HomeMy WebLinkAbout2003-009 - / 03
I N A L
HIC. I
CONTRACTING AGREEMENT 03- 0 d 7
BETWEEN
CARTER GOBLE ASSOCIATES, INC.
AND
INDIAN RIVER COUNTY
THIS CONTRACT, entered into this 14th day of January 2003, is between Indian River
County (hereinafter referred to as the "County") and Carter Goble Associates, Inc., a
Corporation (hereinafter referred to as the "Consultant").
WITNESS THAT:
WHEREAS, the County desires to engage the Consultant to render certain technical and
professional services, as specified in this Contract and in Exhibit A, Scope of Work
attached hereto and made a part hereof by this reference.
WHEREAS, the Consultant is willing and able to perform this Contract.
NOW THEREFORE, the parties hereto do mutually agree as follows:
ARTICLE 1: ENGAGEMENT OF THE CONSULTANT
The County hereby agrees to engage the Consultant and the Consultant agrees to
furnish and deliver all services and products herein set forth in Exhibit A and as mutually
agreed.
ARTICLE 2: PURPOSE AND SCOPE OF SERVICES
The Consultant shall do, perform, and carry out in a satisfactory professional and proper
manner as determined and approved by the County the services as specified in Exhibit
A.
The County may engage the Consultant to perform additional services beyond the
Scope of Services. If additional services are requested, the County and Consultant shall
agree in writing to the scope and price of the additional services prior to Consultant
performing any additional services.
ARTICLE 3: TIME OF PERFORMANCE
The term of this contract shall begin upon execution of this contract by the County and
shall end 4 months thereafter. The contract period may be extended subject to mutual
agreement by both parties and documented by a written signed amendment. It is
specifically understood that the Consultant will not be liable for schedule delays that may
result due to actions or inaction of the County and circumstances beyond the control of
the Consultant.
ARTICLE 4: COMPENSATION
A. The County shall pay the Consultant a fixed price professional fee of Seventy
Four Thousand Seven Hundred Seventy Five Dollars ($74,775) to cover all
professional labor costs and direct and indirect expenses for travel, printing,
faxes, overnight mail, etc. In any case this amount shall be the maximum
amount paid by the County to the Consultant for all work hereunder as called for
in Exhibit A. A ten percent (10%) Retainage shall be withheld by the County until
all of the Consultant's work is completely accepted by the County. The County
will be invoiced monthly on a percent completed by task basis. Invoices are due
and payable in accordance with the Florida Prompt Payment Act, F.S. Section
218.70 et seq.
Task 1 $15,509
Task 2 $19,940
Task 3 $ 8,862
Task 4 $ 9,970
Task 5 $20,494
Total $74,775
B. Any additional work that may be requested by the County which is beyond the
Scope of Services will be negotiated for and compensated as agreed by the
parties.
ARTICLE 5: EQUAL EMPLOYMENT OPPORTUNITY
In connection with the execution of this Contract, the Consultant shall not discriminate
against any employee or applicant for employment because of race, religion, color, sex,
disability, or national origin. The Consultant shall take affirmative action to insure that
applicants are employed, and that employees are treated during their employment,
without regard to their race, religion, color, sex, disability, or national origin. Such
actions shall include, but not be limited to, the following: employment, upgrading,
demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates
of pay or other forms of compensation; and selection for training, including
apprenticeship. The Consultant shall comply with all the requirements of Title 21, USA,
Chapter 5, Subchapter 6, relating to fair employment practices to the extent applicable.
A similar provision shall be included in any and all Subcontracts.
ARTICLE 6: GENERAL TERMS AND CONDITIONS
A. Any changes, amendments or extensions of this contract, which are mutually
agreed upon by the parties hereto, shall be incorporated in written amendments
attached to this Contract.
B. Any end product or by-product of professional service accomplished by the
Consultant under this Contract shall be and remain the property of the County,
but may be used and published by the Consultant.
C. This Contract may be terminated, prior to the end of the term specified in Article
3 by either party by giving written notice of such termination, and on such date,
compensation under this Contract shall likewise be terminated. Should this
Contract be terminated by either party, all finished or unfinished products of
professional service, including all notes, working papers, etc., shall be the
4
property of the County, and the Consultant hereby agrees to, within ten (10) days
after termination of this Contract, make any such disposition of the property as
the County may direct. In the event of termination, the Consultant will be
compensated, as called for in Article 4 herein, for costs incurred through and
including the date of termination.
D. The Consultant agrees to maintain complete and accurate books and records, in
accordance with sound accounting principles and standards, ("Books") with
respect to all services and the related costs under this Contract. These Books
shall be maintained for three (3) years following Final Payment under this
Contract. In addition, the Consultant shall comply with the provisions of Chapter
119, Florida Statutes (Public Records Law) in connection with this Contract.
E. This Contract incorporates and includes all prior and contemporaneous
negotiations, correspondence, conversations, agreements, and understandings
applicable to the matters contained herein and the parties agree that there are no
commitments, agreements, or understandings concerning the subject matter of
this Contract that are not contained in this document. Accordingly, it is agreed
that no deviation from the terms hereof shall be predicated upon any prior
representations or agreements, whether oral or written. It is further agreed that
no modification, amendment or alteration in the terms and conditions contained
herein shall be effective unless contained in a written document executed by both
parties.
F. All notices, demands, approvals, consents, and other communications required
or permitted under this Contract shall be in writing and shall be (as elected by the
person giving such notice) given by commercial overnight courier service; fax;
hand delivery; or mailed by registered or certified mail (postage prepaid) return
receipt requested to the following addresses:
CONSULTANT:
Carter Goble Associates, Inc.
1619 Sumter Street, 3rd Floor
Columbia, SC 29201
Attention: Steve Carter
Fax: (803) 779-8518
COUNTY:
1840 25th Street
Vero Beach, FL 32960-3365
Attention: Tom Frame
Fax: 772- 770-5095
Either party may change its address, for the purposes of this Contract, by written
notice to the other party given in accordance with the provisions hereof.
G. The Consultant is and shall be an independent contractor in the performance of
all work, services, and activities under this Contract and is not an employee,
agent or servant of the County. All persons engaged in any of the work or
services performed pursuant to this Contract shall at all times and in all places be
subject to the Consultant's sole direction, supervision, and control. The
Consultant shall exercise control over the means and manner in which it and its
employees perform the work and in all respects the Consultant's relationship and
the relationship of its employees to the County shall be that of an independent
contractor and not as employees or agents of the County. The Consultant does
not have the power or authority to bind the County in any promise, agreement or
representation other than such power or authority which is specifically provided
for in this Contract.
H. The obligations of the County under this Contract are subject to;the availability of
funds lawfully appropriated for its purpose by the Board of County
Commissioners of Indian River County.
I. The Consultant shall not pledge the County's credit or make it a guarantor of
payment or surety for any contract, debt, obligation, judgment, lien or any form of
indebtedness. The Consultant further warrants and represents that it has no
obligation or indebtedness that would impair its ability to fulfill the terms of this
Contract.
J. If any term or provision of this Contract or the application thereof to any person or
circumstance shall, to any extent, be held invalid or unenforceable for the
remainder of this Contract, then the application of such term or provision to
persons or circumstances other than those as to which it is held invalid or
unenforceable shall not be affected, and every other term and provision of this
Contract shall be deemed valid and enforceable to the extent permitted by law.
K. The County and the Consultant bind themselves and their respective successors
and assigns to the other party to this Contract with respect to all duties, rights,
responsibilities, obligations, provisions, conditions, and covenants of this
Agreement. The County and the Consultant agree that the Consultant shall not
assign, transfer, or delegate, either in whole or in part, its rights or duties under
this Contract without the prior written consent of the County. The County has the
absolute right to withhold or condition such consent. If the Consultant attempts to
assign, transfer, or delegate its rights or duties without the County's consent, then
the County may terminate this Contract, and any such purported assignment shall
be null, void, and of no legal effect whatsoever. Nothing herein shall be construed
as creating any personal liability on the part of any officer or agent of the County
who may be a party hereto, nor shall it be construed as giving any rights or
benefits hereunder to anyone other than the County or the Consultant.
L. The validity, interpretation, construction, and effect of this Contract shall be in
accordance with and governed by the laws of the State of Florida, only. Any and
all legal action instituted because of this Contract shall be instituted in Indian River
County, Florida. Any legal actions instituted under this Contract that are justifiable
in federal court shall be instituted in the Southern District of Florida. No remedy
herein conferred upon any party is intended to be exclusive of any other remedy
and each and every such remedy shall be cumulative and shall be in addition to
every such remedy given hereunder or now or hereafter existing at law or in equity
or by statute or otherwise. No single or partial exercise by any party or any right,
power, or remedy hereunder shall preclude any other or further exercise thereof.
ARTICLE 7: INSURANCE
The Contractor shall purchase from and maintain with a company authorized to do
business in the State of Florida with a Best Key Rating of A+ VI, all such insurance as
will protect the Owner against any and all claims for damages to persons or property as
a result of actions of the Contractor's operations under the Contract and for which the
Contractor may be legally liable, whether such operations be by the Contractor or by a
Subcontractor or by anyone directly or indirectly employed by any of them, or by anyone
for whose acts any of them may be liable.
Workers' Compensation — Consultant shall maintain workers' compensation to meet
statutory limits in compliance with Florida Law. This policy must include employers'
liability with a minimum of $100,000 each accident $500,000 disease policy limit, and
$100,000 disease each employee;
Commercial General Liability — Consultant shall maintain minimum limits of
$1,000,000 per occurrence combined single limit for bodily injury and property damage,
and contractual liability;
Business Auto Liability — Consultant shall maintain minimum limits of liability of
$1,000,000 per occurrence combined single limit for bodily injury and property damage,
including coverage for owned autos, hired autos and non-owned autos;
Special Requirements — Ten (10) days prior to the commencement of any work under
the contract, a certificate of insurance will be provided to the Risk Manager for review
and approval. The certificate shall provide the County be named as an additional insured
on both the general liability and auto liability policies: the County will be given thirty (30)
days notice prior to cancellation or modification of any stipulated insurance and such
notice shall be in writing by registered mail, return receipt requested and addressed to
the Risk Manager; it shall be the responsibility of the Consultant to insure that all
subcontractors comply with all insurance requirements;
ARTICLE 8: INDEMNIFICATION
The Consultant agrees to protect, defend, indemnify, and hold harmless the County from
and against any and all liability, damages, claims, suits, liens, and judgments, caused by
negligent acts of or injuries sustained by the Consultant.
IN WITNESS WHEREOF, the County and the Consultant have executed this agreement
as of the date first written above.
4UNTYY(signature) CONSULTANT (signature)
Kenneth R. Macht, Chairman Donald Boan, Business Manager
Board Gof��ty o ��%n s� Carter Goble Associates, Inc.
Attest:
Jeffrey K. Barton, Clerk of Circuit Court
b
Deputy Clerk
4rcu,nnWiRttorney
ved as to Form and Legal Sufficiency
J es E. Chan& r, County Administrator
Indian River Co. Approved Date
Administration }3
Legal r'
Budget (3 p3
Department T ? / 0.3
Risk Mgt.
Exhibit A
Scope of Services
A Master Plan for Jail Needs in Indian River County
The following proposed scope of services is organized into a series of inter-related components
designed to embrace all the diverse aspects of a criminal justice system analysis and to build a
planning guide for presentation to the Public Safety Planning Council. The proposal incorporates
all items identified in the solicitation 'Statement of Work' and details the depth of analytical
investigation considered necessaryto achieve an objective and sustainable strategy for the Board
of Commission and Sheriffs Office.
Phase I INVESTIGATION AND ANALYSIS
In order to compile the necessary data the following primary tasks and related sub-tasks will be
conducted.
Task 1.0 Population Evaluation and Forecasts
Task 1.0 has three parts with the overall aim of developing a forecast of the factors and
participants that will define management and space solutions for the criminal justice system. The
task will profile the system from a numerical point of view, defining general population trends and
specific growth factors in high-risk neighborhoods. The analysis will then shift towards
identification of the number and characteristics of participants in each component of the system.
The second part of Task 1.0 will be the modeling of the current system flow from reported arrest to
a return to the community. This part is critical to defining intervention points.
The last part will combine analytical and anecdotal information to project the future participants in
each component of the system. As the study progresses into subsequent tasks,these projections
may be modified to define the potential implications of alternative sanctions and services.
This task will be begin immediately upon authorization to proceed with a request for key
stakeholders in the criminal justice system to meet in a day-long session with the study team to
help set policy-level direction for the project(a Directions and Issues workshop) The study team
will organize a morning and afternoon session to focus on the various study areas including
Sheriffs and Police Departments, Courts, District Attorney, Public Defender, Probation and
Corrections.
The study team will send each of the invited stakeholder participants a summary listing of the
agenda topics with a brief statement about the possible nature of issues in each area to be
investigated. This paper will be distributed with sufficient lead-time to allow a review of the
material before the meeting.
Subtask 1.1 Profile the Criminal Justice System Demographic Base
As a part of defining the demographic profile of the criminal justice system participants at each
component level, the study team will also establish the socioeconomic profile of the community
with the aim of involving the community in defining the high risk factors that influence crime and
the consequence of crime.
An important community topic will be related to the most appropriate manner in which to develop
community awareness that solutions to crime must also"bubble-up"and not simply be"top-down"
answers. The aim of the community input in the development of the demographic base will be to
gain both involvement and support by engendering a sense of ownership through from the
problem stage to the solution. This task is designated as a sub-task to the initial 'Directional and
Issues' meeting because it will have an on-going role throughout the study period.
In conjunction with the community involvement program, the study team will accumulate a data
base for both the juvenile and adult components on the number of historical participants in each
agency of the criminal justice system, using existing data sources, such as:
♦ Reported crime, arrests/bookings and warrants from local and State law enforcement
agencies and the Uniform Crime Reporting program.
♦ Number of sworn and civilian law enforcement personnel from local agencies.
♦ Pretrial diversions, citations, and bail participants from local agencies.
♦ Filings, dispositions, time-to-trial, and case aging from the Court Administration and the
Administrative Office of the Courts.
♦ Caseload management methods from Court Services and interviews with judicial officials.
♦ Sentencing patterns and alternatives from Court records.
♦ Probation caseloads from the County Probation Department.
♦ Caseloads associated with the Offices of the District Attorney and Public Defender.
♦ A 10-year change in personnel in all of the criminal justice agencies from the County
Personnel Department and the individual agencies' annual budget requests.
♦ The 10-year budget for the above agencies from the County Administrator's Office.
As this database must be developed quickly, the study team anticipates and would seek
substantial assistance from the County staff in accumulating the historical information.
Subtask 1.2 Track the Offender through the System
The Consultant will model the flow through the system based upon the results of Sub-Task 1.1
and interviews with key participants. By modeling the flow a meaningful graphic representation of
how the system interacts and where the bottlenecks cause significant impact can be created that
easily understood and ideal for presentation purposes.
Initial interviews will be carried out in each division of the criminal justice system with department
heads and other members of staff to determine the numbers of participants and the methods of
processing defendants through each system component. More detailed insight into each
component agency/department's views of the flow process,barriers,and solutions will be obtained
during these interviews.
The result of this subtask will be a graphical representation of the flow through the juvenile and
adult criminal justice system and the identification of barriers to more efficient processing.
Subtask 1.3 Project growth in Adult and Juvenile Offender/Inmate Population
The data gathered in the previous tasks will be assembled and utilized in the production of a
series of forecasts and projections against a defined set of criteria established at the outset of the
study. The result of the computer-based analysis will provide projections covering the growth
expectations within each division of the juvenile and adult criminal justice system by component.
The forecasts and projections will be reviewed with the PSCC and agreement reached as to the
most appropriate for each Division or component. The resulting forecasts will be presented in
yearly increments for the first 5-8 years and thereafter in five-yearly increments unless otherwise
agreed, through the year 2025
Available forecast data from the County central administration or from individual criminal justice
component sources will be reviewed and assessed. As necessary, some of the information
collected may require re-validation due to the passage of time or as a result of some major
legislative or procedural change.
As the study progresses into subsequent tasks, the projections of demand may be modified as
alternative approaches are reached through a consensus—building approach. Even though
projections of arrests, filings, average daily jail population, and probation case loads will be
developed over a 20+year timeframe, the most reliable estimates are generally short-term (i.e.;
five years). The study team will work with the PSCC to prepare the forecasts in a manner that is
most beneficial to the County's long range planning and budgeting.
TASK 2.0 SYSTEM ASSESSMENT AND EVALUATION
Working from either an electronic database or from hard copy records as may be available, the
Consultant will build a comprehensive analysis of the following indicators:
♦ reported crime rates,
♦ arrests,
♦ court filings,
♦ sentence dispositions,
♦ commitments to incarceration,
♦ new commitments versus probation/parole violators,
♦ probation cases by type of supervision,
♦ numbers in community-based residential and non-residential programs both pre-trial/pre-
adjudicated and sentenced/post-adjudicated.
Concomitant with this data gathering for the System Analysis, information will be compiled
assessing the current operational methodologies and procedures employed within each
department, the staffing levels and the space available or required by which to accomplish the
current goals and objectives. Along with the data gathering process, an assessment of
operational impediments or bottlenecks will be made.
The thrust of this second of the task is to assess how effective the current juvenile and adult
systems have been in responding to growth demands for personnel, programs, and/or services.
Subtask 2.1 Review of Roles and Responsibilities of Components
This System Analysis will comprise two elements, including:
A review of the component department and its responsibilities, internal operational procedures,
staffing levels and space availability; and
An evaluation of the alternative and diversionary programs and services for which each division is
responsible.
The following provides an indication of the type of analysis that will be carried out but is
representative only and should not be construed as exclusive.
Sheriff and Police Departments: Arrest rate records over a 10 year period will be reviewed along
with diversions and other dispositions (street release). Arrest rates will be related to any
circumstances that may have had a causal effect such as a change in staffing levels, new or
revised legislation, etc. The review will address recent trends, disposition alternatives, policies
affecting future activities,the booking process,and the impact of specific activities(such as a DUI
crackdown) on other elements of the justice system. Staffing levels and policy changes, which
may have affected the numbers,will be highlighted.The effectiveness of the booking,arraignment
and bond processes ill be reviewed to assess effectiveness and efficiency.
Courts: Variations in caseloads and case flow will be assessed and changes in the number of
judgeships and other key staff within the Courts Administration will be factored into the
assessment. Time to trial and its effect on detention levels will be assessed along with the effects
of any innovations such specialty courts.
Probation and Diversion Programs: Within the adult Probation Department, special attention will
be given to the areas of similarity and to the areas of distinction between adults and juveniles in
order to quantify growth characteristics and trends. The review will monitor changes in the usage
of the different types of programs, both pre-trial/pre-adjudicated and post-sentence/post-
adjudicated to identify trends. Analysis will take account of the timing and reason behind the
introduction of the different programs. Review of the intensive supervision programs and other
intermediate sanctions will be addressed. Usage rates and success rates will be assessed.
Corrections: The Corrections operational analysis will involve a series of meetings and
discussions with staff together with a review of any existing forecasts and projections.
Admissions, length of stay and releases together with gender and status(adult or juvenile)will be
reviewed.An assessment of how Court activity affects the Average Length of Stay in jail (ALOS),
State DOC practice, legislative changes, effects of increased or decreased parole violator
numbers and the effect on local facility admissions will be made. The effect of mandatory
sentencing guidelines will be addressed during this part of the study. Profiles of the ALOS for both
pre-trial and for adjudicated offenders will be developed together with breakdowns of the different
custody classification levels and the potential impact of mandatory sentencing.
Offices of the District Attorney and Public Defender. Not only will caseload information be
accumulated and analyzed for these offices of the Court, but through interviews with key staff in
both offices, the operational parameters that define mission and process will be defined. The
effectiveness and efficiency of caseload management is largely influenced by the behavior of the
prosecution and defense. Therefore, every attempt will be made to define resource and/or
.procedural problems that contribute to delays in case processing. Both Florida AOC and the
American Bar Association guidelines on time for case disposition will be used to assess the
performance of the Court, to include the prosecution and defense.
The data thus collated will be analyzed initially by division to identify specific areas of critical
activity and then as a whole to provide an overview of the manner in which the system has grown
and how the emphasis may have shifted due to extraneous circumstances. Responsibilities for
different aspects and programs or services will be investigated to identify any potential
inefficiencies or duplications. Rates of growth will be documented for each separate division
within the criminal justice system so that the information may be used for more targeted
departmental investigation or analysis as necessary.
Subtask 2.2 Assess Component Effectiveness and Efficiency
An ancillary part of the System Analysis will involve a more detailed look at the programs and
services available within the system in an effort to quantify their usage and examine their
efficiency. Criminal justice policy will be reviewed to understand the evolution to today's situation
and what attempts have been made to reduce case processing time, reduce jail admissions and
length of stay, or the use of incarceration versus local sanctions and supervision. The"intent"of
legislation and policy will be compared to the implementation results as evidenced by available
documents and historic data.
s
Apart from the core elements of the criminal justice system itself (Sheriff and Police, Courts,
Probation, Corrections, Prosecution, and Defense) which will be subject of the Task 2.2
Operational Analysis, the current organizational conditions, capacity and capabilities of each
program will be inventoried with historic trend operating and financial data. The general target
populations of each program;their overall supervision and/or rehabilitative/treatment objectives;
and performance record will be profiled for a minimum five-year period as available.The impact of
legislation and case law will be reviewed during this period of the study both in terms of results
and potential for change.
This element of the study will clearly describe the effect each component has on the management
of the criminal justice system and how the activities and interaction affect or impact other
components.
Subtask 2.3 Identify Coordination Opportunities
As a part of the initial analysis, a technology review will be made to define the basic computer-
based coordination programs that are currently in effect. Since an earlier subtask will have
produced a "model' of the adult system flow, the analysis of existing methods and policies for
coordination will be easily identified. Interviews will be conducted and policies reviewed to define
the current coordination practices.
After developing an understanding of the existing methods for coordination and information-
sharing, the Consultant will identify a range of options for greater information sharing that should
be considered.
Subtask 2.4 Recommend Improvement Options for Coordination
The Consultant will use existing reports and records, which describe and profile data on existing
programs throughout the County. This procedure will accurately identify all types of community-
based, institution-based, and private provider programs and services available as well as gaps,
which may exist in the continuum of services, needed to meet the projected demand. Aspects to
be reviewed include:
Availability of intensive supervision, community service work, work release, short-term
incarceration, intermittent sentencing, boot camps, victim restitution, violators day reporting
centers, restitution centers, DUI facilities/programs, electronic& voice monitoring/house arrest,
and residential facilities;
♦ Perceived gaps within the model local continuum of justice services;
♦ Consolidation/coordination/centralization potentials for field services in relation to
community corrections (organizational options);
♦ Use and acceptance of contracting for corrections (community-based & institutions);
♦ Areas where technical assistance may be required to enhance and/or expand local
programs; and
♦ Areas where advocacy and education may be required to gain support for the expansion of
community programs.
After the results are analyzed,the study team will conduct a focus group workshop in order to help
clarify, confirm and expand on the study findings.
TASK 3.0 SPACE USE EVALUATION
As the data is being gathered and analyzed for each component of the juvenile and adult system,
the Consultant will also be completing a survey of existing space for each component. This survey
will establish the baseline from which projections of new space requirements will be compared.
Subtask 3.1 Inventory Existing Criminal Justice Facilities
At the same time that investigative work proceeds, the study team will also make an assessment
of the conditions and potentials of the County's existing facilities. With facilities information
obtained form the planning and facility services staff of the County;the study team will develop an
inventory summary of each criminal justice facility. The study team will make a first-hand
inspection of all facilities, supplemented by photographs and in the case of the correctional facility
these will be augmented by as available architectural construction documents. General standards
for physical plant conditions derived from Florida and American Correctional Association
guidelines will be used as a general guideline for assessing the conditions,future life expectancy,
capacity, expansion capability, and security and custody levels appropriate for the correctional
facility together with State and National Standards as appropriate.
The assessment of non-correctional agencies will use either County-developed guidelines to
compare existing spaces or other space guidelines that reflect examples of general best practice.
The facility survey is meant to determine allocations,general conditions, and potential useful life.
It is not a detailed engineering analysis from which design documents could be developed.
A "spreadsheet" will be prepared that defines existing space by component and the general
condition. As additional information is completed, this will be added to each component's facility
evaluation form. A copy of such a form is shown at the end of the proposal in the section titled
"Reports and Other Documentation."
Review Workshop and/or Community Presentation
Following through with the defined strategy for the involvement of the community groups and key
stakeholders in the criminal justice system, the results of the system demand outlined in Phase I
will enable the study team to concentrate resources in the more detailed study of needs and
alternatives in Phase II.
At the workshop, an overview will be presented of the current state of the criminal justice system,
the perceived problems, inadequacies and inefficiencies, and the path of further investigation to
be followed. Input will be sought from all members of the group. The study team will begin the
process of developing a sense of ownership, not only with component managers and key
stakeholders, but also with the community at large, in the purpose, direction, and intent of the
study. The focus group meeting will also give an overall reading on the likely sociopolitical
acceptability of any possible major decision on community-based corrections.
PHASE II RECOMMENDATIONS, COSTS, and IMPLEMENTATION STRATEGIES
With the description of the Indian River Criminal Justice System completed in Phase I, the
emphasis will shift to testing options to manage future grwoth.
TASK 4.0 PROGRAM REVIEW
Thus far in the study process the emphasis will have been upon the evaluation of the dynamics of
the criminal justice system and the forecast of potential future needs. A major concern, as the
study begins to consider qualitative aspects of the services and programs delivered, will be the
effectiveness of the system. The following series of tasks disaggregate the juvenile and adult
system components into discreet services and establish a baseline for defining quality of these
services and then address methods of managing towards the accomplishment of the quality
parameters.
Subtask 4.1 Review Alternatives to Traditional Services
The Consultant will present recommendations for any alternate sanctions,alternate forms of pre-
trial supervision, or diversion options found to be potentially feasible for Indian River County. The
results of the needs and issues identification in Phase I will provide the basis for such
recommendations. Before developing any recommended implementation guidelines, the
Consultant will review any proposed alternatives with the PSCC and all relevant criminal justice
system officials to gain consensus concurrence to seek implementation.
For those alternatives accepted, the Consultant will develop operating, staffing, and cost
guidelines, as well as conceptual program descriptions that will serve as basic implementation
guides for whichever agency(ies)will be responsible for each particular alternative. If programs
are available that can cost effectively divert offenders from incarceration,the potential numbers of
diversions will be estimated so that a comparative benefit/cost assessment can be made.
The evaluation of alternative services will be aimed at the incarceration stage of the criminal
justice system, but by no means will be the only focus. For example,the assessment will analyze
alternative services from street citations in lieu of arrest; alternative dispute resolution in lieu of
court.proceedings;and peer, rather than trial, courts to make certain that the future criminal justice
system uses scarce resources on defendants that are the greatest risk to the community. This by
no means that justice will be reserved for the most dangerous, but is intended to indicate that in a
typical system, too often equal resources are expended for minor as well as the most serious
offenders. Alternative sanctions are available that can assure that the highest priority is given to
those services that insure public safety.
Subtask 4.2 Recommend the Mix and Balance of Preferred Programs
At this stage, sufficient data will have been gathered for a mix of optional programs and services
to be identified throughout the system such that priorities can be set as to the strategy for the
Master Plan. The study will define a range of alternative programs and services; the potential
participant levels;the cost of implementation; and the benefits anticipated. This information will be
compared to the "status quo" so that decision-makers and stakeholders will understand what is
gained as well as well as what is lost in any changes in the current methods of service delivery.
Included in the Consultant's assessment of the balance of programs will be the determination of
any further detention requirements and the potential for substituting alternative community
corrections programs such as half-way houses, day reporting centers, and substance treatment
centers in lieu of incarceration. The utilization of private service providers will be factored in to the
assessment for both adults and juveniles.
An interim report will be submitted to the PSCC to document the findings on program alternatives
r
and explain any specific aspects requiring clarification or amplification. Once the PSCC has
approved the report on the optional programs and services, the study team will develop the
implementation plans for the various elements and options approved to be included in the Master
Plan.
TASK 5.0 POPULATION MANAGEMENT PLAN
In Task 4.0, the Consultant will identify alternative programs and services that are financially,
culturally, and politically appropriate for Indian River County.A balance of potential programs will
be recommended and approval sought from the stakeholders.
With this direction, Task 5.0 will develop a strategic plan for implementing an offender
management plan that identifies the specific program(s) for each component; the responsible
party(ies)for implementation; the anticipated cost; and the timeframe for implementation. A key
element of this task will be the development of the correctional facility expansion options and the
impact of each option on the other system components.
Subtask 5.1 Recommend System Improvements for Offender/Inmate Management
For each program or service delivery alternative approved for consideration, a general plan and
descriptive profile will be developed. Each program, service and/or facility type will have a general
implementation plan, which will provide the following elements:
♦ Target offender populations;
♦ Programmatic goals, objectives and policies;
♦ General programmatic needs;
♦ Mission, capacity and needs/changes if applicable;
♦ Implementation requirements to include staff and space needs;
♦ Preliminary estimates for start-up and annual operating costs (and capital if applicable);
and
♦ Guidelines for on-going local planning input, program monitoring and evaluation.
This task is one of the most critical in that the future vision of the criminal justice system will be
defined in sufficient detail to have each component stakeholders evaluate the feasibility of making
the necessary changes and the resources that will be required to shift priorities to achieve a more
balanced criminal justice system. The impact of each alternative considered will be assessed to
identify the fit with the system objectives and budgetary constraints established by the County.
Subtask 5.2 Define Most Effective System Implementation and Management Strategy
With an alternative system defined, the focus in the study will shift towards defining the most
effective methods of managing the future criminal justice system. The challenge of this task is to
1)find the desired balance, and 2) achieve agreement that a level of coordination is feasible that
improves service delivery while assuring independence.
•
The Consultant will concentrate on the elimination of barriers that impede vital information flow
between the components and establish a technological basis and managerial function that is
aimed at reducing duplication and inefficiency in the system. Beyond identifying the opportunities
for management improvements, the study team will recommend the management changes that
will be necessary within each component. The Consultant will document the opportunities for a
more efficient system through management and organizational changes and recommend specific
roles and responsibilities in achieving the management changes.
Each recommended improvement option will be factored into the overall growth management plan
based on a prioritized level of need in conjunction with budget limitations.The impact of changing
priorities will be examined so that a clear understanding emerges of how each planned strategy
will affect the incarceration numbers or other aspects of the system as a whole.
Subtask 5.3 Define the Objectives and Cost for Implementation
Once the implementation plans are developed and approved by the PSCC, an overall estimation
of costs inclusive of facility needs and program services together with a projected general budget
target will be developed. A computerized "spread sheet"general budget guide who includes an
annual inflation assumption will be prepared. General cost estimates and budget
recommendations will be identified clearly by specific programmatic element and where applicable
by institution or residential facility in order to be able to assign logical funding sources and to
allocate cost responsibility between various agencies. Both short and long-term priorities and
options will be clearly illustrated.
All elements of the plan will be summarized in a recommended priority order with a suggested time
schedule for implementation of each element. The approximate beginning and completion dates
for each element will be given and summarized in a chart format as well so that each element can
be visually considered in relation to all other elements. With consultation from County Board of
Commissioners and PSCC members regarding the County's projected overall annual budget
capacity from year to year,the study team will examine the recommended improvements budgets
in relation to funding and finance capacity. Scheduling and priority assignments may then be
adjusted as desired to match probable overall budget capacity limits. The schedule and priorities
will be reviewed with the Committee to develop a consensus about the optimum preferred
sequencing of all plan elements
Review Workshop/Presentation
Following the completion of the development options,another workshop meeting will be scheduled
for the review of findings prior to finalization and submission. This meeting will discuss specific
issues with individual groups.
Subtask 5.4 Develop General Space Programs
Using the results of the detailed personnel and space needs forecasts the study team will develop
the next level of planning detail consisting of block space programs through the 2025 horizon.
While these programs will not be detailed pre-design facility programs it is necessary to develop
accurate estimates of spatial sizes, general adjacencies and general conditions needed to be able
to determine realistic facility sizes and footprints for testing on site. The general programs will
include space tables that will allow the development of facility concept drawings to be used to
conduct thorough evaluations of all feasible combinations and options.
D
Subtask 5.5 Prepare Correctional Facility Development Concept Plans
For each expansion option considered,the Consultant will prepare concept drawings of potential
building footprints, stacking and massing diagrams, overall site development, future expansion
potentials, and access/circulation patterns. These drawings will allow the feasibility testing of all
sites considered and the portrayal of each project's potential visual impact on its surrounding
neighborhood. Short-term options of a temporary nature will be described along with the
operational impact and issues that may need to be addressed in maintaining continuous operation
of the facility.
Subtask 5.6 Prepare Preliminary Project Cost Estimates
Once the concept plans are completed the study team will be able to prepare as set of preliminary
construction and project cost estimates for each of the site development schemes considered and
any variations within each option category. At this level of planning the primary method of cost
estimation will be on a square footage basis. Where feasible general building components or
divisions will be used to develop alternate estimates for comparison. Estimates for other project
costs (site acquisition, site preparation, testing,fees, FF&E, escalation, contingency, etc.)will be
added to the construction estimates to give the County a complete picture.
Review Workshop
Upon completion of all technical analyses of the site development schemes and any options under
each scheme the Consultant will prepare a consolidated report of findings and recommendations
suitable for public distribution. An executive summary document and presentation graphics will
also be prepared to use in both in-house and public reviews.One or more public presentations will
be made to inform County residents of the nature and magnitude of the long-range capital project
that may result from the planning study. The Consultant will be prepared to make an in-house and
public presentation to gain input from elected and appointed officials, staff and interested
residents.
The results of these reviews and presentations may prove helpful in defining the most locally
feasible direction for such a major project and to make refinements during rather than just at the
end of the planning process.
ALABAMA ADULT C , NS MASTER PLAN
CORRECTION . TY ASSESSMENT GUIDE
NAME OF FACILITY:
DATE VISITED:
PERSON COMPLETING ASSESSMENT:
PERSON(S)VISITED:
The purpose of the on-site inspection is to: 1)clearly and accurately Jdentify deficienciesneeding correction and the potential for sustaining and/or
expanding the facility;and 2)werl#y that#lay""Major lnstitutlons data:,Survey"obtained earlier is-accurate and complete: The general-viability,operating,
conditions,effectiveness;efficiency,=safefy-and secUrttyneeds,and future life expectancy of the physical plant need to be confirmed:-These findings and
professional judgments will:be used=.in conjunction witti:the"faciiity data and measurements.cdllected earlier, Each facility's adopted correctional mission
and value as one:componenf,of a State-wide eorrectlonatsystem must be validated. Tb do so,the on-site visits should start with an interview with the
Warden,:followed'by"a tour of all parts 6 th'e facility,-"During the interview and tour, the consultant will need to discuss and document the following
questions,some df,"Ich may be.supplemented by review of DOC data and records,
A. DESCRIPTION,MISSION,AND PROGRAMS
Describe the facility in general, its specific mission, and inmate programs and services that support the mission and its role in relation to
the total DOC system
B. HOUSING UNIT DESCRIPTIONS AND INMATE SUPERVISION METHODS
If the facility is organized in distinct housing units with different custody and/or security conditions and/or functions, provide a description
of each and confirm by housing unit that the operational design and actual practice regarding whether inmate supervision is direct,
indirect,intermittent,remote observation,etc. Also,confirm the accuracy of the"Major Institutions Data Survey."
C. CAPACITIES,CONDITIONS AND CONSTRUCTION TYPE
Confirm the official design capacities for both housing and support components as provided on the "Major Institutions Data Survey"and
specify the type of construction used and general functional area variations.
Carter Goble Associates,Inc. October 2002
MA
T CORRECTIONS Correctional Facility Assessment Guide
' #`,t�3��ER PLAN
` V
PHYSICAL PLANT STATUS,CONDITIONS,AND DEFICIENCIES
In the interview and walking inspection tour, identify and document adequacies and any deficiencies by component area. Scoring should
be entered for each item using a scale of 0 to 5, with 0 being totally unacceptable and 5 being totally acceptable. Also, include a brief
comment where appropriate,especially for any deficiencies.
HOUSING,UNITS
Score each item. Scoring: O=Totally Unacceptable;5=Totally Acceptable
SCORE SCORE
1. Sleeping cells,dorms,or rooms 11. Writing surface/desk and chair/stool access
2. Dayrooms and furnishings 12. Private interview/counseling rooms
3. Natural light access 13. Group activity/multi-purpose rooms on unit
4. Interior lighting 14. Recreation/leisure activity spaces
5. Air circulation/exchange 15. Housing officers'station and location
6. Temperature control(680-84°all seasons) 16. Supervision sight lines
7. Toilets(1:12 males, 1:8 females) 17. Life safety
8. Showers(1:8) 18. Acoustics
9. Lavatories(1:12) 19. Personal property storage
10. Drinking fountains(1:75) 20. Inmate phones
Carter Goble Associates,Inc. October 2002
QAMA Correctional Facility Assessment Guide
U J CORRECTIONS
t +IASTER PLAN
INMATE ACTIVITIES AND PROGRAM AREAS
Score each item. Scoring: O=Totally Unacceptable;5=Totally Acceptable
SCORE SCORE
1. Programs and rehabilitative services 6. Work programs
2. Recreation indoors 7. Industries
3. Recreation outdoors 8. Counseling
4. Education 9. Visiting
5. Vocational training
SUPPORT SERVICES
Score each item. Scoring: O=Totally Unacceptable;b=Totally Acceptable
SCORE SCORE
1. Medical care 4. Commissary
2. Food service 5. Laundry(#/capacity of washers and dryers)
3. Inmate dining 6. Inmate clothing and hygiene issue
Carter Goble Associates,Inc. October 2002
AMA Correctional Facility Assessment Guide
�tS
T CORRECTIONS
TER PLAN
FACILITY ADMINI°STE2ATION
Score each item. Scoring: O=Totally Unacceptable;5=Totally Acceptable
SCORE SCORE
1. Public access 4. Office space
2. Staff parking 5. Records storage
3. Visitor parking 6. Hearing room available
STAFF-SUPPORT
Score each item. Scoring: O=Totally Unacceptable;5=Totally Acceptable
SCORE SCORE
1. Muster room 4. Toilets
2. Training 5. Dining
3. Lockers and Showers 6. Break Room
Carter Goble Associates,Inc. October 2002
f n
0B1
AMA Correctional Facility Assessment Guide
T CORRECTIONS
t-. ASTER PLAN
"6 SEt U OPE 1 #TIONS'AND SYSTEMS
Score each item. Scoring: O=Totally Unacceptable;5=Totally Acceptable
SCORE SCORE
1. Security operations/shift command center 10. Life safety systems
2. Central control room 11. Armory(lethal and non-lethal equipment)
3. Housing and sub-area control rooms 12. Tactical equipment and storage
4. Perimeter security system 13. Locksmith
5. Pedestrian and vehicle entry/exit 14. Monitoring and detection systems
6. Locking types used 15. Circulation and site lines
7. Control of doors and sally ports 16. Outdoor lighting
8. Prisoner intake/transfer/release processing 17. Other(specify)
9. Yard security and zoning
Carter Goble Associates,Inc. October 2002
�. •,� AMA
Correctional Facility Assessment Guide
T CORRECTIONS
ASTER PLAN
FACILITY SUPPORT' INFRASTRUCTURE AND MAINTENANCE
Score each item. Scoring: O=Totally Unacceptable;5=Totally Acceptable
SCORE SCORE
1. Shipping/receiving/storage 6. Fire flow and expansion potential
2. Maintenance shops 7. Sanitary sewer system and expansion pot.
3. Mechanical/planVHVAC 8. Electricity and expansion potential
4. Emergency generators 9. Gas and expansion potential
5. Domestic water supply/expansion potential 10. Storm drainage and expansion potential
FACILITY FUTURE LIFE AND:EXPANSION POTENTIAL
Score each item. Scoring: O=Totally Unacceptable;5=Totally Acceptable
SCORE SCORE
1. Buildable land available(acres ) 4. Construction/building systems condition
2. Compatible with adjacent land uses 5. General expandability potential/limitations
3. Appropriate long-term location for mission
Carter Goble Associates,Inc. October 2002
rJAM
T CORRECTIONS Correctional Facility Assessment Guide
rpq4 STER PLAN
OVERALL SUMMARY ASSESSMENT AND RECOMMENDATIONS
Complete as soon after visit as possible.
1. Overall Facility Condition Rating
2. Immediate and Short-Term Action Plan(Now-4 years)
a. Value/Role/Mission
b. Operational/Staffing/Program Needs and Potentials
c. Physical Plant Needs and Potentials
3. Master Plan(5-10 years)
a. Value/Role/Mission
b. Operational/Staffing/Program Needs and Potentials
c. Physical Plant Needs and Potentials
Carter Goble Associates,Inc. October 2002