion of the operating costs of the Orange County Jails. At a Glance: Total FY Current Modified Budget: 3,247,639 Total FY Actual Expenditure + Encumbrance: 2,380,940 Total Final FY ,113,400 Percent of County General Fund: Total Employees: 0.00 N/A Budget Summary Changes Included in the Base Budget: The Orange County Jail Fund is a self-balancing budget with restricted revenue. The Base Budget includes a balancing entry to reflect over-financing to match anticipated Fund Balance Available at year-end. This budget is intended to assist in jail operational costs. Annually, it reimburses $1.2 million to Budget Control 060 to partially offset positions added in 1989 for expansion of the Theo Lacy Branch Jail, and when additional funds are available, it reimburses onetime jail expenditures. FY Base Budget includes a Transfer Out of $2.7 million to Budget Control 060 in support of the revenue shortfall. Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues 5,357,276 3,247,639 3,697,967 3,113,400 (134,239) Total Requirements 3,804,637 3,247,639 2,380,940 3,113,400 (134,239) Balance 1,552, ,317, (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Orange County Jail in the Appendix on page A140 County of Orange 129

70 13B - Traffic Violator PUBLIC PROTECTION 13B - TRAFFIC VIOLATOR 13B - Traffic Violator Operational Summary Description: The Traffic Violator Fund was established to collect fees related to the Traffic Violator Apprehension Program in the Sheriff's contract cities and unincorporated County areas. The Program is intended to reduce vehicle accidents caused by drivers under the influence, unlicensed drivers and drivers whose licenses are suspended. The accidents are reduced, in part, by impounding their vehicles. The Program also provides for public education regarding the requirements of the Vehicle Code and related safety issues regarding driving under the influence, driver licensing, vehicle registration, vehicle operation, and vehicle parking. At a Glance: Total FY Current Modified Budget: 1,646,646 Total FY Actual Expenditure + Encumbrance: 409,927 Total Final FY ,598,703 Percent of County General Fund: N/A Total Employees: 0.00 Strategic Goals: Continue to reduce the overall collision rate each year in Sheriff's contract cities and County unincorporated areas. FY Key Project Accomplishments: Since the implementation in July 2000, the Traffic Violator Apprehension (TVA) and Fee Recovery Program has enhanced traffic enforcement and education efforts within the Sheriff's South County contract cities. The result has been a 12.5% reduction in traffic collisions in the South County contract cities since The Department has also been very active in teen driver and traffic safety programs, in which the TVA program provides funding for a teen Traffic Safety Coordinator who conducts presentations at schools for students, parents, faculty and community targeting safe driving practices. These forums are presented in all County unincorporated area schools, as well as Sheriff's Contract Cities and have been an attribute to reducing the number of fatalities and injuries from traffic collisions involving young drivers in all areas within Sheriff's jurisdiction. Ten Year Staffing Trend Highlights: There are no positions assigned to this fund. Fund 13B reimburses position costs in the Sheriff's Main Operating Budget of one Investigative Assistant, one Staff Specialist, one Information Processing Specialist, one Office Specialist and partial funding of one Sergeant. Budget Summary Changes Included in the Base Budget: The Traffic Violator fund is a self-balancing budget. The Base Budget includes a balancing entry to reflect overfinancing to match anticipated Fund Balance Available at year-end. This budget is intended to fund services and supplies and reimburse personnel costs associated with the Traffic Violator Apprehension Program. 130 County of Orange

71 13B - Traffic Violator Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues 1,752,957 1,646,646 1,676,556 1,598,703 (47,943) Total Requirements 491,312 1,646, ,927 1,598,703 (47,943) Balance 1,261, ,266, (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Traffic Violator in the Appendix on page A145 County of Orange 131

72 13P - State Criminal Alien Assistance Program (SCAAP) PUBLIC PROTECTION 13P - STATE CRIMINAL ALIEN ASSISTANCE PROGRAM (SCAAP) 13P - State Criminal Alien Assistance Program (SCAAP) Operational Summary Description: The Sheriff's State Criminal Alien Assistance Program (SCAAP) Fund 13P was established on November 25, 2003 to comply with GASB 34 requirements for fiduciary funds. At a Glance: Total FY Current Modified Budget: 7,146,826 Total FY Actual Expenditure + Encumbrance: 5,301,119 Total Final FY ,630,660 Percent of County General Fund: N/A Total Employees: 0.00 This fund receives annual allocations from the Federal SCAAP program administered by the Bureau of Justice Assistance (BJA). SCAAP is a reimbursement program, which provides Federal assistance for costs associated with incarceration of undocumented criminal aliens convicted of felony offenses and held in our jails. Disbursements from the fund are for Sheriff Department correctional needs. Strategic Goals: Continue to fund costs for correctional purposes. FY Key Project Accomplishments: Continued to fund costs for correctional purposes. Budget Summary Changes Included in the Base Budget: The Sheriff's SCAAP Fund is a self-balancing budget with restricted revenue. This budget is intended to fund costs for correctional purposes. In the past, reserves were estimated in anticipation of future revenue shortfalls. All reserves or unallocated funds have been expended to partially offset the reduction in Prop 172 revenue, which funds ongoing jail operating costs. 132 County of Orange

73 13P - State Criminal Alien Assistance Program (SCAAP) Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues 19,005,891 7,146,826 6,056,092 5,630,660 (1,516,166) Total Requirements 18,209,065 7,146,826 5,301,119 5,630,660 (1,516,166) Balance 796, , (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: State Criminal Alien Assistance Program (SCAAP) in the Appendix on page A147 Highlights of Key Trends: SCAAP funding is subject to annual budget approval by the Federal Government. In past years, there has been discussion at the Federal level of discontinuing this funding source. However, in each of the years, the Federal Government did approve the funding. Since this funding source could be eliminated, in prior years the Department had kept fund balances sufficient to cover ongoing costs for five years. As a result of the economic challenge that has negatively impacted Budget Control 060, the Fund Balance Available in Budget Control 13P has been utilized to offset the revenue shortfall in the Sheriff's Main Operating Budget. Therefore, fund balances are no longer available to offset future year's anticipated costs. County of Orange 133

74 13R - Sheriff-Coroner Replacement & Maintenance PUBLIC PROTECTION 13R - SHERIFF-CORONER REPLACEMENT & MAINTENANCE 13R - Sheriff-Coroner Replacement & Maintenance Operational Summary Description: The Sheriff-Coroner Replacement & Maintenance Fund 13R was established in FY to provide systematic replacement of key equipment, and provide major upgrades/maintenance of Mobile Data Computers (MDC) and the Orange County Automated Teletype System (OCATS) - Mainframe/ Switcher Fee replacement or upgrade. The MDC program receives ongoing revenue for annual charges to contract partners for the replacement portion of recurring MDC charges. The OCATS - Mainframe/Switcher Fee, receives revenue from outside agencies and County departments. In addition, the equivalent amount of prior year revenue billings was transferred to the fund when it was established. Effective FY , revenue is received in this fund from the Contract Cities, OCTA and John Wayne Airport for the future replacement of Patrol Video Systems (PVS). As part of the County's strategic planning process, replacement and maintenance projects were identified as key priorities funded by Prop 172 revenue. These programs consist of: 1) Payroll system upgrade; 2) Helicopter replacement and major maintenance; 3) Department network upgrade; and 4) inmate transportation bus replacement. Two additional replacement and maintenance projects were included in the FY Budget, Phase I of a two-phased project to replace and expand the closed circuit television (CCTV) surveillance system in the jails and technology improvements. The revenue source of these projects is also Prop 172. Due to the reduction of Prop 172 revenue, funding for the helicopter replacement and maintenance, network upgrade, inmate transportation bus replacement and CCTV projects have been reallocated to cover basic operating costs within the Sheriff's Main Operating Budget. At a Glance: Total FY Current Modified Budget: 10,918,123 Total FY Actual Expenditure + Encumbrance: 224,070 Total Final FY ,831,410 Percent of County General Fund: Total Employees: 0.00 N/A Strategic Goals: Continue to provide funding for planned replacement and major maintenance requirements of key Department equipment to ensure reliability for officer safety and safety of the public. Budget Summary Changes Included in the Base Budget: The Sheriff-Coroner Replacement and Maintenance Fund is a self-balancing budget with restricted revenue. The Base Budget includes a balancing entry to reflect anticipated Fund Balance Available at year-end. The FY budget is higher than FY projections, due to the planned replacement and major maintenance requirements of key Department equipment scheduled to occur following FY 134 County of Orange

75 13R - Sheriff-Coroner Replacement & Maintenance Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues 16,296,057 10,918,123 10,395,431 11,831, , Total Requirements 7,265,620 10,918,123 36,944 11,831, , Balance 9,030, ,358, (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Sheriff-Coroner Replacement & Maintenance in the Appendix on page A148 Highlights of Key Trends: The key trends in mobile computing are the enhancements to connection speed, reliability, coverage and security. The Mobile Data Computer (MDC) Project will continue to remain in the forefront of these advancements. The Department will continue to plan strategically and to identify any other major equipment replacement and maintenance items to be included in this Fund, in order to maintain future operational needs of the Department. County of Orange 135

76 141 - Sheriff's Substation Fee Program PUBLIC PROTECTION SHERIFF'S SUBSTATION FEE PROGRAM Sheriff's Substation Fee Program Operational Summary Description: This fund was established in FY to account for a new developer fee program for the future construction of Sheriff substations. At a Glance: Total FY Current Modified Budget: 8,430,669 Total FY Actual Expenditure + Encumbrance: 3,521 Total Final FY ,417,492 Percent of County General Fund: N/A Total Employees: 0.00 Budget Summary Plan for Support of the County's Strategic Priorities: The Sheriff's Department is continuing in the planning process to develop a new substation in South Orange County. Changes Included in the Base Budget: The Sheriff's Substation Fee Program is a self-balancing budget with restricted revenue. The developer deposit fees received will be used for the future construction of a Sheriff's substation. The FY budget is higher than the FY year-end projections, as the construction has been deferred to future years. Final Budget History: (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Sheriff's Substation Fee Program in the Appendix on page A156 Highlights of Key Trends: The existing substation is severely overcrowded. Future population growth in South Orange County will exacerbate the need for additional space. FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Revenues 803,843 8,430, ,911 8,417,492 (13,177) Total Requirements 3,503 8,430,669 3,521 8,417,492 (13,177) Balance 800, , County of Orange

77 143 - Jail Commissary JAIL COMMISSARY Jail Commissary Operational Summary Description: Commissary Operations is a highly automated, profit based unit with fiduciary responsibilities over inmate funds. The primary goal for this operation is to provide high quality products and services to those incarcerated in the Sheriff's jail facilities and secondly to provide funding to the Sheriff's Inmate Welfare Fund to support vocational and educational training programs. Under California Penal Code Section 4025, revenue sources for the Inmate Welfare Fund include jail commissary profits. At a Glance: Total FY Current Modified Budget: 6,392,433 Total FY Actual Expenditure + Encumbrance: 6,342,869 Total Final FY ,522,097 Percent of County General Fund: N/A Total Employees: Strategic Goals: Continue to increase profits from sale of Commissary items by improving the efficiency of Commissary Operations. Increased profits will be transferred to the Inmate Welfare Fund to benefit the inmates. FY Key Project Accomplishments: Assessed and modified staff schedules to maximize coverage, resulting in the continued reduction in use of overtime. Conducted local marketing research at local convenience/grocery stores on comparable products sold to Orange County inmates through Commissary Operations to validate the pricing structure for current commissary item offerings. This resulted in the introduction of several new items and the elimination of some of the slower moving products. Ten Year Staffing Trend: Ten Year Staffing Trend Highlights: FY Staffing count is consistent with the FY year-end authorized number at 43 positions. During the FY Budget Process, staffing count is consistent with the FY year-end authorized number at 47 positions. During the FY nd Quarter Vacant Position Review, four positions were deleted from the budget: one Office Assistant, one Storekeeper II and two Warehouse Worker IIs. Total authorized positions decreased from 47 to 43. During the FY Budget Process, four positions were deleted in the Reduction Plan: one Storekeeper II, one Correctional Services Technician, one Warehouse Worker III and one Warehouse Worker II. Total authorized positions decreased from 54 to 50. County of Orange 137

78 143 - Jail Commissary PUBLIC PROTECTION During the 1st Quarter of FY , three positions were deleted from the budget: two Warehouse Worker IIs and one Warehouse Worker IV. Total authorized positions decreased from 50 to 47. Budget Summary Changes Included in the Base Budget: The Jail Commissary Fund is a self-balancing budget with restricted revenue. This budget is intended to fund commissary product and operational costs. The FY budget is higher than FY year-end projections, as a result of fund balance available carry forward to be utilized for the purchase of commissary product and operational costs in future years. Final Budget History: FY FY Change from FY FY Budget Actual Exp/Rev (1) FY Budget Sources and Uses Actual Exp/Rev As of 6/30/11 As of 6/30/11 Final Budget Amount Percent Total Positions Total Revenues 6,454,431 6,392,433 7,155,987 7,522,097 1,129, Total Requirements 6,552,998 6,392,433 6,370,975 7,522,097 1,129, Balance (98,567) 0 785, (1) Amounts include prior year expenditure and exclude current year encumbrance. Therefore, the totals listed above may not match Total FY Actual Expenditure + Encumbrance included in the "At a Glance" section. Detailed budget by expense category and by activity is presented for agency: Jail Commissary in the Appendix on page A157 Highlights of Key Trends: The decrease in revenues related to the reduced inmate population and the economic downturn continued during the first few months of FY Recently, the number of County inmates has increased slightly and the ICE Federal Detainee agreement was implemented. These two occurrences have resulted in increased Jail Commissary profits, due to the additional inmate/ detainee population. 138 County of Orange

79 144 - Inmate Welfare INMATE WELFARE Inmate Welfare Operational Summary Description: The Inmate Welfare Fund (IWF) allows the majority of Orange County Sheriff-Coroner Department's inmate rehabilitation programs and services to be provided without cost to taxpayers. This fund is financed primarily through revenue generated from inmate use of telephones, profits from inmate purchases from the Jail Commissary Fund 143, interest earned from fund balance available and contracts related to certified inmate education classes, conducted in partnership with Rancho Santiago Community College District. Inmate programs and services related to rehabilitation opportunities are mandated by Title 15 Minimum Jail Standards and related case law. These activities are planned, coordinated, conducted, and evaluated at each of the Sheriff's Department jail facilities by the Correctional Programs Unit. Typical programs include certified education in academic studies, vocational education training, and "life skills" classes such as Parenting and Job Development. The Programs Unit also provides opportunities for personal change, including programs focusing on substance abuse recovery, domestic violence and anger management, fitness and exercise, general and law library services, religious and inspirational programs, and pre-release preparation and postrelease assistance - all designed to maximize the chances of an inmate's successful transition to the community at release. At a Glance: Total FY Current Modified Budget: 10,356,388 Total FY Actual Expenditure + Encumbrance: 4,602,455 Total Final FY ,341,307 Percent of County General Fund: N/A Total Employees: Strategic Goals: Provide inmates the opportunity to attend classes to improve their life upon release and to avoid recidivism. Continuing education classes offer the opportunity to obtain a General Education Development Certificate, improvement in English skills, as well as U.S. Government classes. Expand vocational education classes to train inmates to work in various occupations upon release. Expand behavior modification programs to help inmates improve their responses to negative situations. Provide inmates the opportunity to participate in recreational activities. Conduct sporting events to teach teamwork, sportsmanship and provide an outlet for physical energy. Direct inmates' use of downtime in positive ways. FY Key Project Accomplishments: Conducted correctional program assessments on specific populations with the first month of being sentenced in a continuing effort to identify inmates' needs early in the incarceration period. Worked with Probation to lower current recidivism rates through collaboration with a Probation Officer to ensure the inmates thoroughly understand the terms of their probation prior to release, resulting in a successful transition from a jail environment back into the community. County of Orange 139

80 144 - Inmate Welfare PUBLIC PROTECTION Continued to build upon the successes of the Re-Entry Program to help inmates re-entering the community be more successful in their endeavors. Continued to build relationships with the Orange County Re-Entry Partnership (OCREP) participants who provide former inmates assistance to re-establish healthy, productive and rewarding lives. Ten Year Staffing Trend: funded by the Immigration and Customs Enforcement (ICE) Program. Total authorized positions decreased from 46 to 41. During the FY Budget Process, three positions were deleted in the Reduction Plan: one Education Services Coordinator and two Vocational Instructors. Total authorized positions decreased from 57 to 54. During the 1st Quarter of FY , three positions were deleted from the budget: one Education Services Coordinator, one Correctional Programs Supervisor I and one Education Assistant. Total authorized positions decreased from 54 to 51. Ten Year Staffing Trend Highlights: FY staffing count remains constant at 41 positions. During the FY Budget Process, staffing count remained constant at 51 positions. During the FY st Quarter Budget Reporting Process, one Deputy Sheriff II was added to the budget, completely funded through Inmate Welfare Fund revenue. The addition of this position was offset by the deletion of one position from Budget Control 060. Total authorized positions increased from 51 to 52. During the FY nd Quarter Vacant Position Review, six positions were deleted from the budget: one Correctional Program Supervisor I and five Correctional Programs Technicians. Total authorized positions decreased from 52 to 46. During the FY rd Quarter Budget Reporting Process, four Correctional Programs Technicians and one Correctional Program Supervisor I were deleted from this Budget and added to Budget Control 060, Budget Summary Plan for Support of the County's Strategic Priorities: The Department is working with other stakeholders to expand in-custody inmate program to reduce recidivism. Changes Included in the Base Budget: The Inmate Welfare Fund is a self-balancing budget with restricted revenue. This budget is intended to fund inmate program and operational costs. The FY budget is higher than the FY year-end projections, as a result of fund balance available carry forward to be utilized for inmate program and operational costs in future years. 140 County of Orange