clark county detention center 2015 annual report

CLARK COUNTY DETENTION CENTER
2015 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
March 2016
CONTENTS
FACTS ABOUT DETENTION SERVICES DIVISION ...................................................................................................................... 5
MISSION .................................................................................................................................................................................. 5
ADMINISTRATIVE OPERATIONS BUREAU ................................................................................................................................ 6
FISCAL INFORMATION..................................................................................................................................................... 6
BUSINESS OFFICE ............................................................................................................................................................ 6
COMMISSARY AND MAIL OFFICE .................................................................................................................................... 7
MAINTENANCE ................................................................................................................................................................ 7
CENTRAL BOOKING BUREAU................................................................................................................................................... 8
MISDEMEANOR DIVERSION PROGRAM .......................................................................................................................... 8
287(G) PROGRAM ........................................................................................................................................................... 8
NEW TECHNOLOGY ........................................................................................................................................................ 8
DETENTION SERVICES TECHNICIANS.............................................................................................................................. 8
INMATE VISITATION ....................................................................................................................................................... 9
DNA COLLECTION ............................................................................................................................................................ 9
CIVIL CONSTABLE BUREAU .................................................................................................................................................... 10
ADMINISTRATION ......................................................................................................................................................... 10
SHERIFF’S CIVIL PROCESS SECTION ............................................................................................................................... 10
OFFICE OF THE EX-OFFICIO CONSTABLE ....................................................................................................................... 10
NORTH TOWER BUREAU ....................................................................................................................................................... 11
CONTROL ROOM ........................................................................................................................................................... 11
FOOD SERVICE............................................................................................................................................................... 11
BREAKDOWN OF FOOD SERVICE .................................................................................................................................. 11
NORTH TOWER RENOVATION ...................................................................................................................................... 12
NORTH VALLEY COMPLEX (NVC) ................................................................................................................................... 13
COMMISSARY ................................................................................................................................................................ 13
RECORDS BUREAU................................................................................................................................................................. 14
BOOKINGS, RELEASES AND AVERAGE DAILY POPULATION (ADP) ................................................................................ 14
BOOKINGS ..................................................................................................................................................................... 15
AVERAGE LENGTH OF STAY (ALOS) ............................................................................................................................... 15
RELEASES ....................................................................................................................................................................... 15
AVERAGE DAILY POPULATION (ADP) ............................................................................................................................ 16
INMATE HOUSING ......................................................................................................................................................... 16
INMATE POPULATION PROJECTION.............................................................................................................................. 16
PERSONNEL DEMOGRAPHICS ....................................................................................................................................... 17
SOUTH TOWER BUREAU ....................................................................................................................................................... 19
INMATE MANAGEMENT AND DIRECT INMATE SUPERVISION (DIS) ............................................................................. 19
MEDICAL SERVICES ....................................................................................................................................................... 20
MENTAL HEALTH INMATES ........................................................................................................................................... 20
DISCHARGE PLANNING ................................................................................................................................................. 21
CCDC INTERNSHIP PROGRAM ....................................................................................................................................... 21
CORRECTIONS FIELD TRAINING AND EVALUATION PROGRAM (CFTEP) ....................................................................... 21
STAFF ADMINISTRATION OPERATIONS BUREAU ...................................................................................................................... 22
ALTERNATIVES TO INCARCERATION ............................................................................................................................. 22
CLASSIFICATION ............................................................................................................................................................ 24
2
INMATE DISCIPLINE ...................................................................................................................................................... 25
INMATE PROGRAMS ..................................................................................................................................................... 25
INMATE WORKER PROGRAM ....................................................................................................................................... 25
SUPPLY .......................................................................................................................................................................... 26
FIELD SERVICES ............................................................................................................................................................. 26
INMATE TRANSPORTS .................................................................................................................................................. 26
FUGITIVE ....................................................................................................................................................................... 27
GANGS SPECIAL INVESTIGATIONS UNIT ....................................................................................................................... 27
POLICY AND PROCEDURES ............................................................................................................................................ 27
PRISON RAPE ELIMINATION ACT ................................................................................................................................... 28
AMERICAN CORRECTIONAL ASSOCIATION ACCREDITATION (ACA) ............................................................................... 28
RELIGIOUS SERVICES ..................................................................................................................................................... 28
TRAINING ...................................................................................................................................................................... 28
3
OFFICE OF THE DEPUTY CHIEF
We began the year with a challenge to close 10 modules at the North Valley Complex and reduce our inmate population by
more than 600 inmates. This impacted all individuals working within the Clark County Detention Center (CCDC) and all are
commended for stepping up to this challenge while still performing our duties to fulfill CCDC's Vision, Values and Mission.
As we transitioned into 2015, CCDC continued to move forward with three major projects. The CCDC North Tower renovation
continued to progress and is on schedule. With the ongoing renovation we still maintained security of the facility balancing
inmate displacement and a fluctuating inmate population. With the population remaining a topic of our focus, continuing
efforts from the Population Analysis Committee progressed significantly to contribute to the facility inmate population
reductions. Additionally, the upgrade to the jail management system "Elite" is progressing and a completion date is projected
for the middle of 2016.
The jail population was a major concern in 2015. Through the collective efforts of our criminal justice system partners we
were able to close eight modules at the North Valley Complex and remove inmate cots from the North Tower.
In 2015, we placed 1,496 inmates on House Arrest. We increased our daily average from approximately 250 inmates on house
arrest each day, to more than 300 per day. Alternatives to incarceration are a critical part to managing the jail population and
the house arrest program continued to show great success in managing inmates outside of the CCDC facility. Additionally, we
experienced a tremendous amount of innovation in our incentive based modules. Within these modules we observed
significant improvements in the inmates’ behavior and support of staff.
At the beginning of the year, the responsibility of the Constable's Office was transferred to the Detention Services Division.
This transition was successful and the unit has continued to receive commendable compliments from the community
regarding the improved level of service.
As we enter 2016, we will continue to focus on major projects; facility renovation, inmate overpopulation and the "Elite" jail
management system upgrade. We will continue to focus on reducing our inmate population, in conjunction with our Criminal
Justice partners. Throughout the coming year we will continue to maintain our focus on our mission pillars.
Safety of Staff
Security of Facility
Well Being of Inmates
Deputy Chief Charles L. Hank, III
Detention Services Division
4
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 (THF),
which is located in Laughlin, Nevada. CCDC, 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 (12 years old) and NVC (5 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 DIS 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.
5
ADMINISTRATIVE OPERATIONS BUREAU
FISCAL INFORMATION
During fiscal year 2014, revenues totaled $171M, expenses totaled $189M and the daily bed rate was $135, equal to the $135 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
$54,208,263
$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
$3,271,371
$487,023
$11,080,326
%Chg
16
594
1
2
%Chg
4
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. The
Business Office also maintains a trust account for each inmate booked into custody. Funds taken from inmates booked into this
facility may be used to provide services and privileges that require payment by said inmates.
Transactions/Funds1
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
-$3,065,594
%Chg
-9%
-33%
10%
41%
-10%
7%
-47%
The Business Office posted thousands of transactions for funds received via mail, on-line, phone, or kiosk to inmates’ trust
accounts; over $5.5M 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.
In March, 2014, the Business Office experienced a major change when Aramark won the bid for providing numerous services to
inmates at the CCDC The functions that affect the Business Office include kiosks in booking to accept cash when inmates are
booked, a debit card system to return inmate funds upon release, providing commissary services to inmates, and accepting
credit card deposits for inmate accounts via phone, internet, and kiosks in the lobby. Though the Business 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 Business Office has been
reduced by an average of $335K per month. The credit card transactions are now posted electronically to the accounts, saving
the Business Office from posting thousands of transactions.
1
Reductions in these areas are due to procedural changes
6
The 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. The Business Office is also responsible for
commissary accounts payable, maintaining the integrity of the Commissary Fund, and is responsible for processing
accounts payable transactions for CCDC.
COMMISSARY AND MAIL OFFICE
The Commissary and Mail Office processes all incoming and outgoing mail for the inmates and staff at CCDC as well as processing
all commissary orders.
The commissary generates revenue that by state law is to be spent on items that are a benefit to the inmate. Some examples
would be: religious materials, educational and rehabilitative programs, basketballs, checker boards, barber shop supplies, and
library books. The Commissary and Mail Office operates Monday through Friday during day shift hours and some holidays.
MAINTENANCE
The Maintenance Department performs a variety of tasks that keep the building functional and comfortable, from performing
carefully planned preventative maintenance jobs to responding to emergency situations. The building meets the standards of
federal, state and local regulations and the department staff ensures that plumbing, air conditioning, and electric systems
perform at the highest level possible.
There were approximately 10,000 work orders issued in 2015. Due to the extensive renovations being performed by Sletten
Construction throughout the year, there have been extra considerations and tasks for the CCDC building maintenance staff’s
focus.
New to 2015 was the 24/7 staffing of maintenance in order to provide better service and reduce overtime and callback
pay.
7
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. There were a
total of 421 misdemeanants diverted in 2015, with a high of sixty-six in the month of July.
2015
Booking ReDirect
66
80
60
42
40
20
2
39
42
49
36
42
47
30
22
4
0
287(G) PROGRAM
The mission of the Las Vegas Metropolitan Police Department (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 officers will interview individuals coming into the facility who
are: foreign born, booked as John/Jane Doe, have discrepancies in their birth place information, and/or refuse to give
birthplace information to their arresting officer.
NEW TECHNOLOGY
In a continuous effort to excel in innovations and operations through effective use of technology, the Central Booking Bureau
(CBB) explored the capabilities of the body camera. Body cameras were utilized by CBB sergeants for a nine-month pilot program
that began March 2015 and ended December 2015. This technology was used to capture over 3400 interactions with difficult,
unruly and often confrontational inmates. The pilot program proved successful in meeting the LVMPD’s goal to “Excel in
Communications, Innovation and Operations,” and is currently being considered for everyday use.
DETENTION SERVICES TECHNICIANS
In November 2013 the classifications of Corrections Assistant and Inmate Services Technician were merged into a new
classification called 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. DSTs may promote to the position of Senior DST; and Senior
DSTs 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 and House Arrest Program. In addition, they complete all processing for
the dioxyribonucleic acid (DNA) collection legislative mandate.
8
In 2015 the following occurred:
 The Laundry Coordinators classification merged with the DST classification series.
 Classification specifications were revised to reflect the new DST classification; additional duties were assigned as
well. Testing processes were developed with the Office of Human Resources to create the first testing instruments for
the DST.
INMATE VISITATION
Inmates’ visits in 2015 totaled 86,292 as follows:
 Social video contacts:
54,048
 Official video contacts
9.429
 Official contacts:
22,815
Comparisons were not made to previous years due to changes implemented reference statistical gathering. The changes made
were:
 Increasing social visits from a half hour to one hour.
 The elimination of 10:30 p.m. visits.
 An additional social visitor per week was added, increasing the total number of visitors to 3 people.
By incorporating these changes, additional visiting opportunities and reduced wait times benefited the public. These changes
also enabled staff to accomplish required tasks in a more efficient manner.
DNA COLLECTION
On July 1, 2014, DSD/CBB/Records Bureau personnel initiated the collection of DNA samples during the booking process for
persons charged with a felony that had not previously provided a sample to the 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.
After the first year of collecting DNA samples from persons arrested for felonies, CCDC submitted 12,907 (85%) of the samples
collected in Southern Nevada. The collection and processing of arrestee DNA is a combined effort of Detention Records,
Booking Officers, DSTs, and the Forensic Lab. From the first year of collecting samples, Southern Nevada had 221 confirmed hits
with 195 of them coming from CCDC. A total of 245 investigations were aided through Combined DNA Index System (CODIS)
hits to samples collected from arrestees for the following crime types:
Burglary (includes Auto)
182
Recovered Stolen Vehicle
20
Sexual Assault
16
Robbery
10
Homicide
7
MDPP/Vandalism
4
Larceny/Grand Larceny
2
Home Invasion
2
Marijuana Grow
1
Arson
1
9
CIVIL CONSTABLE BUREAU
ADMINISTRATION
The Civil Constable Bureau operates out of 302 East Carson Avenue, on the 5th Floor. The office at that location houses both
the Sheriff’s Civil Process Section and the Office of the Ex-Officio Constable, as well as Bureau Administration.
SHERIFF’S CIVIL PROCESS SECTION
The Clark County Sheriff’s Civil Process Section has an authorized staffing of eleven Deputy Sheriffs, one Senior Deputy
Sheriff, one Legal Office Services Supervisor and four Legal Office Assistants. The section is managed by LVMPD Detention
Services under an Inter-local Agreement between the LVMPD and Clark County and is currently overseen by an LVMPD
Corrections Captain. The section has statutory responsibility for the service of civil process, as statutorily mandated by
the Sheriff, 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 received approximately 8,600 cases in 2015, that majority of which required personal service. Of these cases,
just over 6,000 were Protection Orders. The section generates revenue from civil cases, as outlined in a fee schedule
standardized under NRS Chapter 248, but is also responsible for all cases with a court approved “fee waiver”, where the
fees have been waived due to an individual’s inability to pay. Additionally, fees cannot be charged for protection orders.
Approximately 85% of the cases the section handles do not have a fee collected for them. The section generated revenues
of approximately $400,000 in 2015.
OFFICE OF THE EX-OFFICIO CONSTABLE
On January 5th, 2015 Sheriff Lombardo became the Ex-Officio Constable for the Las Vegas Township, assuming responsibility
for the former Las Vegas Township Constable. As part of a Memorandum of Understanding between the Clark County Sheriff
and Clark County, Nevada, the Sheriff established a new bureau of the LVMPD to oversee the handling of the duties of the
former office. The new office was created under an LVMPD Corrections Captain within the Civil Constable Bureau, which was
placed under DSD.
The Office of the Ex-Officio Constable is staffed with twelve total Deputy Constables, three Senior Deputy Constables, two
Process Servers, an Office Services Manager, eight Legal Office Assistants, and five Part-Time employees. The office is
responsible for all civil processes, with the majority of the cases being Eviction Orders and related processes (60%) and Writs
(25%). The remainder of services pertains to Small Claims, Summons and Complaints, Family Law, Demand Letters and any
other process related to civil actions. The office is responsible for the aforementioned civil processes in all unincorporated
Clark County areas and the City of Las Vegas.
The office is also responsible for handling abandoned vehicles and nuisance vehicles parked or stored in violation of Nevada
Revised Statute, Clark County Ordinance, or Las Vegas Municipal Code. The office was responsible for towing 386 nuisance
vehicles/abandoned vehicles in 2015, with only partial staffing in the towing unit, and placed warning stickers on over 1,000
vehicles within the jurisdiction. The towing section also issued 326 citations for offenses ranging from Illegal Parking to
Expired Registration. The unit no longer enforces out of state vehicle registration violations, but may look at doing this again
in the future. Later in 2015, when time permitted, the unit began to assist patrol with stolen vehicle recoveries to allow
patrol officers and support personnel to focus on calls for service.
This year was the first full year of operation under the Clark County Sheriff. The office received and handled 42,844 cases in
the 2015 calendar year and generated revenues of approximately $2.3 Million.
10
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 3,500 inmates three times a
day; consisting of three hot meals, or 10,500 meals per day. ARAMARK is, also, responsible for preparing correction’s staff
meals which are served in the Officers Dining Room.
ARAMARK utilizes standards as set forth by the Southern Nevada Health District (SNHD), The American Dietetic Association,
American Corrections Association and the Mayo Clinic for meal nutrition, caloric, and protein content. The SNHD
inspects all food service and warehouses at least annually to ensure compliance with cleanliness standards.
BREAKDOWN OF FOOD SERVICE
Meals Served
Inmate Meals
Staff Meals
Sack Lunches
2015
3,837,680
75,866
13,720
2014
4,239,040
69,600
24,960
#Chg
-401,360
6,266
-11,240
%Chg
-9.47%
9.00%
-45.03%
Total
3,927,266
4,333,600
-406,334
-9.38%
2015
2014
Meals Costs
#Chg
Inmate Meals
$0.95
$0.92
0.03
Staff Meals
$1.50
$1.46
0.04
Sack Lunches
$1.30
$1.26
0.04
Transport
$23,000.00
$7,000.00
$16,000.00
Cost*
Cost for 2015 based on weighted average (Jan-Oct, Nov-Dec)
%Chg
3.26%
2.74%
3.17%
228.57%
*During 2014, kitchens were open at both facilities for large portion of the year
resulting in low transport cost
11
NORTH TOWER RENOVATION
The Projects Section is responsible for design, coordination and oversight of all renovations and new construction projects
within DSD. The following is a brief description of the major projects completed by the Projects Team in 2015:
North Tower Renovation Phase II
 The northeast quadrant of the North Tower was completed in June of 2015. This included the total renovation of:
o Booking holding cells
o 12th Floor Administrative area
o All B modules
o Legal Library
o Medical Administration
o Dialysis Room
o Dental Room
o X-ray Room
o Exam Room


Planning, designing, and coordination of furniture, fixtures and equipment for renovated areas.
Completed background screens and Security Briefing Classes for more than 800 contract workers.
.
MOVING FORWARD In February of 2016, the southeast quadrant of the North Tower will be completed. The next phase of
construction will encompass the entire west side of the 1st and 12th floors, as well as the modules and core areas in the
northwest quadrant (C/D modules). Displacement for this upcoming phase is expected to begin in early February, as
construction is scheduled to begin on February 16, 2016. It is anticipated that this phase will be completed on December 29,
2016. It is anticipated that the Temporary Certificate of Occupancy will be received on February 15, 2018.
12
NORTH VALLEY COMPLEX (NVC)
Due to the inmate population shift, module closures were made beginning with module 2F on 05/29/15. Other second floor
modules were vacated as the population continued to steadily decline. The final module to close was module 2J on 07/14/15.
The entire second floor remained vacant until it was closed on 08/04/15. The second floor has remained closed through the
end of the year. The average daily population held steady at 500 inmates throughout 2015. This was a decline of 446 inmates
per day during this time period compared to the previous year 2014.
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 NVC. 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
CCDC contracted with ARAMARK to provide commissary services, debit cards for inmates’ releases, deposits to inmates’
accounts, 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.
CCDC receives 35% of the gross sales of commissary items in the facility, which includes sales from ARAMARK’s iCare©
Program and GoCart Program. The iCare Program allows family and friends of inmates to order commissary items for them
directly, rather than sending money to the inmate. Commissary services are provided twice per week to all inmates eligible
to receive commissary items. In October, 2015, ARAMARK implemented the GoCart Program in the inmate incentive
modules. The GoCart Program offers an à la carte option for some hot items and other items not available through regular
commissary.
13
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 NV 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; screen, process and distribute arrest documents for timely court
review as well as District Attorney case review and submittal.
BOOKINGS, RELEASES AND AVERAGE DAILY POPULATION (ADP)
There were 56,299 bookings in 2015, 3,535 (-6%) less than 2014. During the last 10 years bookings have decreased at an average
annual rate of 2.47% per year or 20% since 2006. The average number of bookings per day decreased by 10, from 164 in 2014 to
154 in 2015.
Bookings, Releases and Avg. Daily Pop.
Bkg / Rel
90K
ADP
Bookings
ADP
4,500
Releases
80K
4,000
70K
3,500
60K
3,000
50K
2,500
40K
2,000
30K
1,500
20K
1,000
10K
500
0K
0
2006
Bookings
Releases
ADP
2006
70,542
70,289
3,746
2007
67,682
68,485
3,759
2007
2008
70,123
70,220
3,646
2008
2009
2009
73,264
73,238
3,712
2010
2011
2010
68,883
69,557
3,742
2012
2011
77,936
78,176
3,705
2013
2014
2012
72,482
72,306
3,611
2015
2013
64,341
64,149
4,054
2014
59,834
59,762
4,149
2015
56,299
56,643
4,007
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 totals2.
2
2006-2015 official totals obtained from Records. 2015 iTAG totals obtained on 1/22/15 for bookings with associated charge
information.
14
BOOKINGS
CCDC experienced a 6% decrease in bookings (-3,535) and a 7% decrease in charges booked (-12,572) in 2015. Similar to 2014,
felony bookings comprised 39% of all bookings; Gross Misdemeanors comprised 5%; and, misdemeanors comprised 58% of the
total.
The most notable decreases in the highest charge booked were:
 Miscellaneous Crimes (incl. trespass)
 Controlled Substance
 Traffic – Drivers’ License Violations
 Larceny
 Warrants or Other Holds (incl. P&P violations/fugitive)
The most significant increases in the highest charge booked were:
 Assault & Battery
 Traffic - Signs & Markings
 Motor Vehicle (incl. grand larceny auto)
-689
-551
-415
-413
-239
+240
+180
+143
E – TRAFFIC WARRANTS3
In 2015 there were 8,845 inmates arrested on 14,702 traffic cases; of those, 3,301 inmates were booked on a traffic warrant only
and stayed in custody an average of .81 days. The number of individuals arrested on only a traffic warrant decreased by 12% and
their average length of stay decreased 35% compared to 2014.
LAS VEGAS TRAFFIC BENCH WARRANTS; BAIL IN LIEU OF BOOKING
The Las Vegas Traffic Bench Warrant Bail in Lieu of Booking programs was designed in response to the growing misdemeanor
inmate population and was implemented on June 10, 2013. Arrestees for misdemeanor LV 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 791 individuals who participated in this program and $249,863 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 8%, from 23.3 days in 2014 to 25.1 days in 20154.
Changes in the Average Length of Stay5 by severity of highest charge include:
 Felony ALOS increased 7%, from 46.0 to 49.2 days per inmate.
 Gross misdemeanor ALOS increased 5%, from 32.7 to 34.4 days per inmate.
 Misdemeanor ALOS increased slightly, from 8.3 to 8.4 days per inmate.
RELEASES
There were 56,643 inmates released from CCDC custody in 2015, proportionate to the number of bookings, and a 5% decrease
compared to 2014. In 2015 the most notable release totals include:
 Nevada Department of Corrections: 4,290 inmates which comprised 8% of all releases. This is 338 more releases than
2014.
 Like 2014, 20% of all releases were due to Bail or Bond being posted
 Pretrial Services own recognizance releases comprised 12% of all the releases, compared to 10% in 2014, an increase of
576 releases.
3
Source: iTAGKS.Ewarrants Traffic
Source: iTAG KS.Average Stay Releases
5
Source: iTAG Daily Extract
4
15

20% of the inmates were released sentenced, fined, credit time served or time served. This is a 20% decrease or 2,964
fewer inmates than 2014.
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.
In 2015:
 Felony inmates comprised 73% of the population; or approximately 2,737 inmates in custody per day, this is an increase
of 67 felony inmates per day compared to 2014.
 Gross Misdemeanor inmates decreased slightly, and comprised 8% of the population; with approximately 297 inmates in
custody per day.
 Misdemeanor inmates comprised 19% of the population; approximately 725 inmates per day, this is a decrease of 128
inmates per day compared to 2014.
Significant increases in the average number of inmates in custody per day:
 Kidnapping
+57
 Robbery
+48
 DUI
+38
 Assault & Battery
+28
Significant decreases in the average number of inmates in custody per day:
 Homicide
-58
 Controlled Substances
-57
 Larceny
-55
 Dangerous Drugs & Hypodermics
-47
INMATE HOUSING
Inmates supervised by CCDC are housed 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
2,649
744
298
North Las Vegas
City of Las Vegas
Henderson
Lincoln County
1
104
83
87
$40,557
$2,532,873
$3,063,827
$2,392,790
INMATE POPULATION PROJECTION
A conservative evaluation of CCDC’s population was conducted of the most current trends between 2006 and 2015, 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 1% per year, or 10% by 2025. This
indicates that CCDC will require facilities and staffing to safely and securely manage an inmate population of approximately
4,203 by 2020 and 4,409 by 2025. An illustration of the trend line associated with inmate population growth to 2025 is provided
below.
16
CCDC Population Forecast
ADP
Forecast
5,000
4,000
3,000
2,000
1,000
0
2006
2011
2016
2021
The following table details the forecasted inmate population by year and a range within a specified certainty of the expected
population growth. 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 3,850 and 4,556 by 2020 and 4,056 to 4,762 by 2025.
Year
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
ADP Forecast
4,039
4,080
4,121
4,162
4,203
4,244
4,286
4,327
4,368
4,409
95% Range
3,686 4,392
3,727 4,433
3,768 4,474
3,809 4,515
3,850 4,556
3,891 4,598
3,933 4,639
3,974 4,680
4,015 4,721
4,056 4,762
68% Range
3,863 4,216
3,904 4,257
3,945 4,298
3,986 4,339
4,027 4,380
4,068 4,421
4,109 4,462
4,150 4,503
4,191 4,544
4,232 4,585
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/removal of bed space may modify the forecast proportionally.
PERSONNEL DEMOGRAPHICS
In 2015 LVMPD employees assigned to CCDC decreased by 9, from 1,038 to 1,029.
Employee Type
Civilian
Commissioned
Part-Time
Total
2015
270
753
6
1,029
17
2014
275
759
4
1,038
#Chg
-5
-6
2
-9
%Chg
-2
-1
50
-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 – 0.3%
Black/African American - 22%
Native Hawaiian/Pacific Islander - 1%
White - 54%
Asian – 8%
Hispanic/Latino - 14%
Two or more races - 2%
18
SOUTH TOWER BUREAU
INMATE MANAGEMENT AND DIRECT INMATE SUPERVISION (DIS)
The South Tower houses nearly 1,500 male and female, pre-trial and sentenced inmates, ranging in classification from minimum
to maximum custody. The physical structure is primarily dorm-style housing, with some administrative-style units with single
cells. There is a unit specifically dedicated to medical observation and oversight of the DSD medical contract is the responsibility
of the South Tower Bureau Commander.
In 2015, integration of the DIS philosophy was implemented in the South Tower. Inmate management via DIS requires the
implementation of 22 principles, to include:



















Thinking like a good supervisor
Expecting the best
Setting clear expectations
Using positive reinforcement
Holding inmates accountable
Treating people with respect and consideration
Being just and fair
Relying on the least restrictive supervisory techniques necessary
Managing by walking and talking
Identifying and addressing concerns
Being a source of information and services
Encouraging inmates to take personal responsibility
Planning and supervising activities
Developing and measuring unit goals
Applying policies and procedures appropriately
Keeping co-workers and supervisors informed
Taking initiative and calculated risks
Being creative and flexible
Being yourself and a role model for the inmates
Several open-dorm units were designated as test modules in order to provide a proof of concept and reduce institutional
violence and disorder. Implementation of DIS required a cultural change and thanks to several employees, who took the
calculated risks, made the project a success. By year’s end, the evidence suggested that a reduction in all forms of misconduct
had been realized and further implementation of the philosophy is projected to extend to other areas of CCDC in the year to
come.
19
MEDICAL SERVICES
Naphcare, Inc. is the contracted vendor responsible for maintaining the medical and mental health and welfare of inmates
housed in the CCDC. Some of the services provided to inmates include:








Medical and mental health screenings
Dental assessments and evaluations
Sick call clinical visits
Detox monitoring and treatment
Infectious disease treatment
Prenatal care
Dialysis
Chronic care visits
Medical personnel will also coordinate required specialty visits and hospital care for those inmates that require emergency or
higher-level interventions. University Medical Center is the primary hospital facility that provides this off-site care.
MENTAL HEALTH INMATES
A disproportionate number of inmates involved in the criminal justice system suffer from some form of mental illness. Custody
and clinical staff work together daily to manage those inmates requiring mental health treatment and work diligently throughout
the year to build partnerships throughout the justice and social service communities in Southern Nevada.
A continuity of care network has been built with Southern Nevada Adult Mental Health Services. Regular communication with
them has improved care for inmates housed within CCDC and provided the opportunity for a “warm handoff” to additional
community-based mental health services upon release.
20
In addition, South Tower Management and Naphcare, Inc. Administration have been involved with the Lakes Crossing Task Force.
This group includes representatives from the district attorney, public defender, and multiple state agencies with a goal of
improving system-level efficiency and effectiveness for inmates involved in competency court. Over the year, significant progress
was made in this endeavor and an additional state facility was brought online, providing 47 forensic hospital beds in Southern
Nevada.
DISCHARGE PLANNING
Through our contract with Naphcare, Inc. we have been able to assign a full-time discharge planner. This person works diligently
with the inmate population to identify those with a release date and provide them with appropriate resources prior to their
return to the community. As part of the discharge planning process, the discharge planner will arrange for medications or
prescriptions for inmates being released to treatment programs.
The discharge planner also provides in-custody inmates with important information, to include: housing availability, food
options, employment, substance abuse treatment and mental health resources.
CCDC INTERNSHIP PROGRAM
Through collaboration with the University of Las Vegas, we have had several interns explore the entire operation of the CCDC
and provide clerical assistance, where needed. The interns have assisted with organization of paperwork and filing for
incarcerated veterans, created a webpage for our “kiosk” information system, assisted with application of home monitoring
devices and aided in other paperwork-related tasks. This program has built bridges with the local university system and even
provided an avenue for recruiting future civilian and commissioned employees of LVMPD.
CORRECTIONS FIELD TRAINING AND EVALUATION PROGRAM (CFTEP)
The Corrections Field Training and Evaluation Program (CFTEP) was reassigned from the North Tower to the South Tower at the
end of 2015. This program continues to be successful and a model field training program for corrections nation-wide. The
program is currently staffed with one captain, two lieutenants, seven sergeants, and approximately seventy certified field
training officers.
Since being assigned to the South Tower, the CFTEP program has expanded to include five new sergeants and testing is currently
in process to increase representation of lieutenants as the department continues to grow. Our program has partnered with the
National Association of Field Training Officers to provide advanced training, as well as initial certification. This collaboration has
allowed CCDC to host several agencies from the western United States and provided cost savings to the department.
The CFTEP program also conducts mentoring and training for newly promoted supervisors and coordinates re-training of those
staff members who have been off of active duty for an extended period.
21
STAFF ADMINISTRATION 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 2015 there were a total of 1,496 clients activated on the Electronic Monitoring Program compared to 1,116 in
2014, an increase of 34% or 380 clients. On average, 125 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 and to offer effective
alternatives to incarceration, with an emphasis on community corrections, treatment and support 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 and f o r m 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
continue with the plan that was developed during the three 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
22
the various challenges that face inmates when they return to the community. The first STARS class of 2015 graduated in
February with 14 graduates, followed by an April graduation of 11 graduates for a total of 25 graduates in 2015.
23
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 and housing
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. There are currently four
custody levels:
Maximum Custody
Close Security Custody
Close Custody
Medium Custody
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 2015 there was a 3% decrease in rule violations, 200 less than 2014:






A 2% increase in violent violations such as assault/battery, fighting, sexual assault and battery on staff.
A 3% decrease 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 violation of interest, such as contraband, has also decreased 36% over 2014.
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 monetary 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 monetary restitution.
24
INMATE DISCIPLINE
The Disciplinary Board consists of two officers who determine the inmate’s disposition based on facts provided on the rule
violation. The Disciplinary Board conducted 3,638 hearings, 9 1.2% of the charges were found guilty; an increase of 1.2%
compared to 2014.
INMATE PROGRAMS
Two Corrections Officers are utilized to oversee this section. The CCDC offered 21 different programs in 2015 with a goal
towards reintegration into the community. In 2015, a total of 17,529 inmates signed up for 1,274 classes with an attendance
rate of 72%. Inmate education programs offered by CCDC include:
Adult Education
Anger Management
Buddhist Class
Chemical Dependency
Civil Forms
The Embracing Project
Life Skills
Narcotics Anonymous
Parenting
Substance Abuse
Yoga and Meditation
Alcoholics Anonymous
Biblical Influences
Celebrate Recovery
Circle of Hope
Coping with PTSD
Intro to Islam
Marriage & Family Relationships
Nutrition
Parenting and Leadership
Successful Release
CCDC also serves as an alternative campus for the Clark County School District (CCSD) Central Services. A total of 120 inmates
were enrolled in high school during the 2014-2015 school year. Inmates under the age of 18 are required to be enrolled in and
attend high school. Inmates, who are 18 to 21 years of age, are entitled to attend high school. High school students attend
school as outlined in the CCSD school year schedule. Restricted custody and disciplinary inmates are given school work to
complete in their rooms by the CCSD teachers.
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 three 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 6,845 tags saving the county approximately $2,053,500 when compared to the
estimated cost of contracted labor to remove the graffiti.
25
The outside workers were tasked with a s s i s t i n g w i t h the Code Enforcement Recycle Program by removing and
scrapping out-of-date or illegal signage from public display. The estimated monetary value saved was approximately
$4,585. All monies from the recycle program are sent to the Clark County Assessor.
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 was moved from the Administrative
Operations Bureau to the Staff Administrative Operations Bureau.
The approximate cost of supply per inmate per day remained static at $0.80 from 2014 to 2015. Supply average daily
inventory levels and values of material received daily are listed below.
DSD Supply Statistics FY
FY2015
FY2014
#Chg
%Chg
Purchases - General Supplies
Purchases - Inmate Uniforms
Total Purchases
Materials Distributed through CCDC
$921,357
$382,099
$1,303,456
$1,270,656
$873,443
$288,627
$1,162,070
$1,189,651
$47,914
$93,472
$141,386
$81,005
5.5%
32.4%
12.2%
6.8%
DSD Supply Statistics CY
Purchases - General Supplies
Purchases - Inmate Uniforms
Total Purchases
CY2015
$933,900
$316,599
$1,250,499
CY2014
$928,406
$339,885
$1,268,291
#Chg
$5,494
-$23,286
$17,792
%Chg
0.6%
7.4%
-1.4%
Materials Distributed through CCDC
Average Inmates per day
Average of Supply costs per inmate/day
$1,164,652
4,008
$0.80
$1,218,122
4,149
$0.80
$53,470
-141
$0.00
-4.6%
-0.4%
0.0%
FIELD SERVICES
INMATE TRANSPORTS
Officers assigned to the Field Services Section are responsible for the transportation and security of inmates taken
outside the confines of the CCDC. 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 2015 FSS completed 134,636 transports, 5.6% less than 2014.





33,838 District Court transports, a decrease of <1% (251 less transports).
55,508 Justice Court transports, a decrease of 7% (4,415 less transports).
15,652 (31,304 RT) NVC transports, a decrease of 17% (3,321 less transports).
Average of 357 court transports per day, or 539 all-inclusive transports per day.
1027 medical appointments, an increase of 27% (222 more transports).
The calculated average number of inmates to a Field Services Officer totaled 13:1 in 2015 as compared to 17:1 in
2014.
26
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 2015 there were 284 inmates transported to and from Lakes Crossing on 22
flights.
STEIN (LAKES SOUTH), C-POD, MISDEMEANOR DIVERSION PROGRAM
Additionally, CCDC is charged with arranging transportation for the inmate to Stein (Lakes South) and C-Pod, both located in
or near the Rawson-Neal mental health facility in Las Vegas, Nevada. This facility also falls within the purview of the Nevada
Division of Public and Behavioral Health. In 2015 there were 75 inmates transported to and from these locales.
VEHICLE MAINTENANCE
Total year end mileage for all vehicles was 536,923 miles, an increase of 36,954 miles as compared to the 499,969
miles driven in 2014.

At year end, there were 81 vehicles assigned to CCDC, an increase of 5% from 2014.
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. Up until November 20, 2015, the Fugitive Officer met with 1,241 inmates to
prepare them for their court proceedings. This position was subsequently permanently assigned to the Records Section and
reports to the Director of Records.
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 Corrections Officers and one Corrections Sergeant.
This unit conducted 2,602 special investigations in 2015. These officers are also responsible for providing CCDC’s recorded
phone calls that have been subpoenaed by the judicial system. The calls provided numbered 177,260 for calendar year 2015.
There were 494 Field Interview Cards completed on admitted gang members by GSIU & Classification for calendar year 2015.
GSIU conducted two special operations in our facilities in an effort to locate unidentified gang members. GSIU hosted
the regional Multi-County Gang Intelligence Meeting (MGIM) in January of 2015.
POLICY AND PROCEDURES
The Policies and Procedures Section 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 Assurance
Section with documentation needed for the Commission on Accreditation for Law Enforcement Agencies, Inc. standards,
assisting Naphcare, providers of DSD medical and mental health services, with documentation needed for the National
Commission on Correctional Health Care (NCCHC) standards; and, responding to various requests for information, including
surveys, as required by the U.S. Department of Justice, Bureau of Justice Statistics , Prison Rape Elimination Act (PREA), the
American Jail Association, the ACA, and the U.S. Census Bureau.
27
PRISON RAPE ELIMINATION ACT
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 74 allegations for 2015.
AMERICAN CORRECTIONAL ASSOCIATION ACCREDITATION (ACA)
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 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.
RELIGIOUS SERVICES
The Chaplain’s Office supports religious programming utilizing 578 approved volunteers and providing the location for
religious services and programs. There are 58 evening and weekend services and religious programs available to the inmates.
This office provides documents to families of those incarcerated, for purposes of Temporary Guardianship, Power of
Attorney, General Permission Letters, 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 4 training and counseling Corrections Officers and 1 Corrections Sergeant. In 2015 there was one academy that graduated
29 new Corrections Officers.
28
Gender
Age
Race
Previous Bookings
in CCDC
Gang Affililiation
Aff.
Booking Classification
59,834 56,299
59,764 56,225
164
154
17,778 16,543
41,986 39,682
58
79
16,266 14,154
21,433 20,813
11,699 11,362
7,503
6,851
2,805
2,966
2,286
2,157
21,401 20,274
10,926 10,199
246
234
152
153
24,753 23,208
19,281 17,879
23,973 23,130
7,902
7,486
5,596
5,427
2,443
1,927
569
376
17
22
2,800
2,506
1,362
1,336
118
116
18
7
37
17
3
5
29
27
438
437
410
358
5,232
4,831
54,532 51,394
3,368
3,862
10,661
5,027
449
440
44,210 45,660
10
7
939
1,098
127
131
-
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
2015
2014
Category
-3,535
-3,539
-10
-1,235
-2,304
21
-2,112
-620
-337
-652
161
-129
-1,127
-727
-12
1
-1,545
-1,402
-843
-416
-169
-516
-193
5
-294
-26
-2
-11
-20
2
-2
-1
-52
-401
-3,138
494
-5,634
-9
1,450
-3
159
4
-
# Chg
-6
-6
-6
-7
-5
36
-13
-3
-3
-9
6
-6
-5
-7
-5
1
-6
-7
-4
-5
-3
-21
-34
29
-11
-2
-2
-61
-54
67
-7
0
-13
-8
-6
15
-53
-2
3
-30
17
3
-
% Chg
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
-
2014
%Total
Bookings
29
71
0
25
37
20
12
5
4
36
18
0
0
41
32
41
13
10
3
1
0
4
2
0
0
0
0
0
1
1
9
91
7
9
1
81
0
2
0
-
2015
%Total
0
0
0
-2
1
1
0
1
0
0
0
0
0
0
0
1
0
0
-1
0
0
0
0
0
0
0
0
0
0
0
0
0
1
-9
0
7
0
0
0
-
%
Chg
-
-
2015
4,149
3,857
634
3,223
14
898
1,384
828
542
191
113
1,451
798
16
4
1,475
703
1,734
681
535
188
16
2
363
197
13
3
4
1
3
58
59
703
3,155
13
1,476
130
1,401
2
332
119
385
2014
#Chg
%Chg
4,007
-142
-3
3,759
-98
-3
634
0
0
3,125 -98
-3
19
4
31
853 -45
-5
1,359 -25
-2
810 -17
-2
502 -40
-7
227
35
18
120
8
7
1,437 -14
-1
730 -68
-9
12
-4
-22
7
3
75
1,452 -23
-2
707
5
1
1,775
41
2
650 -31
-5
471 -65
-12
144 -44
-23
12
-4
-25
2
0
-20
293 -70
-19
178 -19
-10
10
-3
-25
2
0
-16
2
-2
-46
1
0
10
3
0
-9
46 -12
-21
47 -12
-20
584 -119
-17
3,175
21
1
1 -12
-92
738 -738
-50
156
26
20
1,955 554
40
92
90
4661
343
11
3
120
2
1
354 -31
-8
2015
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
2014
%Total
17
83
1
23
36
22
13
6
3
38
19
0
0
39
19
47
17
13
4
0
0
8
5
0
0
0
0
0
1
1
16
84
0
20
4
52
2
9
3
9
2015
%Total
Average Daily Population
0
0
0
-1
0
0
-1
1
0
1
-1
0
0
0
1
2
0
-1
-1
0
0
-2
0
0
0
0
0
0
0
0
-3
3
0
-19
1
16
2
1
0
-1
%
Chg
-
2015
Residency
Arresting Agency
Severity
High Chg
Category of Highest Charge
Severity
Severity
Avg Chgs Per Bkg
Felony
Gross Misdemeanor
Misdemeanor
Average Length of Stay (ALOS) in days
Felony
Gross Misdemeanor
Misdemeanor
All Charges
Financial and business related crimes
Crimes by or against state or local government
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
Warrants or other holds
Not Coded
Controlled substances & other drug related crimes
Crimes against public health, safety and welfare
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
Category
2015
# Chg
52,140 49,258 -2,882
3,976
3,481
-495
757
613
-144
2,891
2,873
-18
785
717
-68
1,094
806
-288
3,081
2,921
-160
283
269
-14
47,346 44,559 -2,787
3,070
3,051
-19
170
293
123
3,814
3,502
-312
121
107
-14
22,501 21,790
-711
2,109
1,794
-315
35,154 32,641 -2,513
10,276 10,443
167
10,173
9,188
-985
3,703
3,509
-194
8,504
7,726
-778
1,106
1,231
125
86
76
-10
1,305
1,176
-129
51
28
-23
3,503
3,345
-158
4,153
3,351
-802
84
103
19
126
188
62
14
7
-7
219
154
-65
11,517 10,985
-532
1
1
0
4,938
4,698
-240
6
16
10
172,937 160,365 -12,572
2.9
2.9
0
57,540 54,496 -3,044
8,430
7,227 -1,203
106,967 98,642 -8,325
23.3
25.1
2
46.0
49.2
3
32.7
34.4
2
8.3
8.4
0
2014
-6
-12
-19
-1
-9
-26
-5
-5
-6
-1
72
-8
-12
-3
-15
-7
2
-10
-5
-9
11
-12
-10
-45
-5
-19
23
49
-50
-30
-5
0
-5
167
-7
-1
-5
-14
-8
8
7
5
1
% Chg
34
5
62
-
-
88
6
1
5
1
1
5
0
79
5
1
6
0
39
3
58
19
16
6
14
2
0
2
0
6
6
0
0
0
0
20
0
8
0
2015
%Total
33
5
62
87
7
1
5
1
2
5
0
79
5
0
6
0
38
4
59
17
17
6
14
2
0
2
0
6
7
0
0
0
0
19
0
8
0
2014
%Total
Bookings
-
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
-1
1
-1
0
0
0
0
0
0
0
-1
0
0
0
0
0
0
0
0
%
Chg
-
2015
-
3,612
119
34
92
12
130
244
40
2,898
412
14
96
11
2,670
334
853
1,380
999
83
484
81
3
11
1
106
81
2
17
1
4
131
1
476
1
2014
-
3,500
119
25
115
11
115
201
31
2,807
434
3
102
50
2,737
297
725
1,465
853
86
374
91
2
8
1
98
85
2
28
1
4
168
1
494
3
2015
-
-112
0
-9
23
-2
-15
-43
-10
-90
22
-12
6
39
67
-37
-128
85
-146
3
-111
10
-1
-3
0
-8
4
1
11
0
0
38
0
18
1
#Chg
-
-
-
-
-3
0
-27
26
-14
-11
-18
-24
-3
5
-82
6
353
2
-11
-15
6
-15
3
-23
13
-31
-29
-15
-8
5
46
66
-6
13
29
0
4
111
%Chg
-
-
94
3
1
2
0
3
6
1
75
11
0
2
0
69
9
22
36
26
2
13
2
0
0
0
3
2
0
0
0
0
3
0
12
0
2014
%Total
-
-
93
3
1
3
0
3
5
1
75
12
0
3
1
73
8
19
39
23
2
10
2
0
0
0
3
2
0
1
0
0
4
0
13
0
2015
%Total
Average Daily Population
-
-
-1
0
0
1
0
0
-1
0
0
1
0
0
1
4
-1
-3
3
-3
0
-3
0
0
0
0
0
0
0
0
0
0
1
0
1
0
%
Chg
-
-
2015
Released to:
Release Type:
2014
59,762
59,645
4,057
1,175
145
882
528
392
56
204
3,952
1,207
46,345
410
292
6,058
11,968
137
2,365
2,464
3,066
2,443
184
885
1,105
0
96
646
3
5,181
1,036
12
3
200
62
307
3,885
318
14,465
2,508
248
Category
Official Release Totals
iTAG Release Totals
City of Las Vegas
Extradition
Federal
Henderson
House Arrest
Immigration
Juvenile
Lakes Crossing/Stein
Nevada Dept. of Corrections/Boot Camp
North Las Vegas
Out/Adm(Deceased)
Parole & Probation/Casa Grande
Program (Scram/drug program)
Admin/Intake OR
Bail/Bond Posted
Case Closed
CCDC OR
CIT OR
Court Order Release
DA Release
Detainer
Dismissed
Extradition
Initiatives
Miscellaneous
No Charges Filed
Not Guilty
Own Recognizance
Parole & Probation
Rel to Feds
Rel to Immigration
Rel to Lakes Crossing/Stein Facility
Rel to Local Jail
Rel to Mental Health
Rel to NV Dept of Corrections
Rel to Program
Sent/Fined/Time Served/Credit Time Served
Statutory Release
Will Not Extradite
204
51
432
4,239
298
11,501
2,086
197
56,643
56,522
4,065
1,151
116
776
234
5
75
205
4,290
1,237
43,715
413
240
6,634
11,154
147
1,554
2,581
4,408
1,779
320
688
1,057
103
50
984
1
4,873
1,165
16
2015
-3,119
-3,123
8
-24
-29
-106
-294
-387
19
1
338
30
-2,630
3
-52
576
-814
10
-811
117
1,342
-664
136
-197
-48
103
-46
338
-2
-308
129
4
-3
4
-11
125
354
-20
-2,964
-422
-51
# Chg
-5
-5
0
-2
-20
-12
-56
-99
34
0
9
2
-6
1
-18
10
-7
7
-34
5
44
-27
74
-22
-4
NC
-48
52
-67
-6
12
33
-100
2
-18
41
9
-6
-20
-17
-21
% Chg
7
2
0
1
1
1
0
0
7
2
78
1
0
10
20
0
4
4
5
4
0
1
2
0
0
1
0
9
2
0
0
0
0
1
7
1
24
4
0
2014
%Total
Bookings
7
2
0
1
0
0
0
0
8
2
77
1
0
12
20
0
3
5
8
3
1
1
2
0
0
2
0
9
2
0
0
0
0
1
7
1
20
4
0
2015
%Total
0
0
0
0
0
-1
0
0
1
0
0
0
0
2
0
0
-1
0
3
-1
0
0
0
0
0
1
0
0
0
0
0
0
0
0
1
0
-4
-1
0
%
Chg
2015
-
-
2015
-
2014
-
-
#Chg
-
-
-
%Chg
-
-
2014
%Total
-
-
2015
%Total
Average Daily Population
-
-
%
Chg
-
-
2015
Status
Crime Category
At Least 1 Charge of:
#of Prev Bookings
within 1 year
2014
Average Daily Population (No 2014 data for comparison)
Pretrial
Sentenced to NV Dept. of Corrections
Sentenced to CCDC
A
‐
B
‐
C
‐
D
‐
E
‐
G
‐
I
‐
M
‐
W
‐
Z
‐
(blank)
‐
No Bail
‐
Domestic Violence
‐
DUI
‐
Violent Crime
‐
Sale/Trafficking a Controlled Substance
‐
Parole Violation
‐
Probation Violation
‐
0
‐
01-05
‐
06-10
‐
11-20
‐
21-50
‐
Category
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
-
2015
-
# Chg
-
-
% Chg
-
2014
%Total
Bookings
-
2015
%Total
-
%
Chg
-
2015
-
2014
2,749
175
835
493
1,336
211
102
62
294
4
717
492
35
15
2,781
480
182
1,875
238
51
618
1,820
1,904
29
5
1
2015
-
#Chg
-
-
%Chg
-
2014
%Total
73
5
22
13
36
6
3
2
8
0
19
13
1
0
74
13
5
50
6
1
16
48
51
1
0
0
2015
%Total
Average Daily Population
-
%
Chg
2015