Challenging 2011

The Sebastian County Sheriff’s Department faced many challenges in 2011. The first and most pressing issue our department faced was the challenges at our Adult Detention Center.

In the past, the center faced multiple escapes, accidental releases, lack of computer and corrections technology, as well as the general deterioration of the facility itself. Jail overcrowding and all the problems that went with that had to be finally addressed. Working with other elected officials and the Quorum Court, the Sheriff Department and will now be receiving modern and updated technology for our detention center, as well as the rest of our department. This computer system will assist the deputies in the entire booking process including inmate tracking, reporting, case management, controlled and accurate release process, touch print, updated booking process, medical tracking and other areas.

Other challenges were discovering that 95% of all deputies’ protective body armor was expired. The expired body armor problem led to the daunting task of identifying multiple grants to pay for this and other needs of our staff. As a result we applied for and received over $111,000 in federal grants. We were able to utilize these funds without burdening the tax payer.

We also identified a lack of in service training for our deputies including ethical and professional conduct training. An immediate directive was issued to increase the training for all members of our department. As a result of this directive, each member of our department completed in-service training in areas of ethics and professional conduct, firearms, patrol tactics, responding to felony in the act calls, racial profiling and other areas of instruction. Our detention deputies increased their amount of in-service training in areas such as first aid, policy and procedure, suicide prevention, de-escalation tactics as well as use of force. Our department this year has had over 3,100 hours of in service training. Our detention center alone has also reduced the use of force incidents by 50% this year.

The reoccurring statement from our deputies and the public was to redevelop trust with the community and a sense of pride for our department and increase moral. We initiated the first ever Citizens Sheriff’s Academy. This course was an inside and behind-the-scenes look at the department and all divisions within. The Academy was an eight-week course that demonstrated various aspects of our department, including the patrol division ride along, crime scene investigation, information about our 911 communications center, as well as criminal and narcotic investigation our agency conducts.

All sessions were taught by departmental staff. This had a twofold objective: First was to educate the public about the large mission our department conducts and second was to instill a sense of pride and community involvement within the ranks of our department. The feedback received by both the citizens who attended the course as well as the staff was extremely positive.

Feedback received by the staff was that the existing uniform of the department was unsatisfactory. The uniform was a BDU or battle dress uniform. The uniform was hard to clean and keep pressed. It projected a more military field dress look. We wanted to get away from that type of image and appear more approachable to the community and less intimidating. The deputies were empowered to pick the type of uniform that they felt would project a more positive and professional look. The uniform that was chosen was more traditional law enforcement uniform of tan and green.

The departmental command staff was reorganized in an effort to streamline our ability to supervise and manage. Our command staff for the first time ever had a Departmental Leadership and Teamwork Retreat. The retreat focused on Servant Leadership and team building techniques. Leaders of our department focused on how to bring the staff to the next level of professionalism and how to empower the employees to strive for excellence.

It was also imperative that we develop a departmental creed and mission statement. One of our first tasks was to establish a mission statement committee. Our deputies on this committee were tasked with researching and determining the true mission of our department. It was important for our deputies to have a buy in and a sense of ownership when it comes to our mission of serving and protecting the community.

The following is our departmental mission statement: “Established in 1851, we have been serving Sebastian County proudly for over 150 years, committed to excellence and equality. We pledge to protect the public against the violence and disorder by investigating, pursuing and apprehending offenders. Our thoughts and actions are illustrated from a code of ethics and a sense of pride bound together with integrity and honor. We understand that the authority by which we operate is an affirmation of the public trust. We strive to work with the citizens to provide protection of life and property, preservation of peace and assistance to the community.”

The following is a list of positive changes we have made thus far.
• Jail Improvements
Four level redundant check list for release

Director of Inmate Management identifies non violent misdemeanor offenders. This reduces the population thus creates cost saving for department and saving tax dollars, classification system for all incoming inmates to reward good behavior and identify and restrict bad behavior.

Added a new Medical Director at a $ 25,000 reduction of the previous director.

Added four deputies and created a power shift after identifying heavy work period.

Researched technology for jail touch print, federally-regulated medical records management system, new and improved records system for internal intake and inmate management. Installing new computer system and technology for jail and corrections management software.

Established weekend visitation to free-up deputies during heavy work period

Increased training for all deputies (ethics and professional standards)

Reduced incoming illegal contraband by simply changing to post cards

Negotiated with food service, price saving of $40,000-$60,000 a year

Generated $3.7 million dollars in jail revenue

• Sheriff Department
Increased training in “ethics and professional standards”

Established a hiring procedure that includes written test, physical fitness test, interview board, CVSA, medical exam, psychological exam for all employees ( does away with the good ole boy hiring process)

Developed a mission statement and creed

Set up a beat system for patrol for quicker response and a more modern form of patrol tactics

Reviewing and modernizing our policies. 2008 was the last time policy was updated

Set up two-person policy regarding evidence destruction for accountability

Established a purchase policy where all bills and purchases must be reviewed ensuring the best price to save the tax payers dollars

Increased patrol by insuring they are focused on patrol not other duties such a serving civil or subpoena

Assigned an Operations Commander to supervise and review all field operations within the department

Established the first Citizens Sheriff’s Academy

Applied for and received in grants

Established two K9 units

Replaced 95% of protective body armor that was expired

Leadership and teamwork retreat for command staff

Installing computer aided dispatch and new records management for entire department

Courtroom Security training for all bailiffs

We have worked hard to improve the operations and the image of the Sebastian County Sheriff Department. The men and women who work hard each and every day to make our community safe have done an outstanding job this year. All the improvements that have been made could not have been possible without the cooperation of our Quorum Court and County Judge who also recognized the need for all improvement of the department.

We will continue to strive to be the most professional department we can be. We will accomplish this mission by constantly striving to educate and train our staff by reinforcing our motto of “Honor and Integrity since 1851”.