Overview. PS COMMITTEE # 1 April 24, Worksession MEMORANDUM. April 20, TO: Public Safety Committee

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1 PS COMMITTEE # 1 April 24, 2017 Worksession MEMORANDUM April 20, 2017 TO: Public Safety Committee FROM: Susan J. Farag, Legislative Analyst ~ SUBJECT: Worksession: FY18 Operating Budget Department of Correction and Rehabilitation Those expected to attend this worksession include: Robert Green, Director, Department of Correction and Rehabilitation (DOCR) Angela Talley, Chief, Community Corrections Kaye Beckley, Chief, Management Services Division Bruce Meier, Office of Management and Budget (OMB) Budget Summary: The FY18 Recommended Operating Budget reflects an expenditure reduction of 0.09%. Most changes are related to compensation. One significant change is a $1,278,398 expenditure reduction related to lapse. Overview For FYI8, the Executive recommends total expenditures of$66,716,261, a decrease of$60,802 or 0.09 percent from the FY17 Approved Budget.

2 FY16 Actual FY17 Approved FY18 Recommended %Challge FY17-FYJ8 Expenditures by fund General Fund $71,074,848 $66,777,063 $66,716, % Grant Fund $38,999 $0 $0 - Total Expenditures $71,113,847 $66,777,063 $66,716, % Positions Full-Time % Part-Time FTEs % The FY18 County Executive recommendation is a decrease of $60,802 or 0.09%. This decrease comes from the following identified same service adjustments: Identified Same Service Adjustments Increase Cost: FY18 Compensation Adjustment $1,384,282 Increase Cost: Annualization of FY17 Compensation Increases $360,285 Increase Cost: Annualization of Operating Expenses $60,445 Increase Cost: Outfitting New Officers $50,000 Increase Cost: Annualization of FY17 Personnel Costs $21,030 Total Increases: $1,876,042 Decrease Cost: Printing and Mail ($26,035) Decrease Cost: Motor Pool Adjustment ($52,990) Decrease Cost: Overtime savings from Telestaff Data Analysis ($56,250) Decrease Cost: Increased Reimbursements from Electronic Health Records ($112,500) Shift: Master Lease Payments to Debt Service ($120,891 ) Decrease Cost: Retirement Adjustment ($289,780) Decrease Cost: Recognize Actual Lapse of Vacant Positions ($1,278,398) Total Decreases: ($1,936,844) NET SAME SERVICES ADJUSTMENT TOTAL: ($60,802) FY18 Expenditure Issues Actual Lapse of Vacant Positions (-$1,278,398) The FY18 Recommended Budget has a significant expenditure reduction related to lapse. The Executive advises that over the past four years, DOCR has had an average vacancy rate offive percent. This reduction reflects a permanent reduction of$666,412 to recognize the five percent vacancy rate. The remaining $611,986 is a one-time reduction to recognize DOCR's ongoing restructuring ofthe complement. The Department currently has 36 positions vacant, or 6.7% ofthe complement. A list ofvacant positions is attached at

3 Outfitting New Officers ($50,000) The additional funding is for uniforms and other personal equipment for new hires. DoeR hires unformed positions on an ongoing basis unlike the other public safety agencies, which have recruit classes. Overtime Savings from Telestaff Data Analysis (-$56,250) Telestaff is a workforce scheduling software package used by many public safety organizations. DOeR has not had any type of scheduling software before. Ongoing analysis of scheduling is expected to yield cost savings in overtime by more efficiently scheduling available staff. Health Care: Increased Reimbursements from Electronic Health Records (-$112,500) Moving to an automated record-keeping platform Electronic Health Records will allow DOeR to more efficiently manage medical records, medical services, and communications with hospitals and other community medical service providers. Council Staff Recommendation Council staff recommends approval of the budget as submitted by the Executive. This packet contains DOeR Recommended FY18 Operating Budget 1-8 DoeR Responses 9-11 F:\Farag~FY18 Operating Budget and CIP\DOCR FY docx 3

4 Correction and Rehabilitation Recommended FY18 Budget Full Time Equivalents $66,716, Mission Statement The mission of the Department ofcorrection and Rehabilitation (DOCR) is to protect and serve the residents ofmontgomery County and the general public by providing progressive and comprehensive correctional, rehabilitative, and community re-entry services. These functions are achieved through the employment ofwell-managed and effective correctional programs, including: the use ofpretrial supervision; secure incarceration; community treatment; reintegration programs; highly accountable security methods and procedures in each operating unit and program; and effective and progressive administration and management oversight. Budget Overview The total recommended FY18 Operating Budget for the Department of Correction and Rehabilitation is $66,716,261, a decrease of$60,802 or 0.09 percent from the FY17 Approved Budget of$66,777,063. Personnel Costs comprise percent of the budget for 538 full-time position(s) and no part-time position(s), and a total of FTEs. Total FfEs may include seasonal or temporary positions and may also reflect workforce charged to or from other departments or funds. Operating Expenses account for the remaining 9.79 percent ofthe FY18 budget. Linkage to County Result Areas While this program area supports all eight ofthe County Result Areas, the following is emphasized:.:. Safe Streets and Secure Neighborhoods Department Performance Measures Performance measures for this department are included below (where applicable), with multi-program measures displayed at the front ofthis section and program-specific measures shown with the relevant program. The FY17 estimates reflect funding based on the FY17 approved budget. The FY18 and FY19 figures are performance targets based on the FY18 recommended budget and funding for comparable service levels in FY19. M easure Multi-Program Measures Actual FY15 Actual FY16 Estimated FY17 Target FY18 Target FY19 Zero tolerance security incidents - Number of inappropriate releases of an inmate Zero tolerance security incidents - Number of inappropriate inmate releases remedied Zero tolerance security incidents - Number of inmate suicides Zero tolerance security incidents - Number of substantiated sexual misconduct or Prison Rape Elimination Act (PREA) incidents Initiatives Correction and Rehabilitation Public Safety 41 1 CD

5 o Beginning information technology projects to improve the department's ability to efficiently collect, manage and analyze data. Projects will provide for: Electronic Health Records, which will increase reimbursements and provide easier transition for inmates into the community health care system. T elestaff will provide data for analysis to improve the deployment ofpersonnel, resulting in overtime savings. A Department Dashboard is being developed to help managers improve processes and outcomes. Accomplishments [i] Maintained American Correctional Association (ACA) accreditation. [i] Maryland Commission on Correctional Standards conducted an audit, and the results were outstanding. [i] DOCR rolled-out a "live action" training area inside the secure area ofthe facility in an unused inmate housing unit. This includes training in defense tactics, correctional issues, CPR, and other exercises. [i] Created the Community Corrections Division, which consists ofpretrial Services and Pre-Release and Reentry Services. This Division efficiently prepares offenders to re-enter society and lead productive lives. [i] Created a Management Services Division to implement performance accountability programs and general management practices. It is comprised ofhuman Resources, Background Investigations and Training, Budget, Procurement, Employee Health, Welfare and Safety, Fiscal Management, Information Technology and special projects. Innovations and Productivity Improvements * DOCR launched a robust intranet site department-wide to increase information sharing and communication throughout the department. * Transitioned Pre-Trial Services from leased space to a County building, thus saving the yearly facility expense. Program Contacts Contact Kaye Beckley ofthe Department ofcorrection and Rehabilitation at or Bruce R. Meier ofthe Office of Management and Budget at for more inforrnation regarding this department's operating budget. Program Descriptions * Management Services Division Management Services Division serves an advisory function to DOCR and implements performance accountability programs and general management practices. The Division is comprised ofhurnan Resources, Background Investigations and Training, Budget, Procurement, Employee Health, Welfare and Safety, Fiscal Management, Information Technology, Budget, Fiscal Management, Information Technology, Capital Improvement Projects (CIP) and special projects Public Safety FY18 Operating Budget and Public Services Program FY18-23 &J

6 FY18 Recommended Changes Expenditures FTEs FY17 Approved 3,360, Multi-program adjustments, including negotiated compensation changes, employee benefit changes, changes due to staff turnover, reorganizations, and other budget changes affecting 279, multiple programs. FY18 Recommended 3,639, Notes: The department intemally reorganized in FY17 to provide better service and create efficiencies. * Director's Office The Director's Office provides oversight and direction for all Department ofcorrection and Rehabilitation activities in coorclination with the Chief Administrative Officer and County Executive. Personnel, Budget and Procurement, Information Technology, and Fiscal Services are support functions within the Director's Office. Actual Actual Estimated Target Target Program Performance Measures FY15 FY16 FY17 FY18 FY19 Accreditation standards met from the Maryland Commission on Correctional Standards and the American Correctional Association 100% 100% 100% 100% 100% FY18 Recommended Changes Expenditures FTEs FY17 Approved 712, Multi-program adjustments, including negotiated compensation changes, employee benefit changes, changes due to staff turnover, reorganizations, and other budget changes affecting 265, multiple programs. FY18 Recommended 977, Notes: The department internally reorganized in FY17 to provide better service and create efficiencies. * Pre-Release and Reentry Services The Pre-Release and Re-Entty Services Division (PRRS) provides community-based residential and non-residential alternatives to secure confinement for sentenced adult offenders in which they engage in work, treatment, education, family involvement, and other services to prepare them for release. The program primarily serves inmates who are within one year ofrelease and who are sentenced to DOCR. In addition, the program also provides re-entty services to Federal and State sentenced inmates and Federal probationers who are within six months of release and who are retuming to Montgomery County and the greater Washington Metro area upon release. The residential program, located at the 171-bed Pre-Release Center, Rockville, has a capacity to serve individuals who live within the Center's one female and three male housing units. The non-residential Home Confinement program, allows individuals to live in their homes, although they are required to report to the Pre-Release Center several times a week for drug testing and for meetings with counselors. Actual Actual Estimated Target Target Program Performance Measures FY15 FY16 FY17 FY18 FY19 Security incidents - Number of residents absconded from Community Corrections custody Security incidents - Number of residents absconded from custody retumed to Community Corrections Percentage of offenders from Pre-Release and Re-Entry Services employed at time served % 77.2% 75.0% 75.0% 75.0% Correction and Rehabilitation public Safety 41-36)

7 FY18 Recommended Changes Expenditures FTEs FY17 Approved 6,721, Multi-program adjustments, including negotiated compensation changes, employee benefit changes, changes due to staff tumover, reorganizations, and other budget changes affecting (151,771 ) (2.00) multiple programs. FY18 Recommended 6,569, Notes: The department internally reorganized in FY17 to provide better service and create efficiencies. " * Pre-Trial Services The Pre-Trial Services Division (PTS) is responsible for assessing newly arrested defendants for the possibility ofrelease from incarceration while awaiting trial and for follow through while supervising those defendants safely in the Community. The PTS Division also supervises those defendants who are offered diversion from trial in return for satisfactorily completing a community service or substance abuse program. There are four independent programs within the Division: Pre-Trial Assessment Unit, Pre-Trial Supervision Unit, Alternative Community Service Program (ACS), and Intervention for Substance Abusers Program (IPSA). The Assessment Unit is housed at the Montgomery County Detention Center and is responsible for assessing those who have been newly arrested and have been unable to make bond. Staffverifies personal information, analyzes criminal histories, and formulates recommendations to the Court to enable the Judge to make informed bond decisions. Recommendations are made with public safety as the main priority following the national models ofassessment for the judicial system. The Supervision Unit provides monitoring ofcourt ordered conditions to offenders released to the Community while awaiting trial. Advanced technology such as GPS tracking and Radio Frequency Curfew equipment are used to monitor offenders' movements in the community. Drug testing is also performed. Violations ofrelease conditions are immediately reported to the Court for possible re-incarceration. The diversion programs, ACS and IPSA, are predominantly for first-time misdemeanant offenders who will'ultimately have their charges expunged following successful completion ofone ofthese programs. Community service, drug education, and treatment are core functions ofthese programs. There is an administrative fee with these programs. Program Performance Measures Actual FY15 Actual FY16 Estimated FY17 Target FY18 Target FY19 Court appearance rate while under supervision 95.3% 96.1% 96.0% 96.0% 96.0% FY18 Recommended Changes Expenditures FTEs FY17 Approved 4,117, Multi-program adjustments, including negotiated compensation changes, employee benefit changes, changes due to staff turnover, reorganizations, and other budget changes affecting 413, multiple programs. FY18 Recommended 4,531, Notes: The department internally reorganized in FY17 to provide better service and create efficiencies. * Detention Services Under the supervision ofthe Warden, Detention Services is responsible for the operation oftwo detention facilities, the Montgomery County Detention Center (MCDC) located in Rockville, and the Montgomery County Correctional Facility (MCCF) located in Clarksburg Public Safety FY18 OperaUng Budget and PublIc SeNices Program FY182@

8 MCDC is responsible for the intake, reception and diagnostic functions ofthe Department including law enforcement processing ofadult male and female offenders arrested in Montgomery County. The facility has the capacity to accommodate approximately 200 inmates. Over 12,000 offenders annually arrive at MCDC's Central Processing Unit (CPU) for arrest processing. MCDC conducts psychological screening, medical screening, and risk assessment to determine the appropriate classification level of inmates and provides for the initial care, custody, and security ofinmates for up to 72 hours prior to transfer to MCCF. At this facility, bond hearings are conducted by the Maryland District Court Commissioners via closed circuit television between the facility and the District Court. The Office ofthe Public Defender determines eligibility ofoffenders for legal representation. Following an initial intake at MCDC, inmates may transfer to the 1,029-bed Montgomery County Correctional Facility (MCCF), normally within 72 hours. MCCF is responsible for the custody and care ofmale and female offenders who are either in a pre-trial status ofserving sentences ofup to 18 months. Progressive, and comprehensive correctional services and programs are provided to all inmates covering substance abuse treatment, mental health issues, cognitive behavioral modification programs, education, life skills, and workforce development. Actual Actual Estimated Target Target Program Performance Measures FY15 FY16 FY17 FY18 FY19 Zero Tolerance security incidents - Number of jail escapes o Self-growth and development programs - Percent of inmates at the Montgomery County Correctional Facility (MCCF) participating in programs 70% 71% 70% 70% 70% FY18 Recommended Changes Expenditures FTEs FY17 Approved 51,865, Decrease Cost: Overtime savings from analysis of Telestaff data (56,250) 0.00 Decrease Cost: Health Care: Increased reimbursements from Electronic Health Records (112,500) 0.00 Shift: Master Lease payments to Debt Service (120,891) 0.00 Multi-program adjustments, including negotiated compensation changes, employee benefit changes, changes due to staff turnover, reorganizations, and other budget changes affecting (577,911 ) (2.00) multiple programs. FY18 Recommended 50,997, Notes: The department internally reorganized in FY17 to provide better service and create efficiencies. BUDGET SUMMARY COUNTY GENERAL FUND Actual FY16 Budget FY17 Estimate FY17 Recommended FY18 "IoChg Bud/Rec EXPENDITURES Salaries and Wages 44,128,575 44,806,424 44,032,348 45,252, % Employee Benefits 19,611,965 15,237,777 14,723,036 14,932, % County General Fund Personnel Costs 63,740,540 60,044,201 58,755,384 60,185, % Operating Expenses 7,334,308 6,732,862 7,915,300 6,530, % County General Fund Expenditures PERSONNEL 71,074,848 66,777,063 66,670,684 66,716, % Full-Time % Part-Time Correction and Rehabilitation Public Safety

9 BUDGET SUMMARY Actual Budget Estimate Recommended %Chg FY16 FY17 FY17 FY18 BudiRec FTEs REVENUES Alternative Community Services 359, , , , % Care of Federal/State Prisoners 1,504,009 1,694,040 1,101,780 1,160, % Home Confinement Fees 65,537 61,000 30,000 30, % Illegal Alien Inmate Reimbursement 516, , , , % Other Charges/F ees 82,835 75,100 75,100 75,100 Other Intergovernmental 139, , , , % Substance Abusers Intervention Program (IPSA) 65,424 74,000 74,000 74,000 County General Fund Revenues 2,734,344 2,919,140 2,510,880 2,444, % GRANT FUND - MeG EXPENDITURES Salaries and Wages Employee Benefits Grant Fund - MCG Personnel Costs Operating Expenses 38, Grant Fund - MCG Expenditures 38, PERSONNEL Full-Time Part-Time FTEs REVENUES Federal Grants 38, Grant Fund - MCG Revenues 38, DEPARTMENT TOTALS Total Expenditures 71,113,847 66,777,063 66,670,684 66,716, % Total Full-Time Positions % Total Part-Time Positions TotalFTEs Total Revenues 2,773,343 2,919,140 2,510,880 2,444, % FY18 RECOMMENDED CHANGES COUNTY GENERAL FUND Expenditures FTEs FY17 ORIGINAL APPROPRIA110N 66,777, Other Adjustments {with no service im~actsl 41-6 Public Safety FY18 O_t;ng Budget and Pubt;c SenAces Prog",m FY~

10 FY18 RECOMMENDED CHANGES Increase Cost: FY18 Compensation Adjustment Increase Cost: Annualization of FY17 Compensation Increases Increase Cost: Annualization of Operating Expenses Increase Cost: Outfitting New Officers Increase Cost: Annualization of FY17 Personnel Costs Decrease Cost: Printing and Mail Decrease Cost: Motor Pool Adjustment Decrease Cost: Overtime savings from analysis of Telestaff data [Detention Services] Decrease Cost: Health Care: Increased reimbursements from Electronic Health Records [Detention Services] Shift: Master Lease payments to Debt Service [Detention Services] Decrease Cost: Retirement Adjustment Decrease Cost: Recognize actual lapse of vacant positions FY18 RECOMMENDED Expenditures FTEs 1,384, , , , , (26,035) 0.00 (52,990) 0.00 (56,250) 0.00 (112,500) 0.00 (120,891) 0.00 (289,780) 0.00 (1,278,398) ,716, Program Name PROGRAM SUMMARY FY17 APPR Expenditures FY17 APPR FTEs Management Services Division 3,360, FY18 REC Expenditures 3,639,940 FY18 REC FTEs Director's Office 712, , Pre-Release and Reentry Services 6,721, Pre-Trial Services 4,117, ,569,420 4,531, Detention Services 51,865, Total 66,777, ,997, ,716, CHARGES TO OTHER DEPARTMENTS Charged Department COUfiIYGENERAL FUND Charged Fund FY17 Total$ FY17 FTES FY18 Total$ FY18 FTES General Services General Fund 74, , Fleet Management Services Motor Pool 104, , Total 178, , FUTURE FISCAL IMPACTS CE RECOMMENDED ($0005) Title FY18 FY19 FY20 FY21 FY22 FY23 COllfilYGENERALFUND Correction and Rehabilitation Public Safety 41 7 (J)

11 FUTURE FISCAL IMPACTS CE RECOMMENDED ($0005) Title FY18 FY19 FY20 FY21 FY22 FY23 EXPENDITURES FY18 Recommended 66,716 66,716 66,716 66,716 66,716 66,716 No inflation or compensation change is included in outyear projections. Elimination of One-Time Items Recommended in FY One-time lapse as DoeR completes reorganization. Savings from IT projects 0 (56) (56) (56) (56) (56) Labor Contracts These figures represent the estimated annualized cost of general wage adjustments, service increments, and other negotiated items. Subtotal Expenditures 66,716 67,753 67,753 67,753 67,753 67, Public Safety FYI8 Ope""ng Budgel and Public SeN ices Program FYI8-2~

12 DRAFT DoeR - FY18 Operating Budget Questions 1. Please describe outfitting new officers. DOCR hires uniform positions on an ongoing basis, unlike other public safety agencies which hire through funded recruit classes. The additional funding is for uniforms and other personal equipment. 2. Please describe the overtime savings from the analysis oftelestaff data. DOCR anticipates the efficiencies in workforce management recognized by the Police and Fire Departments from Telestaff. Once in place, ongoing analysis is expected to yield cost savings in overtime by creating efficiencies in deployment. DOCR will be able to project schedules out further than it currently does - four to six weeks in advance. The current projection compromises employees' plans and leadership's ability to manage. 3. Please describe the increased reimbursements from Electronic Health Records. Through the Affordable Care Act (ACA), potential fee for services opportunities would require that DOCR have Electronic Health Records (EHR). Similarly, EHR is necessary to efficiently communicate with hospitals and medical service providers in the community. Moving from paper records to EHR increases billing efficiency and insurance reimbursements; reduces potential County liabilities; and creates efficiency in providing health care through non-profits and the County after inmate release through seamless transition of records. 4. Please describe the shift in Master Lease payments to debt service. Is this for the security camera equipment? Yes, this is for the Master Lease - Security Camera Equipment. Funding for Master Lease payments had been in DOCR's budget; this is a technical adjustment. 5. Please describe the lapse. How many positions are vacant? Please provide a listing ofthose that are currently vacant.

13 --- -." 0- : Over the past four years, DOeR has had an average vacancy rate of five percent. $666,412 ofthis change is a permanent reduction to recognize that rate; $611,986 is a one-time reduction to recognize DOeR's ongoing restructuring of the complement. As of April 12, 2017, 36 positions (6.7% of the complement) are vacant and are as follows: Vacant Positions as of April 12, 2017 HR Organization Position Category Position Class Position Job COR 42 DS Facility Operations Management MLS Manager! COR 42 DS Health Services MLS Manager COR 42 MSD Fiscal Services Accountant/Auditor COR 42 MSD Fiscal Services Accountant/Auditor COR 42 PTS Pre-Trial Services Program Aide, -COR 42 Professional Standards Unit Specialist COR 42 DS Health Services Licensed Practical Nurse COR 42 DS Health Services Nurse Practitioner COR 42 DS Health Services Therapist COR 42 DS MCDC Custody and Security COR 42 DS MCCF Unit 3 Security COR 42 DS MCDC Central Processing Unit Public Safety Supervisor Correctional Officer " ~ Correctional Officer COR 42 DS MCCF Unit 2 Security Correctional Officer COR 42 DS MCDC Custody and Security Correctional Officer COR 42 DS MCCF Unit 2 Security Correctional Officer COR 42 DS MCCF Unit 2 Security Correctiona I Officer COR 42 DS MCCF Unit 1 Security Correctional Officer COR 42 DS MCDC Custody and Security Correctional Officer COR 42 DS MCCF Unit 3 Security Correctional Officer ~ COR 42 DS MCCF Unit 1 Security Correctiona I Officer COR 42 PRRS Reentry Services and Programs, COR 42 PRRS Reentry Services and Programs Correctional SpeCialist COR 42 PRRS Reentry Services and Programs COR 42 PTS Supervision - -- COR 42 PRRS Reentry Services and Programs Correctiona I Specialist """ COR 42 PRRS Reentry Services and Programs COR 42 PTS Assessment COR 42 PTS Alternative Community Services COR 42 DS Intake Classification and Re-Entry Services COR 42 PTS Assessment _.- ~ ~-

14 COR 42 PRRS Facility and Security i Fulltime Resident Supervisor I COR 42 PRRS Facility and Security Fulltime ' Resident Supervisor : COR 42 PRRS Facility and Security Fulltime Resident Supervisor i COR 42 PTS Supervision ; Fulltime ' Resident Supervisor I : COR 42 DS Health Services i Fulltime Nurse !! COR 42 DS MCCF Custody and Security Fulltime Office Coordinator i COR 42 MSD Management Services Division 'Fulltime p~rmanent. Offi~~- Coordinator I.J 6. Please provide a status update on the non-competitive contracts you had in FY17: a) Adventist Healthcare b) Catholic Charities c) Conflict Resolution Center d) Hope Restored (2 grants) e) Identity f) Medical Faculty e) ARC Are all still needed? Are you seeking any others for FY18? Answer: In addition to the above for FYI7, we also had Holy Cross Health. For FY18 Community Grants: a) Hope Restored is listed for a $25,000 CE Recommended Community Grant. b) We are unaware, at this time, of vendor requests for Community Grants from the Council. For FY18 Non-competitive Contracts, we have: a) Adventist HealthCare, Inc. d/b/a Shady Grove Adventist Hospital - $600,000 b) Catholic Charities of the Archdiocese of Washington, Inc. - $51,150 c) Holy Cross Health, Inc. d/b/a Holy Cross Germantown Hospital - $250,000 d) Identity, Inc. a/k/a Identity of Maryland, Inc. - $81,850 e) Medical Faculty Associates, Inc. - $105,000 f) The ARC Montgomery County, Inc. - $35,000