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

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8 Comparative Analysis A comparative analysis of pretrial service programs was conducted relying on survey information from twenty-six(26) programs contained in a report titled, Compendium of Community Corrections Programs in North Carolina for Fiscal Year 2009110. This survey data was supplemented with population information and information from staff from other counties where the survey information was either unclear or incomplete.A table containing detailed survey data is included as Appendix B to this report. The data reveals that the most common organizational structure is an internalized program reporting to the County Manager's Office. • 70%of the twenty-six counties have an internalized pretrial service • 20% use a nonprofit agency to provide pretrial services • 10% use a regional service provider(Northwest Piedmont Council of Governments) If the scope of the analysis is focused on the eighteen counties that use an internalized model, the data shows that most of the internalized programs are organized as a department or division reporting to the County Manager. • 55%of the eighteen internalized programs are organized as departments or divisions reporting to the County Manager's Office • 40%of the eighteen internalized programs report to the Sheriff's Office • 5% (one program) reports to the Courts If the comparative analysis is confined to counties with populations over 100,000, the total number of counties represented in the survey drops to fourteen, and the proportion of programs reporting to the County Manager increases. • 65%of counties with a population of over 100,000 have an internalized program • Of the larger counties that employ an internalized model, 77% report to the County Manager, 10% report to the Sheriff, and 10% report to the Courts National Standards and Best Practices—Drug Court The documented best practice research for Drug Court programs also recognizes that the nature, structure, and jurisdiction of Drug Courts vary widely across jurisdictions. The US Department of Justice and the National Association of Drug Court Professionals indicate that the most successful programs have common themes. Successful programs employ a non-adversarial, coordinated approach among decision makers and advocates in the system including the judge, prosecution, defense, and treatment providers. Successful programs also create partnerships with public agencies and community based organizations to generate local support and enhance effectiveness. The North Carolina Administrative Office of the Courts has also published a best practice document for Drug Treatment Courts. This document encourages strong judicial leadership, a court team committed to participant recovery, and shared decision making using an active local oversight committee. Page 1 5