Agenda - 09-01-2015 - 7a - Laserfiche WebLink

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2 provide access to needed information technology resources, and improve the functionality of office space. • Stakeholders who have the responsibility of defending the accused generally oppose organizationally aligning the Pretrial program with the Sheriff's Office. These stakeholders note concerns about the perceived independence of the program and the treatment of information by employees of the Sheriff's Office. These concerns may limit referrals and participation in the program. • Stakeholders expressed less concern about the organizational placement of the Drug Court Program but recognize the need for collaboration. • National standards and best practices for pretrial services do not preclude organizational alignment with the Sheriff's Office, but they do stress the need for the Pretrial program to be perceived as independent from the other actors in the criminal justice system. These standards also note the importance of information technology in successful operations and encourage oversight by an interdisciplinary advisory board. • A comparative analysis of pretrial programs in North Carolina reveals that the most common organizational structure is an internalized program reporting to the County Manager. This model is more common among counties with a population of 100,000 or more. • Best practices for drug court emphasize a non-adversarial approach to providing the service and close collaboration among the decision makers and advocates working in the system. Based on stakeholder input, consideration, and additional research, the Memorandum recommends the following next steps: • Internalize the Pretrial Services and Drug Court Programs under the direction of the County Manager. • Recruit and hire a Criminal Justice Resource Manager to lead the new division and hire authorized staff. • Begin procurement of appropriate information technology resources for case management. • Remodel County office space in the courthouse for staff offices and client services. • Create an interdisciplinary advisory board to provide policy guidance, set priorities, and establish performance goals. • Develop performance measures to promote accountability and monitor performance. • Plan space in the new jail facility to allow for risk assessment, screening, and intervention planning. FINANCIAL IMPACT: Implementing the recommendations contained in the report will have a limited financial impact. The staffing is authorized and budgeted in the FY 2015-16 Budget. Funding for case management software and remodeling can be provided with existing budgeted resources. SOCIAL JUSTICE IMPACT: The following two Orange County Social Justice Goals are applicable to this agenda item: