Clark County Detention Center Annual Report

CLARK COUNTY DETENTION CENTER
2014 ANNUAL REPORT
Clark County Detention Center &
Las Vegas Metropolitan Police Department
330 South Casino Center Blvd.,
Las Vegas, Nevada 89101
WWW. CLARKCOUNTYNV. GOV/DEPTS/CCDC/PAGES/DEFAULT . ASPX
WWW. LVMPD. COM
May 2015
CONTENTS
OFFICE OF THE DEPUTY CHIEF ................................................................................................ 1
MISSION ................................................................................................................................ 2
RECORDS BUREAU ................................................................................................................. 3
Bookings, Releases and Average Daily Population (ADP) ............................................................................................... 3
Bookings .......................................................................................................................................................................... 3
Average Length of Stay (ALOS) ....................................................................................................................................... 4
Releases .......................................................................................................................................................................... 4
Average Daily Population (ADP)...................................................................................................................................... 4
Inmate Housing ............................................................................................................................................................... 5
Inmate Population Projection ......................................................................................................................................... 5
Personnel Demographics ................................................................................................................................................ 6
CENTRAL BOOKING BUREAU.................................................................................................. 7
Misdemeanor Diversion Program ................................................................................................................................... 7
287(G) PROGRAM ........................................................................................................................................................... 7
New Technology ............................................................................................................................................................. 7
Detention Services Technicians ...................................................................................................................................... 7
Inmate Visitation............................................................................................................................................................. 7
DNA Collection ................................................................................................................................................................ 7
NORTH TOWER BUREAU ........................................................................................................ 9
Control Room .................................................................................................................................................................. 9
Food Service .................................................................................................................................................................... 9
North Tower Renovation ................................................................................................................................................ 9
North Valley Complex (NVC) ......................................................................................................................................... 10
Commissary................................................................................................................................................................... 10
SOUTH TOWER BUREAU ...................................................................................................... 11
Medical Services ........................................................................................................................................................... 11
Discharge planning........................................................................................................................................................ 11
Mental Health Inmates ................................................................................................................................................. 11
Special Emergency Response Team .............................................................................................................................. 11
“TIE” – Together Information Educates ........................................................................................................................ 11
STAFF OPERATIONS BUREAU ............................................................................................... 12
Alternatives to Incarceration ........................................................................................................................................ 12
Civil Process .................................................................................................................................................................. 13
Classification ................................................................................................................................................................. 13
Field Services................................................................................................................................................................. 15
Fugitive.......................................................................................................................................................................... 15
Gangs Special Investigations Unit ................................................................................................................................. 15
Policy & Procedures ...................................................................................................................................................... 15
Religious Services .......................................................................................................................................................... 16
Training ......................................................................................................................................................................... 16
ADMINISTRATIVE OPERATIONS BUREAU ............................................................................. 18
Fiscal Information ......................................................................................................................................................... 18
Business Office .............................................................................................................................................................. 18
Accounting Office.......................................................................................................................................................... 18
Maintenance ................................................................................................................................................................. 19
Supply............................................................................................................................................................................ 19
OFFICE OF THE DEPUTY CHIEF
This past year, to say the least, was extremely productive. It was a year filled with many changes.
These changes affected all individuals working within the Clark County Detention Center (CCDC) and I
have to commend every one for adapting to those changes and performing their duties fulfilling
CCDC’s Vision, Values and Mission.
As we transitioned into 2014, CCDC was still moving forward with three major projects. The CCDC North Tower
renovation has progressed without major setbacks and is on schedule. With the ongoing renovation we are still
contending with inmate displacement and increased inmate population. With the population remaining a topic of focus,
continuing efforts from the Population Analysis Committee gained support from the Clark County Commissioners in
finding a solution to the population conundrum. Finally, the upgrade to the jail management system “Elite” is
progressing and a completion date is projected for March of 2016.
With the jail population a major concern, CCDC developed a re-entry program to reduce recidivism. The CCDC applied
and received a $67,000 grant to help fund transitional housing and is solely dedicated to the re-entry program. This
program has gained support from many agencies within the community and as we move forward into 2015, focus will be
on expanding this program.
In 2014, it was anticipated that 50 officers would be hired to fill our attrition needs; only one Corrections Academy was
held, yielding 34 new officers. These 34 officers helped with our attrition, but vacancies still remain. An academy is
scheduled for March of 2015.
Last year brought a huge change to CCDC’s inmate commissary program. ARAMARK, an outside vendor, was contracted
to provide commissary to the inmates. ARAMARK’s menu provides the inmate with a larger variety of items to
purchase. They also introduced the ICARE program, which allows family members to purchase an ICARE package and
have it delivered to the inmate. Kiosks were installed for inmates to use in completing their commissary orders and in
the future will be available for the inmate to utilize a legal library and filing grievances. The profit margin from this
transition has significantly increased.
During the 2014 year, preparation to receive the responsibility of the Constable’s Office was completed. This was an
undertaking that required a significant amount of planning in order for the transition to be successful.
As we head into the new year, we will continue to focus on major projects; renovation, overpopulation and the “Elite”
upgrade. Emphasis will be placed on reducing our population, in conjunction with our Criminal Justice partners, which
will assist us in attaining a manageable budget. As an intricate part of the Las Vegas Metropolitan Police Department,
we have proven to be adaptable to change and we will continue to do so in 2015.
Deputy Chief Todd Fasulo
Detention Services Division
1
FACTS ABOUT DETENTION SERVICES DIVISION
The Detention Services Division (DSD) of the Las Vegas Metropolitan Police Department (LVMPD) is responsible for housing
arrestees with felony and gross misdemeanor charges arising from arrests within Clark County. The DSD consists of three
facilities: the Clark County Detention Center (CCDC), the North Valley Complex (NVC) and the Tucker Holding Facility (located
in Laughlin, Nevada). The Clark County Detention, the main structure, is comprised of the North and South Towers. The North
Tower is thirty years old and is currently under a four year, one hundred and twenty million dollar renovation project and has
a podular direct physical plant layout. Though the physical plant will, in large part, remain consistent, many changes have
been added into the renovation to further the Direct Inmate Supervision philosophy (DIS) and comply with established Prison
Rape Elimination Act (PREA) standards. The physical plants for the South Tower (13 years old) and North Valley Complex (6
years old) consist of approximately seventy percent of the open dorm housing, with the other thirty percent consisting of
administrative segregation housing. The CCDC employs and embraces the Direct Inmate Supervision philosophy for managing
their facilities and is recognized as a standard bearer for the corrections industry.
MISSION
The mission of the Clark County Detention
Center is to provide community security
by maintaining secure facilities to house
those individuals legally deprived of their
freedom, providing a safe and humane
environment for inmates as well as staff
members.
2
RECORDS BUREAU
The Detention Records Bureau is responsible for booking and releasing inmates; entering into, and maintaining the jail
management system; notifying criminal justice agencies of custody status; preparing and distributing court transport lists;
coordinating transportation of Nevada fugitive bookings; ensuring data integrity; scanning and indexing of CCDC documents;
entering, recalling and quashing warrants; accounting and billing for contracts; processing subpoenas; and disseminating
information to the public and other criminal justice agencies.
BOOKINGS, RELEASES AND AVERAGE DAILY POPULATION (ADP)
There were 59,834 bookings in 2014, 4,507 (-7%) less than 2013. During the last 10 years, bookings have decreased at an
average annual rate of .75% per year or 7% since 2005. The average number of bookings per day decreased by 12, from 176
in 2013 to 164 in 2014.
Bookings, Releases and Avg. Daily Pop.
Bkg / Rel
90K
ADP
Bookings
ADP
4,200
Releases
80K
4,000
70K
60K
3,800
50K
3,600
40K
30K
3,400
20K
3,200
10K
0K
3,000
2005
Bookings
Releases
ADP
2005
64,042
63,908
3,494
2006
70,542
70,289
3,746
2006
2007
67,682
68,485
3,759
2007
2008
2008
70,123
70,220
3,646
2009
2010
2009
73,264
73,238
3,712
2011
2010
68,883
69,557
3,742
2012
2013
2011
77,936
78,176
3,705
2014
2012
72,482
72,306
3,611
2013
64,341
64,149
4,054
2014
59,834
59,763
4,149
Please note that increases or decreases in bookings are not proportionally reflected in the average daily inmate count; this is
because many persons booked into the jail are only held for a short time period and released directly from the booking area.
While the DSD Records Bureau maintains the official booking and releasing totals maintained by the division, ITAG is the
offender management system used by CCDC and for analysis purposes; the remainder of this report will document ITAG
information based on inmates with related charge information. These totals may exclude sealed records; and, some
individuals monitored by Alternatives to Incarceration, Henderson, and the North Las Vegas jails. Due to this, the remainder
of this report will reflect slightly different totals than official totals1.
BOOKINGS
CCDC experienced a decrease in bookings (-4,507) and charges booked (-16,872) in 2014. Similar to 2013, felony bookings
comprised 38% of all bookings; Gross Misdemeanors comprised 4%; and, misdemeanors comprised 59% of the total.
1
2005-2014 official totals obtained from Records. 2014 iTAG totals obtained on 1/30/15 for bookings with associated charge
information.
3
The most notable decreases in the highest charge booked were:
 Traffic - Licensing/Registration violations
 Traffic - Driver’s License violations
 Traffic - DUI
 Burglary/Home Invasion
 Uniform Controlled Substance Act
 Assault & Battery
The most significant increases in the highest charge booked were:
 Crimes Against Public Justice - Criminal Contempt
 Civil Practice - Contempt of Court
 Pandering/Prostitution
-1,052
-706
-501
-703
-499
-423
+279
+245
+230
E – TRAFFIC WARRANTS2
In 2014 there were 9,332 inmates arrested on 15,626 traffic cases; of those, 3,684 inmates were booked on a traffic warrant
only and stayed in custody an average of 1.09 days. While the average length of stay remained the same, the number of
inmates arrested for only a traffic warrant decreased 36% compared to 2013.
LAS VEGAS TRAFFIC BENCH WARRANTS; BAIL IN LIEU OF BOOKING
The Las Vegas Traffic Bench Warrant Bail in Lieu of Booking program was designed in response to the growing misdemeanor
inmate population and was implemented on June 10, 2013. Arrestees for misdemeanor Las Vegas traffic warrants only were
given the opportunity to post bail without being booked. If the individual was unable to post bail within one (1) hour they
were then formally booked into CCDC. There were approximately 855 individuals who participated in this program and
$259,883 collected.
AVERAGE LENGTH OF STAY (ALOS)
ALOS is the average number of days each inmate spends in custody. It is calculated by dividing the total number of days spent
in custody by inmates released during the year divided by the number of releases for the same period. The overall ALOS of
inmates in custody at CCDC increased 9%, from 21.3 days in 2013 to 23.3 days in 20143.
Changes in the Average Length of Stay4 by severity of highest charge include:
 Felony ALOS increased 8%, from 42.6 to 46.0 days per inmate.
 Gross misdemeanor ALOS increased 17%, from 27.9 to 32.7 days per inmate.
 Misdemeanor ALOS increased 13%, from 7.3 to 8.3 days per inmate.
RELEASES
There were 59,762 inmates released from CCDC custody in 2014, proportionate to the number of bookings, and a 7% decrease
compared to 2013. In 2014 the most notable release totals include:




Nevada Department of Corrections: 3,952, comprised 7% of all releases, 3% or 124 more than 2013.
20% of all releases were due to Bail or Bond being posted.
Pretrial Services own recognizance releases comprised 10% of all the releases, compared to 13% in 2013, a decrease
of 2,341 releases.
24% of the inmates were released sentenced, fined, credit time served or time served.
AVERAGE DAILY POPULATION (ADP)
The ADP snapshot is a daily record of all inmates monitored by CCDC at 2355 hours, averaged annually. The following totals
were calculated based on the proportion of the ADP snapshots applied to the annual average inmate daily count.
2
Source: iTAGKS.Ewarrants Traffic
Source: iTAG KS.Average Stay Releases
4
Source: iTAG Daily Extract
3
4
In 2014, similar to 2013:
 Felony inmates comprised 69% of the population; or approximately 2,670 inmates in custody per day.
 Gross Misdemeanor inmates comprised 9% of the population; approximately 334 inmates per day.
 Misdemeanor inmates comprised 22% of the population; approximately 853 inmates per day.
Most significant increases in the average number of inmates in custody per day:
 Larceny
+27
 Robbery
+20
 Kidnapping
+17
 Dangerous Drugs and Hypodermics
+17
Most significant decreases in the average number of inmates in custody per day:
 Burglary/Home Invasion
-33
 Uniform Controlled Substances Act
-20
INMATE HOUSING
Inmates supervised by CCDC are supervised at various locations. CCDC partners with adjacent detention facilities to house
Clark County inmates. A 2014 breakdown of the average number of inmates in custody per day by housing location and
associated total costs to house inmates outside CCDC detailed below.
CCDC
North Valley Complex
House Arrest
2,696
1,038
242
North Las Vegas
City of Las Vegas
Henderson
Lincoln County
4
25
50
20
$161,568
$1,131,508
$2,395,789
$2,272,096
INMATE POPULATION PROJECTION
A conservative evaluation of CCDC’s population was conducted of the most current trends between 2005 and 2014, to exclude
the extraordinary economic and housing boom in the years prior. Based on the linear trend of CCDC’s historical ADP it is
estimated that the inmate population at CCDC will increase at a rate of approximately .61% per year, or 6% by 2024. This
indicates that CCDC will require facilities and staffing to safely and securely manage an inmate population of approximately
4,230 by 2020 and 4,408 by 2024. An illustration of the trend line associated with inmate population growth to 2024 is
provided below.
CCDC Population Forecast
ADP
Forecast
5,000
4,000
3,000
2,000
1,000
0
2005
2010
2015
2020
The following table details the forecasted inmate population by year and a range within a specified certainty that population
growth is expected to be. For example, if trends continue in the future as they have in the past, we can be 95% certain that
CCDC’s population will fall between 3,862 and 4,598 by 2020 and 4,040 to 4,776 by 2024.
5
Year
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
ADP Forecast
4,008
4,053
4,097
4,141
4,186
4,230
4,275
4,319
4,364
4,408
95% Range
3,640 4,376
3,685 4,421
3,729 4,465
3,773 4,510
3,818 4,554
3,862 4,598
3,907 4,643
3,951 4,687
3,995 4,732
4,040 4,776
68% Range
3,824 4,192
3,869 4,237
3,913 4,281
3,957 4,325
4,002 4,370
4,046 4,414
4,091 4,459
4,135 4,503
4,180 4,548
4,224 4,592
POTENTIAL ADJUSTMENTS TO FORECAST This forecast assumes that current trends in law enforcement practices, criminal
penalties, prosecutorial practices, crime rates, county population and economic stability will continue in the future as it has in
the past; if any major shift occurs from the latest trends adjustments to the forecast may become necessary.
Historically, CCDC has increased its capacity by adding bunks/cots, contracting beds from local agencies and adding 1,400 beds
in the South Tower and 1,080 beds at NVC. While these increases occurred incrementally over the years, the newly created
capacity was reached within months of opening and the addition of bed space may increase the forecast proportionally.
PERSONNEL DEMOGRAPHICS
In 2014 LVMPD employees assigned to CCDC increased by 13, from 1,025 to 1,038.
Employee Type
Civilian
Commissioned
Part-Time
Total
2014
275
759
4
1,038
2013
264
754
7
1,025
#Chg
11
5
-3
13
%Chg
4
1
-43
1
CCDC Commissioned Personnel Seventy-Seven percent (77%) of the commissioned employees were male and 23% were
female. Breakdown by Ethnic Origin as follows:
American Indian/Alaskan Native - 0%
Black/African American - 21%
Native Hawaiian/Pacific Islander - 1%
White - 55%
Asian – 8%
Hispanic/Latino - 13%
Two or more races - 1%
6
CENTRAL BOOKING BUREAU
MISDEMEANOR DIVERSION PROGRAM
The Misdemeanor Diversion Program is an ongoing program designed to address a growing inmate population due to the
facility renovation. Misdemeanor arrestees presented for booking at CCDC are reviewed by a Corrections Lieutenant to
determine the need to be booked versus being redirected to other community resources more effective in dealing with their
specific issues. Combative or intoxicated arrestees do not qualify for this program and are booked into the facility.
287(G) PROGRAM
The mission of the LVMPD 287(g) Program is the removal of criminal aliens in order to ensure a safer community. The 287(g)
Program refers to a section of the immigration law that authorizes the federal government to partner with local law
enforcement agencies to enforce immigration law through specially trained officers (with local and federal powers of arrest
and detention). The unit interviews individuals who come into the facility who are foreign born, booked as John/Jane Doe,
who have discrepancies in their birth place information, and who refuse to give birthplace information to their arresting
officer.
NEW TECHNOLOGY
The Central Booking Bureau started using new technology to streamline booking operations and reduce staffing needs. In
2014, the following technological improvements were implemented.
 Inmate money kiosks: inmate monies are now loaded into an intake kiosk which counts the monies and load funds to
the inmate’s account.
 Inmate wrist bands: Inmates assigned to permanent housing receive a wristband which allows the inmate to utilize
the module kiosks to order commissary, access law library and check the status of their commissary account.
 Debit release card: Upon release, the inmate receives a debit card containing the balance of their inmate account
funds.
These technology changes to our business processes removed the responsibility of money handling from the corrections
officer and created additional staffing to address new legislative mandates like DNA Collection.
DETENTION SERVICES TECHNICIANS
In November of 2013 the classifications of Corrections Assistant and Inmate Services Technician were merged into a new
classification – Detention Services Technician (DST). With the anticipated establishment of the DSD classification the facility
was able to provide a career path for the new classification. DST’s may promote to the position of Senior DST; and Senior DST
will have the opportunity to promote to DST Supervisor. A new training program for the DST new hires and transitioned
employees was initiated and completed with great success. The DST classifications are assigned to the Property Room, Visiting
and Information Desk, Mail Room, House Arrest Program and complete all processing for the DNA collection legislative
mandate.
INMATE VISITATION
Visitation is allowed every day during set time periods, and can be scheduled in person or over the internet. An inmate is
allowed 1-2 social visits per week, depending on their classification level, and the visits last a maximum of 50 minutes. In
March of 2014, our commissary vendor, ARAMARK partnered with our video visitation vendor, Renovo and upgraded our
entire video visitation system to high definition with 21” monitors. This upgrade was completed as part of the commissary
contract and was completed at no cost to the tax payer.
There were a total of 163,994 visits in 2014 of which 112,059 were inmate visits by family and friends. This was a decrease in
social visits by 2.6% or 3,004 less social visits than in 2013.
DNA COLLECTION
On July 1st 2014, Detention Services Division/Central Booking Bureau/Records Bureau personnel initiated the collection of
DNA samples during the booking process for person charged with a felony who had not previously provided a sample to the
7
State. The sample is logged and held until a Judge or Magistrate determines probable cause exists. If the Judge or Magistrate
determined probable cause exists, the sample is then sent to the LVMPD forensics lab for entry into the State database. Since
the law took effect on July 31, 2014 through December 31, 2014, CCDC collected a total of 6,380 DNA samples.
8
NORTH TOWER BUREAU
CONTROL ROOM
Control Room Operators (CRO) are responsible for controlling the movement of both staff and inmates throughout the
facility. This is done through observation using close circuit televisions and cameras (CCTV) in conjunction with monitoring
and dispatching radio communications. CRO’s are responsible for ensuring that all doors and elevators within the facility
remain secure. The CCDC Control room is staffed by a minimum of five CRO’s on the dayshift and four CRO’s on the nightshift.
The NVC is manned by two CRO’s on both shifts.
FOOD SERVICE
CCDC has contracted with ARAMARK Corporation to provide food services to approximately 3,900 inmates three times a day;
consisting of 3 hot meals, or 11,700 meals per day. ARAMARK is, also, responsible for preparing Corrections Staff meals which
are served in the Officers Dining Room.
ARAMARK utilizes standards as set forth by the Southern Nevada Health District, The American Dietetic Association, American
Corrections Association and the Mayo Clinic for meal nutrition, caloric, and protein content. The Southern Nevada Health
District inspects all food service and warehouses at least annually to ensure compliance with cleanliness standards.
Breakdown of food service as follows:
Meals Served
Inmate Meals
Staff Meals
Sack Lunches
Total
2014
2013
#Chg %Chg
4,239,040
69,600
24,960
4,333,600
4,2016,74
61,576
22,776
4,291,096
32,300 .008%
8,024
13%
2,234 9.8%
42,558
.009
Meal Costs
Inmate meals
Staff Meals
Sack Lunches
Transport Cost
2014
$0.92
$1.46
$1.26
$7,000
2013
#Chg
%Chg
$1.01
-$0.09
$1.45
$0.01
$1.26
$0.00
$148,000 $-141,000
-10%
.05%
0
-95%
NORTH TOWER RENOVATION
The Projects Section is responsible for design, coordination and oversight of all renovations and new construction projects
within the Detention Services Division. The following is a brief description of the major projects completed by the Projects
team in 2014:
North Tower Renovation Phase II
 Completed design and plan reviews for the four phase renovation.
 Construction related activities began in the Northeast quadrant in March and will continue for the next four years.
 Relocation of the BDA to the 13th floor, to increase radio security.
 Increased radio antenna count in the North Tower Basement to improve coverage.
 Planning, designing, and coordination of furniture, fixtures and equipment for renovated areas.
 Completed background checks and Security Briefing Classes for more than 500 contract workers.
Other Projects
 Completed a multi-faceted module “kiosk” system that is utilized at CCDC.
 Coordinated the installation for automated money intake kiosks on the booking floor.
MOVING FORWARD In January of 2015, the Projects Team will transfer back to the North Tower Bureau and will continue to
manage Phase II of the North Tower renovation on a full-time basis. This large-scale project is estimated to cost 88 million
dollars and will encompass all mechanical, electrical, and plumbing systems from ground through the 12 th floor. There will be
an improved redesign of the booking floor, changes to the medical areas on the second floor, consolidation of contact visiting
on the 6th floor, and a new layout of all staff areas within the housing units and on the 12th floor.
This final phase of the North Tower renovation is planned to be completed in quadrants, with each section taking
approximately one year to renovate (NE-B Modules, SE-A Modules, NW-CD Modules, SW-EF Modules). This will allow the
9
remainder of the North Tower to remain operational while renovations are completed, in order to mitigate the effects of
overcrowding. The final completion date for this renovation is currently projected to be February 12, 2018.
NORTH VALLEY COMPLEX (NVC)
Due to displacement from the renovation project, all housing units at the NVC were in use for the majority of 2014. In
February 2014, the process of clearing housing units in the “B” quadrant of the North Tower started, and the majority of
the medium custody population migrated to the North Valley Complex. During the first month of operating all units,
several changes were made to the housing plan that resulted in additional moves being made. Additionally, cot housing
returned to the North Tower due to the loss of 421 beds during this phase of the renovation.
The NVC remains at or near occupancy on a consistent basis as the project moves on into its second year. Due to
changes in the operation, the North Tower Administrative Lieutenant was moved to the NVC to provide operational
oversight and support for the facility. The average daily population of the NVC was 996 in 2014, compared with 725 in
2013.
COMMISSARY
After extensive planning and reorganization of the Commissary, CCDC contracted with ARAMARK to provide commissary
services in 2014. Starting in March, ARAMARK took over complete control of the commissary operation, working out of
the existing commissary warehouse area. Under the agreement, ARAMARK also took over visitation maintenance and
services, and provided a digital kiosk system in all housing units at CCDC and the NVC. The digital system allows inmates
to order commissary, check inmate account balances, and access Legal Library resources within their housing unit.
As a result of the agreement, CCDC receives 35% of the gross sales of commissary items in the facility. In November,
ARAMARK kicked off the iCare© Program, which allows family and friends of inmates to order commissary items for
them directly, rather than sending money to the inmate. Commissary services are provided once per week to all
inmates eligible to receive commissary items.
10
SOUTH TOWER BUREAU
MEDICAL SERVICES
NaphCare is responsible for the medical and mental health and welfare of inmates confined in CCDC. Services provided for
inmates entering CCDC include the following:
 Screenings
o Medical Health
o Mental Health
 Dental Assessments & Evaluations
 Sick call clinical visits
 Detox treatment
 Infectious disease treatment
 Dialysis
 Chronic care visits
 Specialty visits
 Hospital visits
MENTAL HEALTH INMATES
 60,199 mental health assessments conducted.
 19,944 mental health evaluations completed.
 25,873 psychiatrist, social worker or psych RN visits.
In addition, University Medical Center also provides health care for CCDC inmates.
DISCHARGE PLANNING
NaphCare’s Discharge Planner works diligently with the inmate population to determine resource needs at the time of release.
During this engagement, the discharge planner assists the inmate(s) with information concerning available community
resources to include: shelter & housing options, food, jobs, and mental health and/or substance abuse care needs.
CCDC and NaphCare have developed a continuity of care network with the Southern Nevada Adult Mental Health Services to
ensure that Mental Health Inmates being released from CCDC, leave with a two (2) week supply of medication and are
connected with external resources. This collaboration of efforts promotes stabilization and recovery as well as a reduction in
recidivism.
MENTAL HEALTH INMATES
CCDC and NaphCare have developed a continuity of care network with the Southern Nevada Adult Mental Health Services to
ensure that Mental Health Inmates being released from CCDC leave with a two (2) week supply of medication and are
connected with external resources. This collaboration of efforts promotes stabilization and recovery as well as a reduction in
recidivism.
SPECIAL EMERGENCY RESPONSE TEAM
The Special Emergency Response Team’s (S.E.R.T.) mission, when activated, is to respond to emergency situations such as
riots, hostage situations as well as conduct cell extractions, in order to restore safety and security within CCDC.
As of December of 2013, S.E.R.T. was comprised of one (1) captain, one (1) lieutenant, five (5) of nine (9) authorized sergeants
and 53 of 60 authorized officers. S.E.R.T. had 79 activations, 34 assists and had 30 inmates assigned to high risk transport
status.
“TIE” – TOGETHER INFORMATION EDUCATES
“TIE” is being developed into a First Tuesday type of community communication model. This model will allow for each bureau
to participate, in sharing the opportunity of taking the “TIE” Program to a pre-determined special interest group location, and
educate the group on the dynamics of the jail operation. This experience will include a virtual jail tour.
11
STAFF OPERATIONS BUREAU
ALTERNATIVES TO INCARCERATION
ELECTRONIC MONITORING PROGRAM
The Electronic Monitoring Program provides a housing alternative for qualified sentenced inmates and clients referred by the
courts. The program allows qualified inmates to be incarcerated in their home or other approved residence, under electronic
supervision, in lieu of incarceration in CCDC. Inmates placed on Electronic Monitoring are required to reimburse the CCDC for
services provided by the program.

In 2014 there were a total of 1,116 clients activated on the Electronic Monitoring Program compared to 1,284 in
2013, a decrease of 13% or 168 clients. On average, 93 clients were activated per month.
RESOURCE AND REENTRY PROGRAM
The Resource and Reentry program was established in late 2012 and has one (1) Correction Officer assigned to the unit.


The “Mission” is to reduce recidivism through collaboration with community based programs, courts, state and local
agencies, to offer effective alternatives to incarceration, with an emphasis on community corrections, treatment and
supportive services.
The “Goals” are:
o Education of community partners on CCDC demographics, reentry program developments and barriers to
effective transition of the inmate population into society.
o Through collaboration with local educational institutions, conduct statistical research and analysis of
collected data, to form a foundation for application of evidenced-based programming designed to reduce
inmate recidivism.
o Establish Memorandums of Understanding with County, State and/or Federal agencies, to assist inmates with
procuring identification documents.
o Develop a partnership with local judiciary to explore alternatives to incarceration, through evaluation and
application of research outcomes.
o Develop opportunities for undergraduate and Master’s level students to fulfill degree internship
requirements.
o Seek and obtain funding opportunities to offer assistance with transitional supportive services and education.
To achieve the mission and goal, the CCDC has partnered with many community and government entities, some of which are
listed below:
Veterans Affairs
Justice and District Courts
Social Security Administration
Hope for Prisoners
Department of Motor Vehicles
University of Nevada Las Vegas
Mental Health Facilities
Child Support Services
Through these partnerships the first comprehensive reentry program was developed and implemented in 2014. The Stability
Through Assistance Resources and Support (STARS) program provides a three week program for select inmates where they
attend classes daily to prepare them for reentry into the community. These classes provide the student with a vision
statement, goals, planning skills, cognitive therapy, introduction to various community resources, and job preparation. Upon
completion they are place on Electronic Monitoring for the remainder of their sentence. Once they are released they each
continue with the plan that was developed during the three (3) week class period. Some will enter treatment programs, job
training programs, or move directly to employment. All will receive 18 months of mentoring to assist the student in navigating
the various challenges that face inmates when they return to the community. The first STARS class graduated on November
21, 2014 with twenty graduates. The course will resume in February 2015 and will be held monthly.
12
CIVIL PROCESS
The Civil Process Section has an authorized staffing of eleven Deputy Sheriffs and one Senior Deputy Sheriff and is managed
under an Inter-local Agreement between the LVMPD and Clark County. The section has statutory responsibility for the service
of civil process, as mandated by the Sheriff of Clark County, and is also responsible for the service of all “protection orders”
related to domestic violence and stalking/harassment within the entire Clark County jurisdiction.
The section receives approximately 9,200 cases in 2014 which required personal service. Of these cases, the vast majority are
Protection Orders. The section generates revenue for civil cases, as outlined in a fee schedule standardized under NRS
Chapter 248.
CLASSIFICATION
CUSTODY LEVELS
The Classification Section is responsible for determining inmate custody level, housing assignment, participation in programs,
and ensuring a safe and secure environment for inmates and staff. An inmate’s classification level is based upon several
factors including: nature of current charges; criminal history; prior convictions; institutional behavior; court status;
medical/mental condition; and involvement in security threat group. The custody levels have been broken down into six
groups:
Maximum Custody
Close Custody
Medium Custody
Protective Custody
Psych/Detox Custody
Worker
There are 12 officers assigned to this unit. Their duties are to assign, monitor, and move inmates within the 62 modules of
CCDC and NVC. In addition to the LVMPD facilities, they also assign inmates to contracted facilities: The City of Las Vegas
Detention and Enforcement, the City of Henderson Detention, and Lincoln County Regional Jail. These officers work closely
with Detention Gangs and Special Investigations along with NaphCare’s medical and psych services to ensure all special
housing needs are met.
RULE VIOLATIONS
A safe and orderly environment is maintained for all persons in CCDC. In accordance, corrective action is administered against
inmates who violate facility rules and regulations. Corrective action will be taken at such times and in such degree as
necessary to regulate an inmate's behavior within acceptable limits.
In 2014 there was a 20% increase in rule violations, 1.053 more than 2013:



A 15% increase in violent violations such as assault/battery, fighting, sexual assault and battery on staff.
A 26% increase in Disorder violations such as refusing to obey a direct order by staff, threats to others, disrupting a
module and refusing to accept assigned room.
Other violations of interest such as contraband as also increased 31% over 2013.
Offenses in Custody
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0
2014
3,532
2013
2,798
1,323 1,180
801 696
142 108
Violent
Disorderly
Other Viol.
Of Interest
13
358 359
300 Level
136 98
200 Level
100 Level



Level 100 rule violations are for minor offenses which are corrected by the housing unit officer.
Level 200 rule violations are of a non-violent nature and are often referred to the Disciplinary Board for discipline
which can result in loss of good/work time, 5 to 60 days in disciplinary housing, loss of commissary/free time or
restitution.
Level 300 rule violations are of a violent nature and often considered criminal in nature; and, are referred to the
Disciplinary Board for discipline which can result in loss of good/work time, 5 to 60 days in disciplinary housing, loss of
commissary/free time or restitution.
INMATE DISCIPLINE
The Disciplinary Board consists of two (2) officers who determine the inmate’s disposition based on facts provided on the rule
violation. The Disciplinary Board conducted 3,835 hearings. Ninety percent of the charges were found guilty; a decrease of 1%
compared to 2013.
INMATE PROGRAMS
Two (2) Corrections Officers are utilized to oversee this section. The CCDC offered 20 different programs in 2014 with a goal
towards reintegration into the community. In 2014, a total of 15,031 inmates signed up for 1,010 classes with an attendance
rate of 71%. Inmate education programs offered by CCDC include:
Adult Education
Narcotics Anonymous
The Embracing Project
Chemical Dependency
Life Skills
Parenting
Alcoholics Anonymous
Juvenile Education
Anger Management
Hope for Prisoners
Marriage & Family Relationships
Successful Release
INMATE WORKER PROGRAM
Per Nevada Revised Statutes, inmates who qualify to work in this program may be assigned to areas within or outside the
confines of CCDC. Once accepted as a worker, the inmate can earn good and work time which will modify their original release
date.


Internal assignments:
External assignments:
Module Units, Kitchen, Cart Pushers, Booking
Landscape Crew, Community Parks, Graffiti Abatement Crew
The graffiti abatement crew, comprised of 3 supervised inmates, is responsible for cleaning/painting over graffiti which has
been identified by citizens and/or department detectives. The landscape and graffiti abatement crew documented and
removed approximately 5,494 tags saving the County approximately $1,648,200 when compared to the estimated cost of
contracted labor to remove the graffiti.
The outside workers were tasked with the Code Enforcement Recycle Program. The estimated monetary value saved was
approximately $3,895 dollars. All monies from the recycle program are sent to the Clark County Assessor.
14
FIELD SERVICES
INMATE TRANSPORTS
Officers assigned to the Field Services Section (FSS) are responsible for the transportation and security of inmates taken
outside the confines of the Clark County Detention Center. This includes movement to District and Justice Courts throughout
Clark County and transports to medical facilities, polygraphs, psych evaluations, and court-ordered civil commitments.
In 2014 FSS completed 142,737 transports, 13% more than 2013.




34,089 District Court transports, an increase of 3% (1019 more transports).
59,923 Justice Court transports, a decreased of 3% (1,831 less transports).
18,973 (37,946 RT) NVC transports, an increased 50% (9,521 more transports).
Average of 376 court transports per day, or 571 all-inclusive transports per day.
The calculated average number of inmates to a Field Services officer totaled 17:1 in 2014 compared to 12:1 in 2013.
LAKES CROSSING CENTER
Per Nevada Revised Statute 433, a defendant may be court-ordered to undergo an evaluation to determine competency for
standing trial or receive pronouncement of judgment. When so ordered, CCDC is charged with arranging transportation for
the inmate to the Lakes Crossing facility located in Sparks, Nevada. This facility falls within the purview of the Nevada Division
of Public and Behavioral Health. In 2014 there were 337 inmates transported to and from Lakes Crossing on 27 flights and 24
inmates were transported by car.
VEHICLE MAINTENANCE
Total year end mileage for all vehicles was 499,969 miles, an increase of 4,578 miles as compared to the 495,391 miles
driven in 2013.

At year end, there were 77 vehicles assigned to CCDC, no change from 2013.
FUGITIVE
The Fugitive Officer is the liaison between the LVMPD Fugitive Detail and the Clark County criminal justice partners. The
assigned officer is responsible for conducting inmate interviews regarding their legal options and rights and represents LVMPD
in the Fugitive Court proceedings. During 2014, the Fugitive Officer met with 1,150 inmates to prepare them for their court
proceedings.
GANGS SPECIAL INVESTIGATIONS UNIT
The Gangs Special Investigations Unit (GSIU) is responsible for identifying gang members who pose a threat to the safety and
security of the facility. This is achieved by collaborating with the law enforcement community. The GSIU is staffed with five (5)
Correction Officers and one (1) Sergeant.
This unit conducted 3,346 special investigations in 2014. These officers are also responsible for providing CCDC’s recorded
phone calls that have been subpoenaed by the judicial system. The calls provided numbered 305,620 for calendar year 2014.
GSIU also conducted two special operations in our facilities in an effort to locate unidentified gang members. GSIU also
hosted the regional Multi-County Gang Intelligence Meeting (MGIM) in January of 2014.
POLICY & PROCEDURES
The Policy & Procedures Section (P&P) is responsible for maintaining the facility’s American Correctional Association (ACA)
accreditation standards; conducting routine facility inspections to determine conformance to standards; updating division
policy in compliance with local, state, federal, accreditation laws and standards; assisting the LVMPD Quality and Assurance
Section and NaphCare, providers of CCDC medical services, with documentation needed for the National Commission on
Correctional Health Care (NCCHC) and the Commission on Accreditation for Law Enforcement Agencies Inc. (CALEA) standards.
15
AMERICAN CORRECTIONAL ASSOCIATION (ACA) ACCREDITATION
On October 2, 2013 an ACA Audit was conducted in the CCDC which resulted in a 97.8% for non-mandatory and 100% on
mandatory standards. The score of 97.8% is the highest score awarded to CCDC since its initial accreditation in 1998. CCDC
received this accreditation on behalf of Sheriff Doug Gillespie on February 2, 2014 when attending the ACA Accreditation
Panel at the winter conference in Tampa Florida.
CCDC is also accredited by the National Commission on Corrections Health Care (NCCHC). CCDC first achieved this
accreditation in 1993 and has maintained this accreditation. The most recent certificate received was in June 2012, with 100%
compliance with the Essential and Important Standards.
PRISON RAPE ELIMINATION ACT (PREA)
The Prison Rape Elimination Act of 2003 is designed to prevent, detect and respond to sexual abuse in confinement
facilities. In compliance with PREA standards, CCDC documented a total of 54 allegations for 2014.
RELIGIOUS SERVICES
The Chaplain’s Office supports religious programming utilizing 450 volunteers and providing the location for religious services
and programs. There are 50 evening and weekend services available to the inmates.
This office provides documents to families of those incarcerated, for purposes of Temporary Guardianship, Power of Attorney,
Property and Marriage.
TRAINING
The LVMPD has mandatory annual training requirements. These requirements are as outlined by Nevada Peace Officer
Standards and Training (POST). In addition to the POST requirements, the correctional staff is required to complete 28
additional hours in order to maintain ACA accreditation. These training hours can be obtained through LVMPD online training
or by attending class taught by a certified instructor.
Commissioned
POST 12 hours
ACA
28 hours
Civilian
ACA
16 hours
The CCDC administers a POST certified Corrections Academy for newly hired Corrections Recruits. The academy is comprised
of four (4) Training and Counseling Officers (TAC) and one (1) TAC Sergeant.
The 2014 Corrections Academy was extended to 20 weeks in order to implement the recommendations of the DOJ/CNA
report: in particular more de-escalation training, and scenario training (RBT) were implemented.
12 RBT scenarios were created that would test the new officer on their understanding and application of classroom
instruction, Standard Operating Procedures (SOP) and weekly reading.



Three (3) de-escalation scenarios
Four (4) scenarios dealing with the mentally ill
Five (5) scenarios dealing with multiple uncooperative subjects
The new officers were graded on their knowledge of SOP, command presence and ability to defuse hostile situations.
De-escalation: This was included in our ECD recertification class. Officers were presented a number of filmed scenarios,
each scenario outcome was based on the officers own actions and ability to communicate effectively using verbal skills.
WCSAT: Improved by adding assignment specific scenarios to the curriculum. FSS officers were given court and
transport scenarios, CBB Officers were given Post 10 and UMC scenarios, officers assigned to House Arrest were given
scenarios based on encountering a subject in their home.
16
The below courses were added to our Corrections Academy:





Mobile Field Force
MACTAC
Riot/Disturbance Training
Emergency Cell Extraction
Reality Based Training
Community Relations: Training Staff certified approximately 300 students in CPR from the Veterans Tribute Academy
High School.
New technology/equipment added to the Training Section:





ECD Simulator (which saves approximately $44,000 a year in cartridges during annual re-certifications)
ECD training suits
SIRT Pistols
Simmunition guns
Shock Knives
17
ADMINISTRATIVE OPERATIONS BUREAU
FISCAL INFORMATION
During fiscal year 2014 revenues totaled $170.9 million, expenses totaled $188.8 million and the daily bed rate was $134.53,
compared to $135.98 in FY2013.
Revenues
Self-Generated
Interest Income
General Fund Transfer
Total Revenues
Expenses
Salaries
Benefits
Services/Supplies
Capital
Total Expenses
FY2014
$4,239,952
$648,514
$166,000,000
$170,888,466
FY2013
$3,670,463
$93,449
$164,000,000
$167,763,912
FY2014
$89,364,793
$44,280,227
$54,208,262
$924,139
$188,777,422
FY2013
$86,353,130
$39,969,958
$50,936,892
$437,116
$177,697,096
# Chg
$569,489
$555,065
$2,000,000
$3,124,554
# Chg
$3,011,663
-$4,310,269
$3,271,370
-$487,023
-$11,080,326
%Chg
16
594
1
2
%Chg
3
11
6
111
6
BUSINESS OFFICE
The Business Office of the DSD is dedicated to handling the monetary affairs of the Division and the inmates incarcerated
therein. The Business Office maintains records, receipts, logs, and audit trails as defined by modern accounting practices.
Funds taken from inmates booked into this facility and services and privileges that require payment by said inmates shall be
handled according to accepted accounting procedures. The Business Office is managed in a fiscally responsible manner.
The Business office consisted of three sections at the start of the calendar year; Commissary and Mail Office, Money Control
Office, and the Accounting Office. In March of 2014 ARAMARK was awarded the contract to privatize the Commissary
responsibilities. As a result the Business office was reorganized. The Commissary and Mail room Office was eliminated. Mail
room responsibilities were transferred to the Central Booking Bureau. All part time positions assigned to Commissary were
eliminated. The money control Office was eliminated and their duties transferred to the Accounting Office.
ACCOUNTING OFFICE
The Accounting Office at CCDC maintains a trust account for each inmate booked into custody. All of the funds collected from
inmates upon booking and from persons who deposit funds for inmates are verified and deposited into the Inmate Trust Fund.
To ensure accuracy, audits are performed on every shift’s packet of Admissions and Releases transactions.
Transactions/Funds5
Kites*
Postage
Medical
Photocopies*
Checks
Invoices
Total Currency
FY2014
16,557
8,167
11,650
2,032
53,241
3,576
$3,476,060
FY2013
18,225
12,149
10,634
1,444
59,158
3,330
$6,541,654
#Chg
-1,668
-3,982
1,016
588
-5,917
246
-$3,065,593
%Chg
-9
-33
9
41
-10
7
-47
The Accounting Office handled thousands of transactions for funds received via mail, on-line, phone, or kiosk to inmates’ trust
account totaling over $6.4 million for FY2014. Inmates may use these funds to purchase commissary, post bail, and pay for
miscellaneous charges such as medical co-pay, postage, photocopy expenses, etc.
5
Reductions in these areas are due to procedural changes
18
In March, 2014, the Accounting Office experienced a major change when ARAMARK won the bid for providing numerous
services to inmates at CCDC. The functions which affect the Accounting Office include kiosks in booking to accept cash when
inmates are booked, a debit card system for funding inmates upon release, providing commissary services to inmates, and
accepting credit card deposits for inmates via phone, internet, and kiosks in the lobby. Though the Accounting Office
continues to refine the procedures for using the new software and auditing the transactions posted to the trust accounts,
there have been significant savings. Since the installation of the booking kiosks, the amount of cash handled by the
Accounting Office has been reduced by an average of over $350,000 per month. The credit card transactions are now posted
electronically to the accounts (via TouchPay), saving the Accounting Office from posting thousands of transactions. The
Accounting Business Office maintains inmate financial records, responds to subpoena requests, researches and resolves issues
with inmate funds, and maintains the integrity of the Inmate Trust Account; responsible for Commissary accounts payable,
inventory adjustments/ returns to vendor, and maintaining the integrity of the Commissary Account; and is responsible for
processing accounts payable transactions for the Clark County Detention Center.
In 2015 the Accounting Business Office will move from the Administrative Operations Bureau to the Staff Administrative
Operations Bureau.
MAINTENANCE
The Maintenance Section performs a variety of tasks that keep the physical plant functional and comfortable. These include
planned preventative maintenance jobs and responding to emergency situations to ensure that the facility’s plumbing, air
conditioning, and electric systems perform at the highest level possible. The building meets the standards of all applicable
Federal, State and local regulations
There were approximately 11,042 work orders issued in 2014. The Maintenance Section achieved a 100% work order
completion rate in 2014. Due to the extensive renovations being performed by Sletten construction throughout the year,
there have been extra considerations and tasks for CCDC Maintenance Section to focus on. Staff has worked diligently to
improve and sustain the CCDC through these challenges.
In the beginning of 2014 the Maintenance Section was tasked with creating and implementing 21 hours of daily coverage at
the CCDC from an original 10 hours of daily coverage without an increase of manpower. The creating of new shifts also
affected the NVC because some staff needed to be relocated to the CCDC as the NVC is not funded for Maintenance staffing.
On August 30, 2014 the Maintenance Section began the new shifts covering the CCDC 21 hours a day, seven (7) days a week
including holidays. Though staffing is spread lean on all shifts, the Maintenance Section is and has been successfully providing
immediate response for emergencies. One supervisor position was added to manage the second shift.
During 2014 the Maintenance Section’s Electrical Department has been tasked as the electrical commissioning agent for all
four phases of the North Tower Renovation Project. The Electrical Department has found and documented issues that have
been or will be corrected during the renovation. The Electrical Department is saving Clark County several thousand dollars by
being part of the commissioning group.
SUPPLY
The Supply Section is responsible for the procurement, warehousing and distribution of consumable materials, supplies, and
police equipment for use throughout the DSD facilities. In 2015, the Supply Office will be moved from the Administrative
Operations Bureau to the Staff Administrative Operations Bureau.
The approximate cost of supply per inmate per day decreased from $1.16 in 2013 to $1.13 in 2014. Supply average daily
inventory levels and values of material received daily are listed below.
Avg Daily Inventory Levels
Normal Contracted Purchases
Special Use/Special Purchases
Inmate Uniforms
FY2014
$93,302
$65,971
$61,581
19
FY2013
$81,079
$82,189
$63,586
#Chg
$12.233
-$16,218
-$2,005
%Chg
22.5
-19.7
-3.2
Warehouse Inventory
Total Purchases
Avg Value of Materials Received & Delivered Daily
Materials Received from Vendors
Materials Distributed through the Facility
Approximate Cost of Supply GI per inmate/day
$221,161
$1,103,408
$227,327
$1,096,787
-$6,166
$19,862
-2.7
0.6
CY2014
$5,312
$4,413
$1.13
CY2013
$4,913
$4,229
$1.16
#Chg
$399
$184
$0.03
%Chg
8.1
4.4
-2.6
20
Gender
Age
Race
Previous Bookings
in CCDC
Gang Affililiation
Aff.
Booking Classification
64,341 59,834
64,231 59,764
176
164
18,938 17,778
45,293 41,986
67
58
17,789 16,266
22,868 21,433
12,426 11,699
8,273
7,503
2,808
2,805
2,388
2,286
22,030 21,401
12,294 10,926
328
246
132
152
27,059 24,753
20,731 19,281
25,960 23,973
8,227
7,902
6,012
5,596
2,738
2,443
563
569
18
17
2,591
2,800
1,292
1,362
88
118
18
18
27
37
0
3
25
29
412
438
442
410
4,914
5,232
59,317 54,532
3,170
3,368
10,320 10,661
463
449
49,100 44,210
10
10
1,053
939
115
127
-
Official Total
iTAG Totals
Average Bookings Per Day
Female
Male
<18
18-24
25-34
35-44
45-54
>54
Asian
Black
Hispanic
Amer. Indian/Alaskan
Unknown
White
0
1-5
6-10
11-20
21-50
51+
Asian
Black
Hispanic
Hybrid
Mixed
Motorcycle
Sovereign Citizen
Tagger
Other/Unknown
White
Gang Aff.
No Gang Aff.
Not Classified
Close
Maximum
Medium
Other
Protective
Psych
Worker
2014
2013
Category
-4,507
-4,467
-12
-1,160
-3,307
-9
-1,523
-1,435
-727
-770
-3
-102
-629
-1,368
-82
20
-2,306
-1,450
-1,987
-325
-416
-295
6
-1
209
70
30
0
10
3
4
26
-32
318
-4,785
198
341
-14
-4,890
0
-114
12
-
# Chg
-7
-7
-7
-6
-7
-13
-9
-6
-6
-9
0
-4
-3
-11
-25
15
-9
-7
-8
-4
-7
-11
1
-6
8
5
34
0
37
NC
16
6
-7
6
-8
6
3
-3
-10
0
-11
10
29
71
0
28
36
19
13
4
4
34
19
1
0
42
32
40
13
9
4
1
0
4
2
0
0
0
0
0
1
1
8
92
5
16
1
76
0
2
0
-
30
70
0
27
36
20
13
5
4
36
18
0
0
41
32
40
13
9
4
1
0
5
2
0
0
0
0
0
1
1
9
91
6
18
1
74
0
2
0
-
0
0
0
0
0
0
0
0
0
2
-1
0
0
-1
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
1
-1
1
2
0
-2
0
0
0
-
2013
2014
%
% Chg
%Total %Total Chg
Bookings
-
-
2014
4,054
3,770
629
3,141
14
904
1,361
787
523
180
108
1,321
830
12
4
1,494
691
1,709
667
518
169
17
2
380
228
11
4
4
1
3
62
82
777
2,993
12
1,310
108
1,532
3
329
105
373
2013
#Chg
4,149
95
3,857
88
634
5
3,223
83
14
0
898
-5
1,384
22
828
41
542
18
191
12
113
4
1,451 130
798 -33
16
4
4
1
1,475 -18
703
12
1,734
25
681
14
535
18
188
19
16
0
2
0
363 -17
197 -31
13
2
3
-1
4
0
1
0
3
0
58
-4
59 -24
703 -74
3,155 161
13
1
1,476 166
130
22
1,401 -131
2
-1
332
3
119
14
385
13
2014
2
2
1
3
0
-1
2
5
3
6
4
10
-4
28
17
-1
2
1
2
3
11
-2
13
-4
-14
21
-27
1
-19
-11
-6
-29
-10
5
11
13
21
-9
-36
1
13
3
%Chg
17
83
0
24
36
21
14
5
3
35
22
0
0
40
18
45
18
14
4
0
0
10
6
0
0
0
0
0
2
2
21
79
0
35
3
41
0
9
3
10
16
84
0
23
36
21
14
5
3
38
21
0
0
38
18
45
18
14
5
0
0
9
5
0
0
0
0
0
2
2
18
82
0
38
3
36
0
9
3
10
0
0
0
-1
0
1
0
0
0
3
-1
0
0
-1
0
0
0
0
0
0
0
-1
-1
0
0
0
0
0
0
-1
-2
2
0
4
1
-4
0
0
0
0
2013 2014 %
%Total %Total Chg
Average Daily Population
-
2014
Residency
Arresting Agency
Severity
Highest
Category of Highest Charge
Severity
51
3,503
4,153
84
41
3,193
3,927
70
Wildlife and other resources
Crimes relating to the judiciary
Miscellaneous crimes
Agriculture, animals, food and other
commodities
Criminal institutions
Education crimes
Gaming and other sporting crimes
Traffic, vehicle and watercraft
Warrants or other holds
Not Coded
Avg Chgs Per Bkg
Felony
Gross Misdemeanor
Misdemeanor
All Charges
1,305
1,080
Crimes by or against state or local government
10
310
226
225
-16
24
10
6
21
-16
-4
8
17
1
-22
-5
200
-9
-2
-5
-6
-11
86
102
-42
-8
117
126
9
12
14
2
216
219
3
14,691 11,517 -3,174
5,175
4,938
-237
2
6
4
189,809 172,937 -16,872
3.0
2.9
0
60,848 57,540 -3,308
8,948
8,430
-518
120,013 106,967 -13,046
1,106
1,148
-703
-9
6
-6
8
40
-18
-1
-17
-9
7
23
0
-36
-7
-1
-7
-4
-8
7
20
8,504
9,207
-4,846
208
-46
217
226
-241
-26
-56
-4,512
194
32
-16
-68
-1,668
-27
-2,772
-450
-899
251
# Chg
14
52,140
3,976
757
2,891
785
1,094
3,081
283
47,346
3,070
170
3,814
121
22,501
2,109
35,154
10,276
10,173
3,703
56,986
3,768
803
2,674
559
1,335
3,107
339
51,858
2,876
138
3,830
189
24,169
2,136
37,926
10,726
11,072
3,452
Nevada
California
Arizona
Other
Citizens Arrest
City Agency
County Agency
Justice/District Court
Metro Police
NV Parole & Probation
Other/Unknown
State Agency
US Agency
Felony
Gross Misdemeanor
Misdemeanor
Crimes against person
Crimes against property
Crimes against public decency
Controlled substances & other drug related
crimes
Crimes against public health, safety and
welfare
Financial and business related crimes
2014
2013
Category
32
5
63
0
0
0
23
8
0
0
0
5
6
2
0
2
14
89
6
1
4
1
2
5
1
81
4
0
6
0
38
3
59
17
17
5
33
5
62
0
0
0
19
8
0
0
0
6
7
2
0
2
14
87
7
1
5
1
2
5
0
79
5
0
6
0
38
4
59
17
17
6
1
0
-1
0
0
0
-4
0
0
0
0
1
1
1
0
0
0
-1
1
0
1
0
0
0
0
-2
1
0
0
0
0
0
0
0
0
1
2013
2014
%
% Chg
%Total %Total Chg
Bookings
2014
-
9
1
3
145
481
1
1
1
96
70
12
4
69
488
3,408
98
25
239
12
141
270
37
2,803
390
7
92
17
2,612
336
821
1,341
974
76
2013
-
#Chg
17
1
4
131
476
1
2
1
106
81
11
3
81
484
-
8
0
0
-15
-5
0
0
0
10
12
-1
-1
12
-3
3,612 204
119
21
34
9
92 -147
12
0
130 -12
244 -26
40
3
2,898
95
412
22
14
7
96
4
11
-6
2,670
58
334
-3
853
32
1,380
39
999
25
83
7
2014
-
-
88
-3
13
-10
-1
9
36
9
11
17
-11
-33
17
-1
6
22
36
-62
0
-8
-10
8
3
6
103
4
-34
2
-1
4
3
3
10
%Chg
-
0
0
0
4
13
0
0
0
3
2
0
0
2
13
90
3
1
6
0
4
7
1
74
10
0
2
0
69
9
22
36
26
2
-
0
0
0
3
12
0
0
0
3
2
0
0
2
13
94
3
1
2
0
3
6
1
75
11
0
2
0
69
9
22
36
26
2
-
0
0
0
0
0
0
0
0
0
0
0
0
0
0
3
0
0
-4
0
0
-1
0
1
0
0
0
0
0
0
0
0
0
0
2013 2014 %
%Total %Total Chg
Average Daily Population
-
2014
Offense Type
Severity
Released to:
188
0
1,165
721
219
-72
-207
-2,329
-1,229
-1,930
461
# Chg
393
43
32
-2
507
-17
46,710 -12,640
2
2
16,010 -1,246
11
1
23.3
2
46.0
3
32.7
5
8.3
1
59,762 -4,387
59,645 -4,367
4,057
-537
1,175
56
145
-9
882
-178
528
-131
392
-414
56
-33
204
51
3,952
124
1,207
396
46,345 -3,731
410
-73
292
112
417
229
350
34
524
59,350
0
17,256
10
21.3
42.6
27.9
7.3
64,149
64,012
4,594
1,119
154
1,060
659
806
89
153
3,828
811
50,076
483
180
83
10,176
9,051
83
9,011
8,330
Wildlife and other resources
Crimes relating to the judiciary
Miscellaneous crimes
Agriculture, animals, food and other
commodities
Criminal institutions
Education crimes
Gaming and other sporting crimes
Traffic, vehicle and watercraft
Prison, Parole, Probation, Registration
Warrants or other holds
Not Coded
Average Length of Stay (ALOS) in days
Felony
Gross Misdemeanor
Misdemeanor
Official Release Totals
iTAG Release Totals
City of Las Vegas
Extradition
Federal
Henderson
House Arrest
Immigration
Juvenile
Lakes Crossing
Nevada Dept. of Corrections/Boot Camp
North Las Vegas
Out/Adm(Deceased)
Parole & Probation/Casa Grande
Program (Scram/drug program)
242
314
3,117
3,598
3,805
2,898
19,815
22,144
Crimes by or against state or local government
21,542
34,879
6,352
22,771
36,809
5,891
Crimes against person
Crimes against property
Crimes against public decency
Controlled substances & other drug related
crimes
Crimes against public health, safety and
welfare
Financial and business related crimes
2014
2013
Category
12
-6
-3
-21
NC
-7
10
9
8
17
14
-7
-7
-12
5
-6
-17
-20
-51
-37
33
3
49
-7
-15
62
82
0
13
9
8
-23
-5
-11
-5
-5
8
0
0
0
27
0
9
0
-
7
2
0
1
1
1
0
0
7
2
78
1
0
-
7
2
0
2
1
1
0
0
6
1
78
1
0
0
0
6
5
2
0
2
11
12
20
4
0
0
0
31
0
9
0
0
0
5
4
2
0
2
12
12
19
3
0
0
0
0
0
-1
0
0
1
1
-1
0
0
-
0
0
0
-4
0
0
0
0
0
1
1
0
0
0
0
0
1
1
2013
2014
%
% Chg
%Total %Total Chg
Bookings
-
2014
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2013
-
-
2014
-
-
-
-
-
-
-
-
-
-
#Chg
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
%Chg
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2013 2014 %
%Total %Total Chg
Average Daily Population
-
-
-
-
-
-
-
-
-
-
2014
Release Type:
2,300
240
2,508
248
14,465
14,317
Sent/Fined/Time Served/Credit Time Served
Statutory Release
Will Not Extradite
6,058
11,968
137
2,365
2,464
3,066
2,443
184
885
1,105
96
646
3
5,181
1,036
12
3
200
62
307
3,885
318
8,487
12,679
171
2,358
2,344
4,213
2,492
130
982
1,089
131
767
8
6,071
925
25
5
148
71
276
3,768
223
Admin/Intake OR
Bail/Bond Posted
Case Closed
CCDC OR
CIT OR
Court Order Release
DA Release
Detainer
Dismissed
Extradition
Miscellaneous
No Charges Filed
Not Guilty
Own Recognizance
Parole & Probation
Rel to Feds
Rel to Immigration
Rel to Lakes Crossing
Rel to Local Jail
Rel to Mental Health
Rel to NV Dept of Corrections
Rel to Program
2014
2013
Category
208
8
148
-2,429
-711
-34
7
120
-1,147
-49
54
-97
16
-35
-121
-5
-890
111
-13
-2
52
-9
31
117
95
# Chg
9
3
1
-29
-6
-20
0
5
-27
-2
42
-10
1
-27
-16
-63
-15
12
-52
-40
35
-13
11
3
43
4
0
22
13
20
0
4
4
7
4
0
2
2
0
1
0
9
1
0
0
0
0
0
6
0
4
0
24
10
20
0
4
4
5
4
0
1
2
0
1
0
9
2
0
0
0
0
1
7
1
1
0
2
-3
0
0
0
0
-1
0
0
0
0
0
0
0
-1
0
0
0
0
0
0
1
0
2013
2014
%
% Chg
%Total %Total Chg
Bookings
2014
-
-
-
2013
-
-
-
2014
-
-
-
#Chg
-
-
-
-
-
-
%Chg
-
-
-
-
-
-
-
-
-
2013 2014 %
%Total %Total Chg
Average Daily Population
-
-
-
2014