►
From YouTube: 2/16/2021 - Assembly & Senate, Subcommittees on Public Safety, Natural Resources, and Transportation
Description
For agenda and additional meeting information: https://www.leg.state.nv.us/App/Calendar/A/
Videos of archived meetings are made available as a courtesy of the Nevada Legislature.
The videos are part of an ongoing effort to keep the public informed of and involved in the legislative process.
All videos are intended for personal use and are not intended for use in commercial ventures or political campaigns.
Closed Captioning is Auto-Generated and is not an official representation of what is being spoken.
A
Welcome
everyone
to
the
assembly
committee
on
ways
and
means,
and
senate
committee
on
finance
subcommittee
on
public
safety,
natural
resources
and
transportation.
With
that,
madam
secretary,
please
call
the
role.
C
B
A
Here,
if
we
don't
have
any
members
present,
please
mark
them
as
a
present
when
they
do
arrive.
Of
course,
thank
you
so
much
a
few
housekeeping
items
again.
I
want
to
welcome
everyone.
That's
participating
in
this
meeting
online,
whether
through
phone
or
video,
also
to
remind
committee
members
to
please
leave
your
cameras
on
and
the
volume
of
your
phone
off
and,
of
course,
as
we
go
through
the
presentation
committee
members.
If
you
have
any
questions,
please
send
me
a
message
so
that
I'm
able
to
identify
and
recognize
you
for
members
of
the
public.
A
If
you
wish
to
provide
public
comment
at
the
end
of
the
meeting,
please
pre-register
through
the
link
provided
on
today's
agenda.
That's
provided
once
the
agenda
is
posted
for
the
meeting
on
the
nevada,
legislature's
website
upon
registration.
You
will
receive
a
telephone
number
and
meeting
id.
We
also
ask
that
each
individual
register
on
their
own.
That
way,
we
have
an
appropriate,
an
accurate
record
of
everyone
involved
when
testifying
and
presenting.
A
Our
presentations
for
today
is
the
subcommittee
is
working
on
the
budget
for
the
department
of
public
safety,
so
we
will
be
reviewing
budgets
from
both
parole
and
probation
and
the
parole
board.
Today
from
the
department
of
public
safety,
we
have
director
george
tagliati,
and
with
that
I
would
like
to
hand
it
over
to
the
director
and
we
will
begin
the
presentation
when
you're
ready.
B
Good
morning,
madam
chairman,
members
of
the
committee,
thank
you
I'll
make
this
rather
short.
I
want
to
introduce
our
new
chief
of
parole
and
probation
tom
lawson
tom
has
many
years
of
experience
with
the
department
of
public
safety,
most
recently
with
parole
probation,
but
he
was
also
had
assignments
within
the
highway
patrol.
B
Some
of
you
may
remember
him
from
prior
legislative
sessions
where
he
has
a
fair
amount
of
experience
appearing
before
various
committees
to
discuss
operational
and
fiscal
matters.
So
with
that
I'd
like
to
turn
it
over
to
to
tom.
Also,
we
also
have
my
deputy
director,
who
is
available,
sherry
bergerman,
who
will
also
add
to
join.
C
D
Yes,
sir,
thank
you
for
the
introduction
good
morning,
madam
chairwoman
and
members
of
the
committee,
my
name
is
tom
lawson
representing
the
department
of
public
safety
in
the
division
of
parole
probation.
I
want
to
share
my
presentation
with
you.
D
B
D
B
Mr
lawson,
this
is
broadcast.
Your
presentation
is
not
getting
through
to
the
video
online.
Could
you
please
do
that
one
more
time
for
us?
Yes,
I
will.
B
B
D
You
first
and
foremost
I'd
like
to
introduce
my
executive
staff
with
me
in
the
office
today
is
our
new
captain
natasha
koch,
stephanie,
o'rourke
retired
at
the
end
of
last
week
and
steph
natasha's
promotion
is
effective
this
week
to
help
us
through
the
legislative
session.
Also
with
me
here
in
carson
city
available
for
to
help
with
questioning
is
my
aso
3
sue
sieber
and
my
other
deputy
chief
in
las
vegas.
D
Sherry
sleeve,
is
not
participating
as
a
presenter,
but
I'm
sure
is
watching
and
and
will
help
text
me
and
if
there's
information
that
I
need
later
on
for
your
questions.
D
D
D
C
As
you
can
see
behind
me,
my
wife
and
I
have
four
sons
and
nothing
makes
me
prouder
than
to
see
an
offender
finally
get
off
of
probation
and
I
see
them
out
with
their
children
and
maybe
even
having
a
good.
C
B
We
are
in
a
hard
time
where
people
are
not
very
fond
of
law
enforcement,
but
I
don't
let
that
affect
me
at
all.
I
always
treat
people
with
respect.
I
always
I
carry
around
stickers.
I
train
I
teach
spinners
for
the
kids
I'm
around.
I
always
want
them
to
have
a
positive
interaction
with
law
enforcement.
B
B
D
So
I'd
like
to
give
a
public
thank
you
to
my
employees,
our
staff
members,
who
volunteered
to
share
those
words
with
you
and
those
can
be,
I
guess,
a
daunting
task
speaking
and
going
on
video
like
that.
So
thank
you
to
them.
D
Okay,
the
next
slide
has
our
vision,
mission
and
statutory
mandate.
Our
primary
statutes
that
we
operate
under
are
176
176,
a
chapter
209
213
and
nac
213.
D
As
your
many
of
you
are
aware,
the
division
is
accountable
for
the
community's
supervision
of
parolees
probationers
lifetime
sex
offenders
and
conditionally
released
inmates.
Additionally,
we
transfer
out
and
accept
in
individuals
on
supervision
from
other
states
across
the
country
under
the
federal
interstate
compact
agreement,
and
so
when
we
talk
about
parole
throughout
the
presentation,
we're
talking
about
the
conditional
release
of
an
offender
who's
serving
a
term
of
incarceration
within
the
nevada
department
of
corrections,
the
parole
release
is
granted
by
the
nevada
board
of
parole.
D
Commissioners,
then
the
inmate
completes
the
remaining
term
of
incarceration
under
the
supervision
of
the
division
of
parole
and
probation.
When
we
talk
about
probation,
that
would
be
the
conditional
suspension
of
a
defendant
sentenced
by
a
district
court
following
a
conviction
for
a
gross
misdemeanor
or
felony
offense.
For
example,
the
defendant
may
be
sentenced
to
a
term
of
incarceration
of
12
to
24
months
by
the
district
court
rather
than
remanding
the
in
the
defendant
into
custody.
D
The
term
of
incarceration
is
suspended
and
the
defendant
is
ordered
to
a
term
of
probation
under
the
supervision
of
the
division
of
parole
on
probation,
and
so
the
key
distinction
being
is
that
for
parolees
they're
exiting
in
dlc
custody
and
for
probation
offenders?
They
are
on
committee
supervision
in
lieu
of
that
term
of
incarceration.
D
I
feel
like
I
need
more
arms
to
cover
my
papers
and
my
slides
at
the
same
time.
Okay,
so
our
division
goals
to
maximize
community
supervision
effectiveness,
and
we
do
this
through
comp.
We
accomplish
this
goal
by
providing
community
supervision
through
through
violations
addressing
non-compliance
through
graduated
sanctions,
promoting
reintegration
into
society
through
focusing
on
cash
causal
variables
of
criminalistic
behavior,
such
as
education,
finance,
substance
abuse
and
the
associates
that
the
offender
is
around.
D
Some
of
our
objectives
along
this
goal
are
to
improve
our
offender
employment
rates
to
reduce
substance,
abuse,
non-compliance,
improve
counseling
program
attendance
and
success,
improve
post
social
activities
and
related
to
our
staff
training
in
the
epics
program,
which
is
the
coaching
and
and
training.
Excuse
me,
coaching
and
mentoring
philosophy
that
our
officers
use
to
engage
and
relate
to
the
offenders
during
their
supervision.
D
Through
judicial
services,
we
maintain
and
mark
this
goal
through
our
statutory
submissions
of
pre-sentence
investigations
to
the
district
courts
and
our
performance
measure,
and
there
we'll
talk
about
later,
is
related
to
the
on-time
submission
of
those
reports
to
district
courts
and
secondarily,
judicial
services
also
relates
to
pardons
investigations
and
our
submission
of
reports
to
the
nevada
board
of
partners.
Commissioners,
our
operational
support
systems,
primarily
that
is
our
records
management
system
that
is
still
in
in
development.
We'll
talk
about
that
with
one
of
the
decision
units
later
on.
D
Here's
our
organizational
structure
and
our
breakdown
of
our
offices
and
commands
when
we
refer
to
elements
later
on,
since
you
have
that,
I
won't
repeat
that
in
our
program
descriptions
this
slide
describes
many
of
the
programs.
The
division
is
currently
accountable
for
from
pre-sentence,
pardons
and
pre-parole,
or
interstate
compact
investigations
to
invent
offender
supervision
and
oversight,
and
the
collection
and
disbursement
of
restitution
and
fines
or
fees
monies.
D
Our
first
program,
I'd
like
to
talk
about
is
the
indigent
funding
housing
deposit
assistance
program
within
the
budget.
This
is
called
going
home
prepared
and
I
believe
it
was.
It
was
named
that
way,
because
initially,
this
was
a
ndoc
program
prior
to
the
2017
legislative
session.
During
that
session,
funds
were
shifted
from
ndoc
to
the
division
of
parole,
probation
and
enhanced
in
a
pm
probation
took
over
that
program,
so
pearl
probations
re-entry
units.
D
Primary
responsibility
is
to
assist
inmates
with
residence
planning
specifically
for,
though,
for
those
whose
initial
plan
for
release
proved
to
be
non-viable
to
assist
with
this
endeavor,
the
governor's
recommended
budget
includes
funding
for
indigent
funds,
housing
assistance
program
during
the
2022-2023
biennium.
This
program
is
designed
to
assist
those
inmates
who
lack
support
from
family
sponsors
or
other
resources
to
bridge
their
release
into
the
community.
The
firing
shall
need,
within
this
at-risk
segment
of
our
paroling
inmates.
Population
has
proven
to
be
very
significant.
D
The
program
began
with
the
division
again
in
2017
in
the
spring
of
2019.
Npp
was
able
to
increase
the
individual
ceiling
of
support
from
initial
500
per
in
releasing
inmate
up
to
a
thousand
dollars,
depending
on
the
type
of
program
they
were
releasing
to
and
their.
I
guess,
evaluation
of
their
unique
financial
circumstances.
D
This
served
to
address
two
major
hurdles.
First,
it
allowed
the
parolee
a
much
more
reasonable
time
to
stabilize
after
release
at
the
lower
threshold
they
had
a
limited
number
of
days
and
into
that
initial
housing
opportunity
and
that
created
its
own
pressure
of
stabilizing
employment,
a
very
short
period
of
time
to
be
able
to
continue
housing
or
to
have
to
move
to
a
new
place
shortly
after
release,
and,
secondly,
the
higher
amount
opened
up
access
to
certain
residential
programs
that
provide
wrap-around
services.
D
B
D
Fiscal
year
2018
we
were
able
to
assist
336
participants,
2019
was
503.
and
numbers
for
20
were
lower
because
partially,
through
the
year
the
money
was
held
for
reversion
back
to
the
general
fund
during
the
special
session
and
the
funding
for
21
was
also
reverted.
D
Going
along
with
this
program
is
our
embedded
specialists
now
this
program
also
started
in
2017
and-
and
this
is
our
primary
mechanism
for
that
parole
planning
process
that
I
mentioned.
The
embedded
specialists
work
within
the
ndoc
facilities.
Work
directly
with
the
inmates
also
do
town
hall
meetings
prior
to
distancing
and
requirements
with
covet
to
kind
of
help.
D
Covetous
in
negatively
impacted
us
in
multitude
of
ways.
Many
private
halfway
houses
and
transitional
living
facilities
are
not
taking
new
parolees
due
to
the
extremely
high
rates
of
positivity
cases
in
the
communities
and
in
the
ndoc
facilities.
Secondly,
an
unintended
consequence
of
the
eviction
moratorium
is
that
the
housing
opportunities
that
in
the
past
had
experienced
turnover
people
aren't
moving.
So
some
of
the
placement
opportunities
that
we
had
that,
were,
I
guess,
felon
tolerant
housing
opportunities
are
not
having
vacancies
to
place.
D
The
offenders
that
we,
we
typically
have
been
able
to
place
there,
and
also
the
impact
in
dlc,
has
also
been
substantial,
and
that
has
impacted
our
employees
abilities
due
to
ndoc
staff
shortages
facility,
lockdowns,
quarantines
facilities,
and
things
like
that.
D
Here's
our
current
offender
case
load
and
so
there's
two
different
number
sets.
What
will
that
may
be
referred
to
here?
This
first
is
our
case.
Loads
and
case
loads
are
just
that
cases,
not
necessarily
people,
and
so,
if
you
think
about
it,
it's
it's.
There
are
a
number
of
offenders
who
have
more
than
one
case,
maybe
they're
on
probation
for
case
a
and
parole
for
case
b.
Maybe
they
have
concurrent
paroles
for
two
different
cases.
D
So
a
number
of
cases
is
higher
than
our
number
of
offenders,
but
it
certainly
isn't
a.
I
guess:
a
one-to-one
ratio
for
the
amount
of
time
it's
associated
with
it.
Additional
cases
do
take
additional
time,
especially
if
one
case
is
reporting
to
the
parole
board
in
terms
of
violations
and
the
others
to
the
court,
but
here's
our
breakdown
of
our
of
our
case
load,
primarily
probationers,
and
our
conditional
release
and
lifetime
sex
offenders
makes
up
of
the
smallest
portion.
D
Excuse
me:
that's
the
next
slide.
This
slide
talks
about
our
parole
discharge
and
probation
discharge
rates
as
our
measurement
of
effectiveness.
You
notice
in
2019
our
numbers
90
for
parolees
and
it's
dropped
in
2020.
D
D
D
The
previous
performance
measure
was
court
concurrence
with
the
division's
recommendations,
meaning
that
we
had
a
scoring
matrix
and
and
a
risk
assessment,
and
if
we
made
a
recommendation
to
the
sentencing
court
that
this
person
should
be
on
parole
or
probation
and
they
could
and
the
the
judge
agreed
well,
then
that
was
considered
a
concurrence
and
we
were
tracking
that
rate,
but
upon
evaluation
that
was
really
kind
of
a
bad
performance
measure
for
us
and
that
we
were
measuring
something
for
our
internal
success.
D
The
recommendation
to
the
court
was
eliminated
from
the
pre-sentence
investigation
report,
which
assisted
us
in
that
that
mechanism
more
appropriately,
was
our
measure
of
our
compliance
rate
with
statute
in
terms
of
getting
the
pre-sentence
investigation
reports
back
to
the
court
within
the
statutory
timelines.
D
And
although
that
wasn't
a
performance
measure
following
the
2017
session,
we
had
been
tracking
that
historically
and
so,
while
it's
not
shown
here
for
the
19
or
20
rates
as
a
performance
measure,
official
performance
measure,
the
performance
rate
measure
in
that
time
range
started
at
81
and
increased
to
94
94.8
percent.
And
that's
our
our
target.
Moving
forward.
D
Our
court
services
staff
perform
a
a
vital
function
within
the
division,
and
this
is
an
area
that
was
really
unique
to
me
in
coming
from
the
highway
patrol
to
parole
probation
is
that
a
significant
portion
of
the
staff
at
pro
probation
are
operational
while
civilians
that's
kind
of
an
oddity
in
the
law
enforcement
community,
primarily
sworn
staff
for
operational
and
the
civilian
staff
for
support.
But
that's
certainly
not
the
case
here.
D
One
nominee
I'd
like
to
discuss
here
is
that
the
case
loads
for
our
court
services,
specialist,
the
the
twelve
to
one,
the
specialist
threes,
those
are
considered
our
psi
writers,
our
presence,
investigation,
writers
and
then
the
court
services
specialist
fours
work
as
a
lead
worker,
and
also
provide
training
to
the
threes
very
similar
to
our
public
safety
training
officer
program
for
our
sworn
staff,
on
the
job,
training
and
coaching
as
they
learn
to
write.
Psis.
D
Another
element
that
ties
into
this
one
this
slide
is
in
terms
of
in
the
2017
session.
We
are
granted
money
to
do
a
staffing
study
on
the
pre-sentence
investigation
unit,
specifically
the
specialist
threes.
D
D
We
started
to.
We
engaged
in
the
contract,
had
the
contract
approved
by
the
board
of
examiners,
and
when
we
got
to
the
point
of
actually
scheduling
the
desk
audits
and
the
site
visits
by
the
vendor
to
perform
that
work,
study
for
our
specialist
fours
covet
hit
and
with
travel
restrictions
and
the
necessity
to
isolate
our
offices
and
and
reduce
the
number
of
people
in
the
offices.
D
In
compliance
with
the
governor's
executive
orders,
those
studies
had
to
be
cancelled
and
ultimately,
the
funding
for
that
study
was
was
reverted
to
cover
shortages
in
the
state
general
fund,
absent
the
external
study.
The
division
had
recognized,
and
one
of
the
reasons
we
asked
that
follow-up
study
was.
We
recognized
that
the
the
specialist
supervisors
specifically
and
also
the
specialist
fours,
this
requirement
of
eight
to
one
truly
exceeded
their
capacity
and
their
available
work
hours.
D
And
so
we
did
an
internal
study
examining
both
those
those
work
units
and
that
internal
study
found
that
with.
C
D
Specialist
supervisors
currently
being
required
to
read
all
of
the
psis
and
review
all
the
psis
that
are
being
completed
by
the
specialist
threes
and
the
specialist
fours,
and
they
have
only
four
hours
a
month
per
person
to
perform
as
a
first-line
supervisor
for
their
staff
of
eight
eight
specialists
below
them,
and
so
before
they
can
complete
any
of
those
personnel
issues
like
their
required
monthly
annual
evaluations.
D
Any
discipline
issues
hiring
of
participating,
hiring
process
of
additional
staff.
They've
only
got
four
hours
an
entire
month
to
perform
those
duties
beyond
the
reading
of
psis.
So
out
of
operational
necessity,
we've
had
to
engage
some
of
our
dps
lieutenant
positions
to
assist
in
reading.
At
times,
we've
had
to
engage
the
court
services
specialist
force
to
assist
in
reading,
to
create
that
capacity
for
the
supervisors
to
perform
as
supervisors,
and
also
the
in
2017.
D
Now,
I
guess
a
benefit
of
of
the
the
covid
pandemic
has
been
that
the
the
demand
in
terms
of
our
psis
has
has
greatly
reduced
and
that'll
be
reflected
here
in
another
slide,
but
naturally,
with
the
courts
closed
and
or
operating
well
below
capacity,
we're
seeing
much
lower
levels
of
psi
referrals,
which
has
helped
us
in
terms
of
this
capacity
issue
in
the
short
term.
But
we
are
anticipating
a
large
influx
of
psis
as
the
courts
open
up
and
return
to
full
capacity
at
some
point
in
the
future.
D
So
the
conclusion
of
our
staff
study
there
showed
that
if
we
were
to
shift
the
responsibility,
I
guess
the
other
element
of
well
go
this
way.
First,
if
we
were
to
shift
the
responsibility
of
reading
the
psis
to
the
specialist
four
positions,
that
would
create
the
capacity
for
the
specialist
supervisors
to
be
first-line.
Supervisors,
perform
audits
of
the
work
of
the
fours
of
the
threes
and
manage
their
units
appropriately,
where
the
specialist
four
positions
would
primarily
review.
D
D
Here's
our
caseload
ratios
for
the
the
sworn
officers
and
there's
a
lot
of
information
on
this
slide,
and
rather
than
read
through
these.
The
only
point
I'd
like
to
make
here
is
that
there
is
an
enhancement
unit,
we'll
discuss
in
depth
related
to
our
our
low
risk,
super
vendor
supervision
element,
and
that
is
our
e225,
where
we're
seeking
to
modify
that
caseload
ratio.
D
The
urban
centers
allow
us
the
opportunity
to
to
focus
officers
towards
certain
groups
of
offenders
and
and
apply
a
more
accurate
caseload
to
it.
Just
the
the
sporadic
disbursement
of
offender
types
across
the
rural
areas
don't
make
that
possible
and
so
we're
in
the
urban
centers
we're
able
to
specialize
case
loads.
The
rules
we
can't,
and
so
the
special
the
rural
caseloads
have
a
base
75
to
1
ratio
for
all
types
of
offenders
where-
and
this
shows
the
different
numbers
we're
seeing
and
so
specifically
low
risk
for
later
comparison.
D
Month
this
slide
shows
our
case
load
actuals
and
the
jfa
projections
that
we
have
at
this
point
for
22
and
23.,
and
so
the
jfa
or
james
frank
austin.
D
Projections
come
in
typically
twice
a
year
and
there's
a
spring
projection
a
fall
projection,
and
so,
when
initial
budget
instructions
come
out,
we
build
our
first
projections
based
upon
the
spring
projection
report,
and
so
last
year
around
august
we
had
to
to
do
our
first
cuts
of
the
budget
or
first
drafts.
The
budget
would
be
a
better
word
draft
and
so
that
used
that
relied
upon
the
spring
numbers
and
then
in
the
fall
this
year
was
last
year
was
november.
D
The
fall
projections
came
out
and
at
that
point
in
time
we
do
adjustments
to
all
of
those
decision
units
to
have
those
ready
for
evaluation
and
then
mid-session,
typically
around
march,
is
when
the
winter
mid.
I
guess
legislative
numbers
come
out
and
will
submit
any
projected
adjustments
to
those
decision,
units
and
decision
views
change
every
session.
Due
to
that
that
note
that
winter
projection
and
I'd
like
to
to
note
that
india
sees
winter
projections
were
released
last,
I
believe
friday.
D
I
just
saw
those
in
email
yesterday
and
so
typically
the
parole,
probation
and
and
parole
board
projections
follow,
but
within
about
a
week
of
the
of
the
ndoc
projections
coming
out,
so
anticipating
those
to
be
out
in
the
next
day
few
days
or
up
to
a
week
and
now
then
we'll
begin
the
process.
Internally
of
of
adjusting
all
the
deck
use,
the
appropriate
deck
units
based
upon
those
those
numbers
and
caseloads.
D
And
so
here,
if
we
could
look
at
pre-sentence
investigations,
the
jfa
projected
for
fiscal
year,
21
was
16
168
and
the
actuals
that
we've
received
from
the
courts
through
december
3833.
D
Again,
it's
directly
related
to
foreclosures
and
and
horse
operating
at
limited
capacity
and
we're
expecting
a
surge
in
those
cases
at
some
point,
and
that's
that's
hard
really
to
quantify,
because
with
that
sort
of
backlog,
I
I'm
anticipating
that
there
may
be.
I
guess,
adjustments,
prosecute
prosecutors
will
make
this
determination
of
in
terms
of
negotiations
or
deciding
which
cases
to
proceed
on.
D
The
other
value
to
this
is
that
if
you
look
at
our
actuals
versus
our
projected
in
a
number
of
these
categories,
where
our
actuals
are
are
higher
than
the
projected,
and
so
just
making
a
commentary
there
that
that,
if
our,
if
our
staffing
is
based
upon
the
projected
caseload,
then
we
incorporate
into
higher
numbers
of
actuals
with
our
vacancy
rates.
That
is
why
previous
slides
show
how
our
case
loads
are
higher
than
what
they're
actually
approved
for
in.
D
D
D
I
guess,
coincidentally,
the
the
next
biennium
budget
goverik
includes
also
609
positions,
but
those
positions
are
adjusted
by
classification
due
to
the
decision
units
we'll
discuss
here
in
the
future,
some
decision
units
will
have
a
plus
in
terms
of
staffing.
Others
have
a
negative,
coincidentally
they're
they're,
both
at
609
currently
and
again.
That's
prior
to
the
winter
adjustments
coming
out.
D
D
D
The
allocation
for
psi
cost
is
70
percent
is
billed
with
the
county.
30
is
born
by
the
state.
D
Individual
support,
that
is,
a
dna
account
and
that's
a
pass-through
account
extradition
reimbursement.
So
if
an
offender
absconds
and
is
located
in
their
state
and
their
extradition
costs,
those
are
billed
back
to
the.
D
All
right
so
budget
maintenance-
these
are
the
key.
The
the
main
staffing
decision
units
for
the
division,
the
201
historically
is,
is
our
non-sworn
pre-sentence
investigation
writers.
D
The
current
projection
that
I
guess
is
under
consideration
actually
uses
the
spring
last
year's
spring
report,
as
opposed
to
the
last
year's
fall
report,
and
so
prior
to-
I
guess,
incorporation
of
you
know
the
the
staff
study
we
did
and
things
like
that.
This
this
decision
unit
currently
is
showing
that
17
positions
will
be
cut
out
of
the
psi
unit.
Based
upon
the
current
staffing
of
the
current
caseload
ratios,
most
the
majority
of
those
are
specialist
threes.
D
However,
there
are
five
specialist
fours
that
are
projected
to
be
cut
out
of
this
and
two
special
supervisors
and
and
four
of
those
current
specialist
four
positions
are
filled
and,
as
written,
this
decision
will
result
in
the
layoff
of
four
specialist
four
positions.
D
The
m202
unit
ties
in
to
our
swarm
positions
and
again
we'll
see
numbers
up
numbers
down
with
this
decision
unit
by
location,
some
offices
will
be
plus
officers,
other
officers
offices
will
be
minus
officers,
and-
and
this
initial
projection
is
based
purely
on
jfa
and
does
not
incorporate
the
e225
decision
unit
that
we'll
talk
about
with
our
low
risk
supervision
methodology,
change,
and
so
should
the
225
be
approved.
That
would
result
in
an
additional
change
to
the
m202
and
the
202,
I
guess,
is
conditioned
upon
the
225.
D
D
There
is
no
adjustment
here,
however,
in
evaluating
the
fall
report,
the
fall
report
would
indicate
there
will
be
an
adjustment
to
this,
and
we
are
anticipating
that
the
winter
report
will
require
the
adjustment
or
the
addition
of
a
203
decision
unit.
For
your
consideration
now
the
204
unit
talks
about
our
headquarters
office
and
our
non-sworn
staff
and
that's
primarily,
pardons
pre-release
and
our
warrants
and
extradition
unit.
A
Chief
lawson,
I
would
actually
like
to
pause
here
and
take
a
few
questions,
because
there
are
some
people
requesting
questions
so
would
that
work
for
you
that
way,
we
can
kind
of
keep
you
know
instead
of
waiting
until
the
end.
I
want
to
make
sure
everyone
gets
their
questions
and
does
that
work
for
you,
chief,
absolutely,
okay!
Thank
you!
So
much!
Okay
with
that,
let's
begin
with
the
first
question:
we
have
from
assemblymen
watts.
B
Thank
you
chair,
so
I
saw
a
note
on
the
bottom
of
your
powerpoint
slide
and
I
just
want
to
make
sure
it's
confirmed
for
the
record
that
the
m201
decision
unit
will
result
in
the
layoff
of
four
existing
employees,
and
I
wanted
to
ask
for
clarification
about
what
offices
or
or
where
those
positions
are
located.
D
Thank
you
for
the
question
tom
lawson
for
the
record.
I
do
not
have
the
breakdown
of
where
those
are
that
decision
unit
covers
it
statewide.
I
don't
have
it
at
my
fingertips.
Actually,
my
iso
is
looking
for
it
right
now,
so
I
will
talk
in
a
circle
for
a
second
to
give
her
a
moment
to
find
that
all
four
are
out
of
the
las
vegas
office.
D
We
don't
have
the
spring
numbers
which
may
adjust
that
maybe
in
the
positive
for
the
for
the
division,
maybe
in
the
negative
additional
positions-
we're
not
quite
sure
yet
where
that's
going
to
go,
but
I
guess
that
the
the
loss
of
those
positions,
as
well
as
the
special
supervisors
kind
of
compounds.
D
The
issue
that
we've
already
seen
in
terms
of
the
staff
study
are
right
now
or
the
the
based
upon
the
volume
and-
and
we
did
our
projection
with
the
assumption
that
the
the
number
of
psi
referrals
is
what's
driving
this,
so
every
psi
that's
referred
must
be
written
every
psi.
That's
written
must
be
reviewed
and
approved
before
it
goes
back
to
the
court
and
ultimately
submitted
to
the
court.
D
As
a
result,
the
specialist
fours
are
have
to
assist
with
that
as
well
as
dps
lieutenants,
and
so
the
loss
of
those
seven
positions
projected
by
this
deck
unit
will
be
compounded
by
the
fact
that
neither
one
of
those
levels,
the
fours
or
the
supervisors,
have
the
capacity
to
perform
the
job
as
their
caseload
demands.
Right
now,.
B
A
Thank
you,
assemblyman
assemblywoman
peters.
B
B
I
have
two
questions:
if
that's
okay,
sure,
okay,
the
first
is:
can
you
indicate
whether.
A
D
Okay,
so
thank
you
for
the
question.
My
name
is
tom
again
for
the
record.
So
if
I
understand
the
question
correctly
you're
asking
if
the
adjustments
that'll
come
up
for
the
deck
units,
the
potential
adjustments
for
this
the
spring
numbers,
the
winter
numbers
would
deviate
from
the
approved
caseloads
and
no
they
wouldn't.
If
I'm
understanding
your
question
correctly
here
and
so
the
caseload
ratios,
I
guess
the
foundation
numbers
from
gfa
are
caseload.
D
Those
are
the
number
of
of
cases
that
our
officers
have
to
supervise
by
category,
and
so
we
take
that
that
number
from
the
projection.
Then
we
apply
the
approved
staffing
ratio
to
it,
and
that
gives
us
the
number
of
officers
and
civilian
staff
that
we
need
to
address
those
individual
case
loads,
and
then
we
do
a
comparison
of
projected
versus
current
and
that's
what
tells
us
whether
we
are
plus
or
minus
staffing
in
terms
of
that.
So
we
take
the
the
projection
which
is
dynamic.
D
We
apply
the
caseload
ratio,
which
is
relatively
static
because
it
can
only
be
changed
by
your
authority
and
that's
what
gives
us
our
numbers
and
so,
for
example,
a
201
applying
the
current
12
to
1
ratio
for
specialist
3
is
in
the
8
to
1.
Ratio
for
specialist
fours
is
what
gives
us
the
the
negative
positions
and
specialist
fours
special
supervisors.
D
I
guess
also
mentioned
that
specialist
threes
were
also
included
in
that.
However,
those
are
all
covered
by
by
vacancies
and
honestly,
we
anticipated
there
to
be
a
reduction
in
specialist
threes.
Following
the
17
adjustment.
Because
of
the
staffing
ratios,
we
received
an
influx
of
positions
and
we
anticipated
those
starting
to
pull
back
a
little
bit
based
on
caseload.
A
Second,
question
relates
to.
B
D
Tom
lawson
for
the
record.
Yes,
the
satellite
office
in
las
vegas,
the
tropicana
office,
as
we
called
it,
was
also
closed
as
part
of
the
the
covid
reductions.
B
Thank
you,
madam
chair.
My
question
goes
back
to
slide
number
14,
where
you
listed
the
staffing
ratio
per
offender
and
and
you
regulate
them
at
sex
offenders,
medium
risk
and
high
risk
etc
through
that
list,
and
as
that
ratio
goes
like
this
low
risk
supervision
unit,
it's
150
persons
and
I'm
just
wondering,
does,
does
one
of
your
members.
One
of
the
employees
have
to
did
they
just
stay
in
that
category,
so
they
might
have
150
low-risk
folks
assigned
to
them.
B
Plus
they'll
have
80
medium
risks
signed
to
them
or
then
they
might
have
another
50
day
supervising.
How
does
how
does
that
break
down
so
that
these
folks
do
they
get
a
smattering
of
all
different
cases?
And
but
that's
I
did
the
math
and
that
would
be
550
people
per
one
officer.
So
is
that
did
I
do
them?
I
mean
that's
what
the
math
added
up
to
550
per
one
officer:
how
do
they?
How
do
they
keep
track
of
those
folks.
D
Yes,
tom
lawson
for
the
record,
so
there's
there's
two
different
methodologies
in
the
urban
centers
of
las
vegas
and
reno.
D
There
are
sufficient
offenders
and
sufficient
staff
to
allow
the
officers
to
specialize
and
focus
on
one
particular
caseload
in
the
rural
offices
again
that
there
aren't
enough,
you
know,
per
se
low-risk
offenders
to
generate
that
specialized
caseload,
and
so
that's
why
one
of
the
reasons
why
the
rural
caseload
is
so
much
less
and
in
some
cases
and
more,
in
other
cases,
we're
looking
at
an
average
caseload
number
for
the
rurals
of
75
to
1,
because
that
one
officer
covers
all
the
different
caseload
types
in
the
urban
centers,
no
ma'am
they
would
not
have
you
know
medium
risk.
D
60
high
risk,
25
sex
offenders.
You
know
in
that
circumstance
that's
three
different
caseloads,
and
so
the
officer
would
focus
on
one
of
those
supervision
categories
and
not
all
of
them.
That
way,
because
you're
absolutely
correct.
D
That
would
be
incredibly
stressful
and
very
inefficient
for
one
officer
to
try
to
oversee
that
many
offenders
across
that
marine
caseload
types.
B
B
Yes,
thank
you
chair
and
just
a
couple,
broader
questions.
If
I
may
one
I'm
just
looking
at,
I
understand
that
we're
getting
projections
on
caseload
from
jfa
and
the
the
projections
are
from
last
spring
and
then
we
have
new
projections
from
fall
and
then
we're
anticipating
more
projections.
I
believe,
by
the
end
of
this
month,
could
you
just
walk
through
the
timeline
and
it
feels
like
a
there's,
a
lot
of
moving
pieces
to
this
budget
in
particular,
and
a
lot
of
moving
pieces
to
these
projections.
D
So,
as
I
said
there,
there
are
typically
two
tom
lawson
for
the
record.
Sorry
for
that
there
are
typically
two
projection
cycles
per
calendar
year,
one
in
the
spring
and
one
in
the
fall
and
the
timing
of
the.
I
guess.
The
first
calendar
year
projection
is
adjusted
slightly
for
a
legislative
session
so
that
before
our
budget
closes,
you
have
the
most
accurate
numbers
and
projections
to
to
finalize
our
staffing
moving
forward
for
the
next
biennium.
D
Typically,
our
first
drafts
are
at
the
agency
level
or
due
august
september-ish,
and
so
the
only
most
of
the
most
current
numbers
we
have
available
to
us
are
those
spring
numbers,
and
so
we
build
them
based
upon
the
spring
numbers
and
then,
when
we
get
around
to
finalizing
with
with
the
budget
office,
our
numbers,
typically,
the
fall
numbers
come
in
and
in
anticipation
of
the
of
starting
the
session
again
having
the
best
numbers
available
for
what
our
staffing
needs.
Based
upon
those
projections.
D
Are
we
rebuild
each
of
those
decision
units
with
each
subsequent?
I
guess
release
of
of
the
projections,
and
so
the
fall
numbers
come
out
and
we
build
those
decision
units.
Well
this
time
the
the
fall
release
was
timed
right
about
the
same
time
as
as
we
received
instructions
to
prepare
potential,
I
guess
cuts
to
the
budget.
So
we
had
the
initial
budget
submission.
We
had
the
fall
numbers
come
out,
so
we
had
to
rebuild
the
budget.
D
To
that,
then
there
was
the
additional
task
of
identifying
elements
for
possible
pullback
later
on
and
then
that,
ultimately,
all
that
was
watered
together
and
became
g01,
which
is
what
we're
we're
talking
about
here
today
and
so
now
this
is
under
analysis.
The
winter
numbers
come
out
and
again,
timing
of
that
is
specifically
to
give.
B
D
As
the
the
legislative
body,
the
the
opportunity
to
look
at
our
most
current
projections
and
the
associated
caseload
numbers,
excuse
me
the
associated
staffing
numbers
for
that
caseload
prior
to
closing
our
budget
and
funding
us
for
the
next
biennium,
and
so
there's
there's
two
distinct
cycles
going
on,
but
they're
so
interrelated,
and
really
between
that.
You
know
we
don't
just
rely
upon
those
those
spring
fall
and
ultimately
winter
numbers.
D
D
D
Slide
number
15,
if
you'll
notice
on
that
slide
in
your
handouts,
that
we
have
the
the
21
gfa
actuals,
that
we've
reported
back
to
jfa
compared
to
the
the
jfa
projected
and
so
as
an
example,
the
warrants
and
extradition
unit
on
the
top
row.
The
third,
the
second
column
of
numbers
is
the
jfa
21
actuals.
We've
shown
in
december
that
for
that
fiscal
year,
21
we've
had
3
317
cases
in
the
warrants
and
extradition
unit.
D
Excuse
me
the
203
decision
unit
that
we're
anticipating
to
see
an
adjustment
there,
because
we're
monitoring
those
actuals
versus
their
projected
and
based
upon
where
we
expect
that
projected
to
go
we're
anticipating
that
adjustment.
So
I
know
that
was
a
kind
of
roundabout,
but
did
I
answer
your
question?
Assemblywoman.
B
D
For
the
record,
as
I
said,
the
ndoc
numbers
just
came
out,
and
once
they
complete
the
the
prison
population
numbers,
then
that
is
the
foundation
for
jfa
to
produce
their
projections
based
upon
prison
releases.
So
they
need
to
know
how
many
people
they
anticipate
to
be
in
before
they
can
determine
how
many
people
will
be
coming
out
and
so
that
we
usually
follow
right
around
a
week
afterwards-
and
you
know
this
is
a
dynamic
relationship.
We've
had
a
number
of
calls
throughout
the
year
with,
with
their
staff
talking
about
numbers.
D
You
know
the
psi
numbers
are
one.
That's
wow
this
that's
a
huge
outlier
because
of
this
situation
of
how
do
they
incorporate
you
know
those
projections
given
the
current
environment.
How
do
we
have
specific
talks
about
that
of?
How
do
we
adapt
for
that?
That
surge,
we're
anticipating
in
terms
of
psi
numbers
when
the
courts
get
back
to
full
capacity?
So
you
know
it's
very
dynamic,
you're,
absolutely
correct
on
that,
but
again
we're
constantly
monitoring
that,
so
we
have
an
idea
of
where
things
are
going
and
on
the
side
too.
D
It
also
that
analysis
allows
us
to
best
make
game
day
decisions
on
our
staffing
on
what
we
have
to
do.
If
we
have
a
vacancy
in
this
unit,
that's
a
specialist
two
or
three
position,
maybe
because
of
those
lower
than
actuals.
Maybe
we
shift
that
resource.
You
know
to
a
vacancy
in
a
different
unit,
so
there's
a
there's
behind
the
scenes.
Movements
to
best
allocate
our
staffing
as
well
in
conjunction
with
the
approved
caseload
ratios.
A
B
Yes,
thank
you,
madam
chair,
and
I'm
sorry
for
some
reason,
my
space
bar
doesn't
seem
to
sometimes
unmute
me.
I
just
questioned
a
very
quick
question
on
your
sworn
positions
and
I
realized
we're
only
eliminating
one
and
putting
five
additional
back,
but
are
those
category
one
police
officers
sworn
officers
or
are
they.
D
Cat
two:
thank
you
for
the
questions.
Tom
lawson
for
the
record.
All
of
our
staff
are
our
cat,
one
officer,
sir.
All
of
our
sworn
staff.
Thank
you.
A
B
D
All
right,
all
right
so
now
for
the
e225
and
again
this
one
is,
is
rather
complex
because
it
does
tie
into
our
202
decision
unit,
and
so
this
model
looks
at
specifically
how
we
are
supervising
low
risk,
super
low
risk
offenders
only
and
so
for
our
urban
areas,
las
vegas
and
reno.
We're
looking
to
we're
seeking
approval
to
modify
that
caseload
ratio
for
low-risk
supervision
for
a
number
of
reasons.
D
D
This
one
relates
to
our
records
management
system
and
so
over
the
past,
oh
gosh,
probably
three
three
biennium
there
has
been
money
for
a
records
management
system.
Initially
it
wasn't
to
be
an
internally
built
system
by
dpsit,
which
then
morphed
into
eats
and
was
absorbed
by
eats,
and
you
know,
rather
than
rehash
the
the
past
that
that
didn't
work
out
so
last
session.
We
were
given
authority
to
go
out
for
rfp,
and
that
has
been
progressing
very
well.
We're
in
that
development
phase.
D
For
that,
and
so
the
money
you
see
here
is
a
small
bit
of
money
for
to
completion
of
that
development
and
then
ongoing
support
and
maintenance
licensing
fees
for
that
system
moving
forward,
and
so
we
can
expect
you
know
under
that
contract
there
would
be
a
recurring
cost
for
the
record
management
system
moving
forward
in
future
biennia,
the
e356s
are
going
home
prepared
again,
that's
the
the
name
that
was
carried
forward
from
when
ndoc
had
at
this
program
started
and
internally.
We
call
this
our
integer
funding,
housing
assistance.
D
Okay,
so
here's
the
meat
and
potatoes
of
our
low-risk
supervision
decision
unit,
and
so
instead
of
having
one
officer
as
shown
on
the
on
the
ratios
again
in
our
urban
areas
of
las
vegas
and
reno.
Instead
of
having
one
officer
supervise
150
low-risk
offenders
and
being
kind
of
all
things
to
each
one
of
those
offenders,
you
know
a
coach
and
counselor
a
referral
agent
to
wraparound
services.
D
You
know
job
assistance,
all
those
things
we're
looking
to
bifurcate
the
supervision
of
that
low-risk
supervision
into
an
administrative
supervision
function
and
enforcement
supervision
function,
and
so
we're
looking
for
approval
to
do
is
to
utilize
parole,
probation,
specialist
threes
to
perform
all
those
administrative
supervisor
functions
so
such
as
reporting
the
low-risk
supervision
offenders
when
they
report
to
the
office
or
they
report
electronically,
they
were
actually
reporting
to
the
specialist
three.
D
The
specialist
threes
would
do
discharge
reports,
compliance
verification,
meaning
you
know
verifying
their
employment
record
through
pay,
stubs,
find
their
residence
through
rental
agreements
and
things
like
that
performing
improving
travel
requests.
Anything
that's
an
administrative
function
would
be
performed
by
the
specialist
superv
specialist
3
position
that
would
free
up
the
dps
officer
to
perform
just
the
law
enforcement
functions,
compliance
checks
in
the
fields,
home
visits,
intake,
those
sorts
of
things,
and
by
separating
that
out
there
were.
D
There
were
a
number
of
things
I'll
talk
about
here
in
a
moment
of
why
why
we
did
that,
but
we
seek
to
accomplish
this
by
taking
currently
vacant
dps
officer
positions
and
reclassifying
those
to
parole,
probation
specialists
again
all
vacant
positions.
It's
been
talked
about
in
multiple
hearings
throughout
the
years,
even
this
year.
So
far
that
we
just
have
a
hard
time
recruiting
recruiting
officers.
D
We
don't
have
as
hard
of
a
time
recruiting
specialists.
We
seem
to
be
able
to
retain
specialists
at
a
little
better
clip,
I
guess,
with
the
exception
of
the
psi
riders,
because
that
is
just
a
very
hard
and
stressful
job.
But
for
the
most
part
our
specialist
positions
have
more
stability
and
less
turnover
than
our
officer
ranks,
and
so
by
performing
administrative
functions
that
don't
need
to
be
have
law,
peace
officer
powers
by
the
the
lower
classification
positions,
one.
It
creates
an
efficiency
in
savings
for
the
state
by
through
salary.
D
D
I
guess,
if
you're,
constantly
checking
and
constantly
looking
for
for
wrong,
you're,
probably
gonna
find
it
not
to
say
that,
where
this
model
would
reduce
the
the
offender
accountability
for
their
behavior
absolutely
would
not,
but
this
frees
up
the
officer
to
focus
on
those
non-compliant
offenders
and
provide
that
focused
supervision
to
non-compliant
offenders
while
allowing
the
compliant
offenders
to
complete
their
programming.
D
The
big
change
here
is
that
the
current
ratio
is
100
to
excuse
me,
150
offenders,
to
one
officer:
that's
the
approved
caseload,
we're
seeking
to
change
that
to
500
offenders,
to
one
officer,
the
caveat
being-
and
this
is
very
important-
it
doesn't
work
without
this
is
that
that
500
offenders
can
only
be
supervised
by
that
one
officer
when
that
officer
has
two
specialist
supervisors:
specialist,
three
positions,
assisting
with
those
administrative
functions.
D
One
officer
is
not
capable
of
handling
a
case
with
500
to
one
by
themselves,
and
I
have
a
graphic
on
the
next
slide.
That
kind
of
spelled
out
this.
This
concept
a
little
better,
and
so
the
part
of
this
approval
would
be
to
create
a
supervision
pod
consisting
of
one
dps
sergeant
and
two
dps
officers
and
four
probation
parole,
probation,
specialist
positions.
D
I'm
not
scrolling
there
we
go,
and
so
here's
that
graphic
on
the
left
side
shows
what
our
current
structure
is.
The
one
off
one
sergeant
and
again
the
sergeant
ratios
are
are
six
to
one,
and
so
the
sergeant
would
have
six
officers
assigned
to
them.
Each
one
of
those
officers
has
a
caseload
of
150
offenders,
so
we're
addressing
900
cases
in
this
current
model
on
the
right
side
shows
our
proposed
structure
where
we
have
that
one
sergeant-
and
I
guess
part
of
the
approval
for
this
is
for
that
one
sergeant.
D
But
again
the
case
caseload
is
assigned
to
the
officer
at
500,
to
one
the
caveat
being
that
each
specialist
there
are
two
specialists
working
with
each
officer
and
just
by
simple
math.
Each
one
of
those
specialists
would
account
for
approximately
250
of
those
those
500
offenders
to
assist
the.
D
D
And
as
I
mentioned
there,
there
are
savings
you
know
to
the
state
because
of
this
with
a
downgrade
of
those
and
reclassification
of
those
vacant
officer
positions
to
specialist,
there
is
a
cost
savings
that
is
reflected
in
this
decision
unit.
Hence
the
submission,
as
our
of
the
divisions,
efficiency
unit.
A
Yes,
there
is
a
chief
lawson.
Thank
you
so
much.
Our
first
question
is
from
vice
chair
of
monroe
moreno.
A
Still
not
okay!
A
Well
I
I.
I
have
one
question
right
now:
chief
lawson,
when
it
comes
to
the
you,
showed
a
diagram
of
the
pods
or
the
pod
model,
and
I
just
want
to
clarify
when
you,
when
you're
assembling,
that
team
for
the
pods,
that
that
would
be
everyone
in
the
same
physical
location.
Is
that
correct.
D
Tom
austin
for
the
record.
Yes,
this
pod
concept
would
only
be
in
las
vegas
and
in
reno,
because
again
the
rurals
don't
have
the
that
many
low-risk
offenders
to
justify
a
pod.
Again,
we
use
the
75
to
1
general
supervision
ratio
for
for
those
role
offices,
so
these
pods
would
only
be
in
those
same
physical
locations.
D
Tom
lawson
for
the
record,
the
the
sergeant
staff
is
what's
currently
authorized,
is
six
to
one
we're
asking
for.
I
guess
the
approval
to
have
this
pod
that
that
six
to
one
be
comprised
of
both
civilian
and
sworn
positions
for
the
typical
sergeant
position
or
our
sergeant
positions
are
allocated
based
upon
the
ratio
of
officer
to
sergeant
every
six
officers
generates
one
one
sergeant.
D
So
that
is
a
I
guess:
a
deviation
from
the
standard
as
well
beyond
using
the
the
specialist
in
this
direct
administrative
supervision
role,
the
adjustment
of
the
officer
caseload
and
the
change
of
methodology
for
this.
For
this
concept
in
the
low
risk
supervision
is
to
have
the
officer
executed,
the
sergeant
ratio
determined
based
upon
a
mix
of
sworn
and
non-sworn
personnel.
This
will
be
unique
for
this
pod.
A
And
chief
one
final
question
before
I
pass
it
on
to
other
committee
members:
the
idea
that
the
ratios
for
officers
are
going
from
150
ex-offenders
to
500,
that's
a
dramatic
increase.
A
You
know,
even
regardless
of
support
that
that's
a
dramatic
and
alarming
increase.
So
can
you
please
describe
why
you
believe
that
this
would
be
efficient
and
and
and
still
provide
the
service
that
we
need
without
the
burnout
that
and
and
the
lower
retention
that
you
just
mentioned
of
our
officers?
How
exactly
is
that
going
to
work.
D
Okay,
tom
austin
for
the
record.
So
if
you
look
at
each
leg
of
the
pod,
you
have
one
officer
and
two
specialists
and
now
you're,
looking
at
500
offenders
to
be
combined
supervised
by
three
individuals
in
the
old
system
or
the
current
system.
Those
three
staffers
will
be
all
sworn
and
they're
they're
accounting
for
450,
and
so
when
you
look
at
the
offender
to
people
overall
ratio,
we're
going
from
450
to
500
that
are
being
supervised
by
three
people
so
that
that
jump.
D
Isn't
you
know
I
guess
is
pronounced
as
going
from
150
to
one
to
500
to
one,
because
again
the
pod
only
works
as
a
team
and
the
specialists
are
an
integral
part
of
it,
an
operational
part
of
it,
and
so
the
officer
is
able
to
perform
the
enforcement
functions
over
500
people
because
of
the
support
of
the
specialist
to
take
those
administrative
functions
and
so
in
the
current
system.
D
That
one
officer
has
to
get
again
be
all
things
to
all
people
in
their
150
caseload,
and
so,
if
the
majority
of
their
time
is
spent,
issuing
travel
passes
and
checking
pay,
stubs
and
doing
those
functions.
D
That
are,
I
guess,
more
rote
functions
as
opposed
to
really
proactive
functions,
then
they're
using
capacity
in
a
way
that
isn't
out
there
checking
for
non-compliance
or
addressing
non-compliance,
and
so
they're
spending
a
large
portion
of
their
time
on
compliant
offenders,
as
opposed
to
being
able
to
focus
on
the
non-compliant
offenders
and
so
by
switching
that
methodology
to
allow
the
compliant
elements
to
be
interacted
with
a
non-sworn
person.
First
and
foremost,
that
kind
of
lowers
the,
I
guess,
the
the
potential
stress
and-
and
you
know,
makes
it
more
of
a
a
better
environment.
D
I
would
say
theoretically
for
for
the
offender
in
that
you're
dealing
with
a
non-sworn
person.
This
isn't
somebody
who's.
You
know,
has
the
authority
to
to
revoke
you
really
so
there
may
be.
You
know
some
some
ease
in
that
and
then
also
like.
I
said
the
over
supervision
of
offenders
can
lead
to
recidivism.
So
if
you
constantly
have
the
only
person
you
can
make
contact
with,
is
your
your
officer
again?
D
If
you
keep,
you
know
looking
for
something
eventually
you're
going
to
find
it,
and
so
this
allows
the
officer
to
focus
on
non-compliance
as
opposed
to
compliance
if
the
specialist
can
handle
all
the
compliance,
and
that
leaves
the
officer
to
handle
the
non-compliance,
that
is
a
better
allocation
of
resources,
the
officer
utilizes
their
posts,
training
and
certification,
and
you
know
in
the
areas
they
need
to,
and
so
I
guess
overall
this
this
500
to
1
ratio
for
the
officer.
D
That
was
our
hypothesis
in.
In
laying
this
out,
we
knew
that
bifurcating,
the
administrative
and
the
enforcement
elements
between
staff
150
wasn't
enough
at
150,
the
officer
is
taxed
to
be
all
things
to
all
people,
but
there
wasn't
enough
caseload
at
150.
It
wouldn't
make
sense
operationally
or
from
an
efficiency
standpoint
to
have
one
officer
and
one
specialist
at
150..
That
was
that
was
too
much
yeah.
A
And
so
I
I
I
just
would
like
to
clarify
and
and
make
sure
that
we're
concise
here
and
and
and
for
the
edification
of
everyone
listening
right
now,
so
the
specialists
are
non-sworn
officers
who
will
pick
up
some
of
the
administrative
or
maybe
tedious
roles,
while
monitoring,
ex-offenders
and
also
just
to
be
sure
they
will
have
direct
supervision
by
a
sergeant
and
also
will
there
be
clear-cut,
defined
roles
of
what
they
can
and
cannot
do.
Ultimately.
D
Tom
austin
for
the
record
so
trying
to
address
each
point
of
your
question
and
again
you
can.
D
Yes,
the
sergeant
will
have
direct
supervision
over
the
specialist.
The
officer
is
not
a
supervising
position
by
classification.
The
sergeant
will
be
the
supervisor
for
all
six
employees.
D
Yes,
the
the
specialists
are
non-sworn
and
they
will
focus
purely
on
those
administrative
functions.
Yes,
those
those
roles
will
be
clearly
defined
within
guidelines
and
are
our
our
work
instructions
for
both
both
those
positions.
Internally,
the
contact
ratios
will
change
for
the
officer
and
as
a
and
the
specialist
in
that
situation,.
A
Thank
you
for
that
committee
members.
Any
additional
questions.
A
Okay,
seeing
none
if
we
can
move
on
to
the
next
section.
D
Okay,
tom
austin
for
the
record,
and
one
final
point
on
this-
is
that
again
the
the
500
to
one
was
our
hypothesis
on
this.
There
is
certainly
the
potential
that,
once
we
receive
data
back
assuming
this
is
approved,
we
may
be
asking
for
an
adjustment
to
those
case
laws
in
in
the
next.
In
the
next
session.
A
I
I
I
guess
that
I'm
I
I
apologize
chief.
I
guess
that
triggers
one
more
question,
so
if
you
find
that
it
is
a
challenge
or
a
problem,
the
plan
is
to
wait
until
the
next
section
a
session
to
ask
for
an
adjustment.
At
what
point
will
you
realize
that
this
is
or
isn't
working?
What
is
your
measurement
for
that.
D
Tom
lawson
for
the
record,
assuming
this
were
to
be
approved
effective
in
july
internally.
We
know
that
there
is
a
reclassification
process
that
has
to
happen
for
those
positions
so
realistically
the
fastest,
we're
anticipating
being
up
and
running
for
this,
with
the
reclassification
of
officers
going
through
classification
of
dhrm,
when
funding
is
approved,
whether
it's
july,
our
october
funding
date
for
for
positions
and
whatnot.
D
We're
anticipating
december
is
probably
a
jumping
off
point,
given
the
the
state
system
and
classification
and
everything
else,
and
so
that
would
give
us
roughly
a
year
year
and
three
months
of
data
before
we're
building
up
again
in
the
state
budget
cycle
of
when
we
have
to
submit
the
next
agency
request,
budget
september-ish
so
a
year,
and
maybe
a
year
and
nine
months,
approximately.
No.
D
So
we
don't
want
to
have
two
full
years
of
data
before
we're
back
to
you
talking
about
this
again,
as
I
said
that
you
know
we
have
to
be
internal
statisticians
for
all
of
our
programs,
so
we
immediately
monitoring.
You
know
performance
measures
for
this,
this
pod
concept
and
determining
whether
that
that
ratio
is
appropriate,
and
so
again
our
hypothesis
is
that
that
the
500
to
one
will
work.
D
Maybe
the
data
shows
that
it
could
be
600
to
one
and
and
and
two
specialists
could
do
you
know
300
a
piece?
Maybe
it's
200
piece.
So
that's
the
the
adjustment
we
may
be
seeking
to
address
next
session
is.
Is
that
final
officer
to
offender
ratio
may
need
some
adjustment
based
upon
the
data
we
receive
back
on
this?
D
A
That
was
my
question.
My
question
was
when
you
had
covered
the
other
possibilities,
so
thank
you
for
that.
Chief.
D
And
then,
with
the
cycle
I
mean
the
only
way
we
could
actually
come
to
you
for
adjustments.
Mid-Session
would
be
through
interim
finance
and
there's
that
process
by
itself,
so
gosh.
If
I,
if
we
missed
that
bad,
I
I
wouldn't
want
to
be
in
my
chair
at
interim
finance
asking
for
for
adjustments.
Mid-Session.
D
Okay,
so
the
last
one
is
our
one
shot
for
computer
replacement.
This
decisioning,
it
requests
replacement
computers
for
the
next
biennium
in
accordance
with
the
each
replacement
schedule.
This
decision
here
would
replace
169
computers
during
the
state
fiscal
years,
22
and
23,
along
with
associated
docking
stations,
surge
protectors
and
other
accoutrements
for
that
for
that
computer.
D
This
request
aligns
with
the
replacement
schedule-
and
I
know
last
year
during
your
last
session
during
our
budget
closing
and
discussion
over
our
one
shots.
Chair
carlton
had
a
question
specifically
about
our
where
we
were
in
our
replacement
cycle
and
at
that
time
we
reported
that
the
computers
were
given
last
time
would
put
us
on
each
schedule,
and
I
just
wanted
to
report
back
that.
D
Yes,
we
are
on
repeat
for
each
schedule
and
these
169
computers
are
the
ones
that
are
due
for
replacement
next
biennium
and
so
with
that
we
would
retain
our
position
as
compliant
with
each
replacement
schedule.
So
we
do
not
have
anything
on
the
on
the
floor.
That
is
outside
the
replacement
schedule
at
this
time
and
assuming
this
will
be
approved
moving
forward,
and
so
with
that
I
will
close
my
presentation
and
address
any
other
questions
that
hadn't
come
up
so
far.
So
thank
you
for
your
time.
D
A
Thank
you
with
that.
We
do
have
some
questions
from
chair
dennis.
B
Thank
thank
you,
madam
chair.
I
have
questions
about
the
records
management
system.
You
alluded
to
it
earlier
in
the
presentation.
Can
you
first
of
all,
just
from
a
historical
perspective?
Can
when
did
otis
come
online.
D
Tom
austin
for
the
record.
I
was
not
with
a
division
that
far
back,
but
I
do
remember
competing
for
resources
with
with
pmp
when
I
was
at
nhp
when
they
were
developing
that
and
I
believe
it
was
online
in
1999
or
2000
somewhere
in
that
neighborhood.
B
So
and
then
in
in
20,
when
was
it,
I
want
to
say
15
in
15
we
we
decided
to
replace
it
right,
and
so
we
put
some
money
towards
that.
B
C
D
Tom
austin
for
the
record,
well,
data
conversion
has
always
been
part
of
the
discussion.
Part
of
the
problem
with
the
way
the
current
system
is
built,
is
that
the
data
is
just
no
other
way
to
describe
it,
but
dirty
the
current
system
does
not
have
any
basic
accounting
principles
into
it.
A
user
can
enter
an
account
out
of
balance
and
the
system
won't
error
and
require
it
to
be
in
balance.
D
So,
yes,
the
the
there
there's
has
been
discussion
from
the
onset,
at
least
in
my
involvement
of
migraine
data,
and
how
best
to
do
that.
That
discussion
is
ongoing.
I
do
remember
your
question
from
last
year
when
we
discussed
the
one
shot
again
senator
dennis
and
at
that
time
I
assured
you
that
that
data
migration
is
part
of
the
system,
and
that
is
absolutely
crucial.
Moving
forward.
D
D
So
whenever
it
was
came
up
and
migration,
that
data
is
critical,
we
need
to
have
the
historic
records
for
offenders
who
return
to
our
supervision
because
it
happens
commonly,
and
so
we
need
to
know
what
their
responsibility
was
back
in
the
past
to
the
current
case,
and
so
along
those
lines,
I'm
going
to
be
elaborating
a
little
bit
more
than
they
did
hope,
sir,
but
apologize
for
that.
But
I
hope
this
this
gives
you
an
idea
of
where
we're
going
with
this
system.
D
Is
that
one
of
the
things
we
did
with
immediately
upon
entering
the
contract
with
tyler
as
our
approved
vendor?
Is
that
we're
also
working
with
eats
to
onboard
a
msa
resource
as
a
database
administrator
to
work
solely
for
the
division
under
the
msa
contracts,
to
focus
on
data
migration
data,
cleansing
of
our
existing
data
data
mapping
of
our
current
system
to
the
new
system
and
then,
ultimately,
that
transfer
of
data
from
the
old
system
to
the
new
one?
D
So
we
have
use
of
each
resources
for
that.
We
are
bringing
on
a
msa
contract
employee,
to
focus
purely
on
that,
so
that
we
have
the
best
data
going
forward
again.
That
cleansing
is
going
to
be
a
significant
endeavor,
which
is
why
we
felt
that
having
our
own
dedicated
resource
for
that
was
was
critical
to
success.
D
Tom
lawson
for
the
record,
they
are
in
backgrounds
and
and
right
now
we,
the
delay,
has
been
in.
We
haven't
been
able
to
get
good
fingerprints
from
them
and
so
because
they're
touching
criminal
history
information
there
there
is
no
give
on
the
on
the
background
requirements
and
and
the
ncic
and
see
just
security
requirements
and
and
they
can't
work
first
until
that's
successfully
completed.
B
Yeah,
that's
very
important,
so
let's
talk
about
the
the
request
you're
asking
for
two
million
in
the
current
biennium
and
then
the
840
000
or
whatever
that
amount
on
in
the
second
part
of
the
biennium.
What
what's
the
status
of
the
project?
At
this
point,
and
you
and
and
remind
me
this
is
an
off-the-shelf
product
that
you're
going
to
use
now.
C
D
Tom
lawson
for
the
record,
and
so
it
is
an
off-the-shelf
process
system.
Primarily,
however,
there
is
elements
of
customization
in
there
you
know.
Nevada
is
a
somewhat
of
a
unique
animal
that
we
have
parole
and
probation
at
the
state
level,
and
not
many
other
states.
Do
it
that
way,
and
so
we
had
to
have
a
system
that
covers
both
sides
of
the
house,
as
well
as
pre-sentence
investigation
for
the
courts,
as
well
as
pardon
support,
as
well
as
parole
board
support.
D
So
there
are,
there
are
a
lot
of
unique
elements
that
none
of
the
vendors
had
a
hundred
percent.
D
You
know
off-the-shelf
solution
that
gave
us
everything
that
we
must
do
under
our
statutory
charters,
and
so
that
was
part
of
the
rfp
process
was
identifying
what
elements
you
know
had
to
be
added
in
as
customization
it's
a
considerable
endeavor
for
the
the
projected
customization
we've
had
ongoing
discussions
with
the
vendor
for
that
in
their
development,
they've
already
stood
up
a
test
environment
we've
had
our
users
going
into,
I
guess,
not
a
test
environment,
I
guess
a
demo
environment
of
what
their
product
is.
We
have
our
subject
matter.
D
Experts
working
with
them
going
through
that
environment,
to
identify
what
elements-
and
I
guess,
procedural
mechanisms
in
place
internally,
we
will
adapt
to
the
off-the-shelf
situation
and
what
I
guess
key
essential
functions
are
missing
from
their
off-the-shelf
solution.
That
must
be
customized,
and
that's
that's
where
we're
at
right
now
is
defining
the
doing.
The
final
definition
of
that
you
know
their
initial
projection
was,
you
know
without
all
the
customization
involved,
their
their
thought
was.
They
could
have
an
environment
up
operational
by
september
of
21.
D
Actually
this
year,
I
think
with
customization.
A
more
realistic
timeline
is
probably
the
turn
of
the
year
january
december
january.
22
is
probably
a
more
resist,
realistic
timeline,
given
some
of
the
customization
elements
and
a
lot
of
those
customization
elements
are
also
interfaces
right.
We
interface
the
number
of
entities
now
and
those
have
to
be
rebuilt
and
again,
the
security
protocol
have
to
be
followed.
D
I
don't
have
that
directly
in
front
of
me.
I
can
provide
that
in
a
follow-up
response
after
the
presentation,
if
that
would
be
acceptable.
B
D
Tom
lawson
for
the
record,
some
of
it
is
that
we're
still
collecting
data
in
into
that
or
dirty
data
in
that
bad
system,
and
so
over
the
years
elements
of
of
otis
have
been
pre-tasked
internally
to
try
to
make
the
existing
system
fit
where
it
needs
to
be,
and
I
guess
the
way
otis
was
built,
if
I
could
make
a
analogy,
is
that
it
was
built
as
like
a
single
wide
trailer
and
then,
when
an
addition
needed
to
be
built
on
they
didn't
build
onto
it.
D
You
know
with
a
solid
foundation,
they
just
parked
another
single
wide
trailer
next
to
it,
and
instead
of
aligning
the
doors,
they
kind
of
cut
a
hole
in
the
walls
to
make
a
pass
through,
and
so
things
don't
relate
very
well.
There
are
tables
in
there
that
were
functional
at
the
beginning
and
then
were
re-tasked
away
from
their
primary
function
and
then
abandoned
for
other
tables,
and
so
that's
part
of
the
the
dirty
data
part
of
it.
So
yeah
there's
there's
a
number
of
issues
with
that.
D
What's
some
of
the
the
consequences
of
continuing
that
besides
the
the
dirty
data?
Part
of
it
is
compliance.
You
know
we
can't
comply
with
certain
elements
of
the
reporting
elements
of
ab236,
because
the
system
isn't
capable
of
collecting
the
data
in
in
or
a
lot
of
times
extracting
the
data
from
the
system
in
a
meaningful
way.
Otis
relies
heavily
on
chronological
entries
to
document
certain
things
that
weren't
built
in
a
table
form,
and
so
anybody
familiar
with
with
database
administration.
D
The
worst
way
you
can
possibly
collect
data
is
free
text
because
it's
not
searchable
in
a
usable
fashion.
Very
well,
it's
not
very
efficient.
So
a
lot
of
things
have
to
be
collected
via
that
free
text,
and
so
it's
available
to
those
who
are,
I
guess,
familiar
with
that
individual
offender
and
their
their
their
supervision.
D
However,
statistically
it's
not
usable,
so
extraction
of
data
is
a
problem
for
us
and
I
know
I
know
well.
I
would
expect
that
there
are
a
number
of
you
on
have
asked
for
things
over
the
years
that
our
response
has
been
I'm
sorry,
but
we
can't
extract
that
from
our
system,
given
the
the
database
design
and
the
functionality
of
it.
So
those
are
areas
that
will
be
immediate
improvement
by
truly
having
a
real
relational
database
with
the
new
system.
B
So,
with
the
with
the
so
the
way
I
say,
you've
got
the
new
system
coming
online.
You
you've
got
an
msa
contract
that
you're
going
to
bring
on
board.
That's
going
to
take
that
data,
and
I
would
I
assume
that
he's
also
going
to
be
able
that
person
is
going
to
be
able
to
take
that
the
free
data,
the
free
text
and
anything
else
and
kind
of
comb
it
all
into
a
format
that
could
come
into
the
new
system.
So
then
it
would
all
be
searchable.
Is
that
accurate.
D
D
We
want
data
to
be
collected
in
a
searchable
fashion,
but
there
is
a
necessity
to
have
some
sort
of
free
text
in
there,
so
the
historic
records
chronos
would
come
over
and
map
into
the
new
free
text
for
historical
reasons,
but
going
forward
the
collection
of
that
data
will
change
dramatically
so
that
it
will
be
searchable
moving
forward,
gosh
the
cost
associated
with
trying
to
parse
out
that
free
text
into
a
tabular
format.
I
I
would
hate
to
see
that
price
tag.
I
think
that
would
be
very
difficult
and
expensive
to
accomplish.
B
So
so,
then,
the
what
so
the
msa
contractor.
What
is
that
contractor
going
to
do
is
going
to
clean
up
the
dirty
data,
so
you
can
move
it
over.
D
Tom
lawson,
for
the
record,
it's
really
three
things.
First.
Is
I
need
to
map
the
old
tables
to
new
tables,
to
see
what
matches
up?
If,
for
example,
the
the
parameters
of
the
old
table
don't
match
the
parameters,
the
new
table,
they
need
to
reconcile
those.
If
this
table
is
coming
over
as
an
alphanumeric
character
is
acceptable,
but
the
new
table
will
only
accept
numeric
or
only
except
alpha.
They
have
to
reconcile
those
differences.
D
D
A
huge
portion
of
that
will
be
our
getting
ready
for
accounting
module
going
from
a
non-gaap,
compliant
accounting
principle
or
really
no
accounting
principle.
You
know
calculator
to
a
true
accounting
system
that
that
is
built
upon.
You
know,
gap
principles,
that's
going
to
cause
some
errors
in
our
data
and
so
trying
to
figure
out
how
to
get
the
most
and
best
data
from
the
old
systems.
The
new
system.
D
It
will
be
a
significant
chunk
of
that
and
then
ultimately,
monitoring
that
transfer
over
and
doing
data
checks
to
ensure
the
data
came
over
properly.
With
you
know,
test
scripts
test
runs
before
we
do.
A
final
production
run.
B
Just
one
final,
I
just
need
to
clarify
the
msa:
how
is
the
msa
being
paid
for.
D
Tom
lawson
for
the
record
internally,
we
have
budgeted
from
the
allocation
of
the
2019
session.
We've
allocated
an
internal
budget
to
cover
that
msa
cost.
We
also
allocated
some
internal
funds
for
for
each
programming
as
well.
We
know
there's
going
to
be
some
involvement
of
their
database
administrators
they're,
possibly
their
programming
staff,
but
we
we've
allocated
that
from
the
existing
money
that
we
were
given
in
the
2019
session.
A
Yes,
and
with
that
chief
lawson,
I
know
that
you
said
your
presentation
that
you're
finished
with
your
presentation,
but
I
do
not
want
to
not
give
members
an
opportunity
to
ask
about
the
going
home
prepared
program.
So
members,
if
there's
any
questions
about
going
home,
prepared.
A
Okay,
I
have
a
few
questions
about
the
not
going
about
going
home
prepared
program.
The
first
one
is
what
impacts
has
the
division
observed
during
this
fiscal
year
as
a
result
of
the
funding
elimination
for
the
program?
I
know
that
you
mentioned
earlier
that
it
was
originally
500
for
ex-offender
and,
yes,
I
use
the
term
x
offender.
A
I
keep
using
that
term
and
always
have
for
a
few
decades
for
specific
reasons,
but
you
said
that
that
number
went
from
500
up
to
a
thousand
and
now
I
believe
it's
back
down
to
500..
So
can
you
explain
what
the
impact
has
been
on
that
reduction.
D
Tom
lawson
for
the
record.
Yes
upon
initiation
of
the
program,
we
used
the
500,
primarily
because
that's
what
ndoc
was
was
providing,
and
that
was
a
starting
point
for
us.
D
If
we
were
to
raise
that
threshold,
and
so
now
the
threshold
isn't
a
thousand
dollars
it's
up
to
a
thousand
dollars,
given
the
type
of
programming
they're
going
to,
and
ultimately
it's
a
very
a
limited
pool
of
money
for
the
the
demand
and
so
we're
trying
to
find
the
best
bang
for
the
buck
really
to
to
do
that.
D
And
so,
if
one
offender
can
get
a
six-week
residential
program
as
an
example
with
housing,
meals,
counseling
services
for
9.50,
then
comparatively
to
somebody
who
gets
two
weeks
in
a
hotel
for
500,
then
the
extra
450
is
money
well
spent
in
terms
of
the
the
long-term
potential
success
for
that
individual.
Some
specific
notes
here.
A
And
I
think
that's
that's
really.
The
the
core
of
my
questions
as
well
is
with
that
with
that
reduction
has
the
has
a
division,
utilize,
other
resources,
you're
you're,
implying
kind
of
working
with
other
programs
and
connections
to
assist
with
housing.
So
what
type
of
resources
or
community
connections
collaborations
have
you
employed
to
provide
these
services?
A
D
Lawson
for
the
record,
I
guess
just
to
clarify
right
now:
there
is
zero
money
available
for
for
this
year,
all
of
it
for
the
second
half
of
last
year
or
from
the
ending
part
of
last
year,
and
all
of
this
year
were
reverted
in
back
in
july.
So
at
this
point
there
are
no
no
funds
available.
Those
partnerships
are
important,
so
without
the
ability
to
to
look
at
this
we're
trying
to
find
and
foster
relationships
with
with
vendors
for
offender
pay
situations.
D
If,
if
the
offender
is
a
veteran,
we
we
do
a
lot
of
pre-vetting
and
our
embedded
specialists
look
to
pre-vet
qualification
for
different
types
of
programs
as
part
of
their
parole
planning
process.
Again
the
focus
being
proactive
and
making
sure
that
the
first
plan
that's
submitted
is
the
successful
plan.
So
we
have
all
those
elements
in
place.
We
work
very
well
with
the
the
corrections
caseworkers
along
those
lines
theoretically
under
statute.
D
The
the
first
draft
of
the
plan
is
the
responsibility
of
ndoc
and
on
our
staff
by,
I
guess
the
in
the
embedded
specialist
program
step
in
upon
failure
of
that
first
plan.
Well,
being
reactionary,
isn't
isn't
good
for
us
ndoc
or
the
offender,
and
so
now
we
partner
with
with
corrections
to
and
like
I
said
when
we're
able
to
have
the
embedded
specialists
do
town
halls
and
whatnot
pre-plan
for
that
successful
pro
release
plan
initially,
so
we
do
the
pre-vetting
of
programs.
D
A
And,
and
just
briefly,
my
final
question
is
because,
when
I
hear
amounts
like
500
a
thousand
dollars,
you
know
helping
with
housing
that
that
doesn't
get
us
very
far.
So
what
what
does
it
actually
look
like
for
an
ex-offender
new
parolee
coming
out,
and
how
long
does
that?
Last?
What
what
are
the
conditions?
What
does
someone
actually
get
out
of
that?
A
Because
there's
places
and
nevada
is
unique
in
the
sense
that
it
doesn't
necessarily
get
more
affordable
as
we
go
into
the
rural
areas
and
so
whether
we're
in
las
vegas
or
we're
in
some
of
our
rural
communities?
D
Tom
austin
for
the
record:
it's
really,
as
you
said,
location
by
location
offender
by
offender,
because
there
are
certain
properties
that
just
flat
refuse
to
work
with
certain
subsets
of
the
offender
population.
D
Some
properties,
you
know
market
themselves
as
family
oriented
and
they
flat
refuse
to
accept
a
sex
offender,
and
so
that's
part
of
their
business
modeling.
So
we're
we
have
to
overcome,
and
I
guess
address
those
restrictions
on
on
placement
opportunities.
It
really
varies.
You
know
in
in
some
areas
that
that
500
or
a
thousand
dollars
make
it
two
to
three
weeks
in
in
just
that,
just
a
hotel,
just
a
simple
hotel
room
and
again
the
500
level.
D
We
were
seeing
times
even
shorter
that
so,
which
is
why
we
started
focusing
on
programs,
residential
programs
that
would
provide
some
sort
of
wraparound
service
participation
in
the
programming
is
required
to
be
there,
and
so,
by
increasing
the
threshold,
we
open
up
those
opportunities
again.
The
drive
here
is:
what's
the
best
bang
for
our
buck.
What
where
we?
Where
are
we
getting
the
most
resources
for
that
offender,
for
the
money
that
we're
we're?
Providing
and
overall
this
program
has
been
very
successful
when
we
had
the
funding.
D
We
did
a
three-month
sample
looking
at
over
200
offenders,
who
were
releasing
that
three-month
sample
and
comparatively
the
percentage
who
were
employed
at
30
days,
those
receiving
agent
funding
that
was
at
48.5
percent,
those
who
didn't
only
were
employed
at
30
days,
18
percent
those
had
who
were
on
the
path
to
absconding
within
30
days.
D
Because
again
you
can't
abscond
in
30
days,
you
can
disappear,
but
you're,
not
technically
a
misconduct
until
60
days
have
passed
under
the
latest
change
to
law,
those
along
that
path
of
sconding
with
nine
percent
if
they
received
integer
funding,
45
percent
in
that
sample
who
hadn't
received
interest
in
funding,
so
the
engine
funding
program
provides
the
stability.
That's
that's
part
of
the
reason
that
it
was
granted.
The
the
the
driving
force
for
that
was
is
that
the
cost
per
day
of
indigent
funding
was
cheaper
than
ndoc.
D
That
was
kind
of
the
initial
premise
was:
if
we
assist
people
in
establishing
residents
getting
their
foot
into
the
community
and
provide
a
you
know,
a
you
know
foothold
for
them
to
to
be
more
stable
one.
We
would
position
them
for
better
long
term
success,
but
in
the
short
run,
it'll
be
less
cost
to
the
state,
because
outside
is
cheaper
than
inside.
D
Thank
you
so
much
for
your
time
and
should
there
be
any
questions?
My
contact
information
is
at
the
end
of
the
presentation
and
I
would
be
happy
to
address
any
questions
that
come
up
in
the
future.
A
D
A
D
Oh,
this
is
tom.
Last
night
I
believe
I
heard
or
saw
chairman
dorico
on
the
participants
list.
A
C
C
And
I'll
go
ahead
and
see
if
I
can
share
my
screen
here
and
I
will
ask,
are
you
able
to
see
my
presentation.
A
I
will
provide
the
same
response
we
are,
but
I
don't
know
if
it's
available
to
the
public
if
they're
bps
is
this
a
viewing
for
the
public
right
now?
Are
they
able
to
see.
C
You,
okay,
thank
you
I'll,
go
ahead
and
begin
good
morning,
madam
chair
miller,
vice
chair,
monroe,
moreno
and
all
members
of
the
committee.
My
name
is
christa
rico
and
I'm
the
chairman
of
the
board
of
parole
commissioners,
also
available
today
for
questions
from
the
parole
board,
is
kathy
baker
who
is
employed
as
our
management.
Analyst.
Three
I'd
like
to
thank
you
all
for
the
opportunity
to
provide
an
overview
of
the
board
of
parole.
Commissioners.
C
Here's
our
mission
statement
and
I'll
just
go
ahead
and
read
it
in
an
effort
to
ensure
public
safety.
The
board
of
parole
commissioners
renders
fair
and
just
decisions
on
parole
matters
based
on
the
law,
the
impact
on
victims
and
the
community
and
the
goal
of
successfully
reintegrating
offenders
back
into
society.
C
C
C
C
Since
the
standard
adopted
in
fiscal
year,
27
had
not
been
in
effect
for
three
years
due
to
an
issue
with
the
nevada
offender
tracking
system,
which
is
noticed,
the
ndoc
database,
and
it
can
be
implemented
until
february.
25Th
of
2019.,
the
2017
approved
standard
will
be
next
reviewed
on
or
before
january,
1st
2023
by
statute
in
nrs
213.10885
subsection
6.
The
board
is
required
to
comprehensively
review
its
adopted
standards.
C
C
I
want
to
add
here,
at
the
february
10
2021
sunset
subcommittee
overview
to
the
legislative
committee
on
commerce
and
labor
senator
spearman,
informed
the
legislative
committee
that
the
subcommittee
would
be
submitting
two
bdrs
on
behalf
of
the
parole
board.
One
of
them
recommends
amending
nrs
213.10885
to
at
least
every
five
years
instead
of
every
two
years.
C
C
E357
this
request
funds
the
cost
for
the
pardons
board
court.
Reporters
the
cost
of
a
court
reporter
is
dependent
upon
the
number
of
people
on
the
pardons
board
hearing
agenda
and
the
amount
of
time
a
pardons
board
hearing
lasts.
The
pardons
board
expenses
are
paid
by
the
parole
board's
budget.
The
parole
board
does
not
receive
additional
funds
for
pardons
board
expensive.
C
Three
pardons
board.
Hearings
were
held
in
fiscal
year,
2020.
recently
sjr-1
passed
in
the
november
2020
election.
As
a
result,
there
will
be
a
minimum
of
four
pardons
board
hearings
held
moving
forward.
Additionally,
the
next
pardons
board
meeting
is
scheduled
over
multiple
days
due
to
the
passage
of
sjr-1.
The
parole
board
recently
submitted
a
request
to
amend
the
parole
board
budget
to
include
the
cost
of
an
additional
position
for
the
pardons
board,
as
the
amount
of
hearings
has
now
statutorily
doubled.
C
C
Ether
e359,
this
request
funds
anticipated
costs
for
multiple
interpreters,
to
conduct
both
pardon
and
parole,
hearings
for
non-english
speaking
individuals
and
for
those
who
may
be
speech
or
hearing
impaired.
The
cost
of
multiple
interpreters
depends
on
the
number
of
individuals
requiring
these
services.
C
Slide
8
shows
the
number
of
scheduled
discretionary,
mandatory
and
parole
violation
hearings.
In
addition,
it
shows
the
number
of
actual
no
actions
taken
by
the
board
and
the
number
of
projected
no
actions
is
determined
by
jfa.
I
know
that
chief
lawson
spoke
about
jfa
and
the
spring
and
fall
forecast,
and
I
wanted
to
point
out
here
that
this
here
information
is
based
on
the
fall
2020
forecast
is
provided
by
jfa
slide.
9
shows
the
board's
actual
grant
rates
from
fiscal
year
2016
through
the
first
half
of
this
fiscal
year.
C
I
know
we've
been
talking
here,
at
least
with
chief
lawson
earlier
in
some
of
the
results
of
covet
19..
If
you
look
at
our
fiscal
year
grant
rate
of
2020,
you
will
see
that
the
total
grant
rate
was
71,
which
is
considerably
higher
than
the
years
past.
We
seem
to
have
been
hovering
the
last
few
years
about
62
to
65
the
first
half
of
this
fiscal
year,
we're
back
on
track
we're
about
sixty
four
percent,
but
with
covid
and
for
some
things
that
took
place.
Our
grant
weight
was
actually.
C
C
C
A
I
have
one
question:
while
we're
waiting
to
see
if
other
members
generate
any
questions,
my
question
is
going
back
to
the
operational
cost,
the
interpreters
for
for
the
parole
hearings
that
you
listed
as
like
250,
I
that's
that
price
seems
so
extremely
low
to
me.
So
is
that
per
meeting
are
we
just?
Are
you
just
asking
for
an
allocation
for
one
additional
meeting
for
the
year?
Is
that
per
interpreter,
because
I
I
can't
imagine
that
we
could
get
a
year's
worth
of
interpreters
for
it.
That
price
just
seems
so
low,
so.
C
Yeah.
Thank
you,
madam
chair
christa
rico.
For
the
record,
I
would
turn
that
question
over
to
kathy
baker,
who
can
provide
the
additional
information
on
that.
B
Kathy
baker
for
the
record,
it
is
low.
We
had
requested
more.
The
amount
is
based
on
based
on
a
five-year
average.
However,
in
the
amendment
that
we're
planning
on
submitting,
I
have
recalculated
as
a
10
meeting
average
and
have
requested
a
small
amount
more
for
interpreters.
It's
really
hard
to
determine
how
many
interpreters
we
will
need,
because
that
cost
also
covers
the
pardons
board,
not
only
parole
meetings,
so
it
is
low.
We
actually
requested
sixteen
hundred
and
thirty-two
dollars
more
to
our
base.
A
B
And-
and
I
apologize
no,
that
was
a
request
to
the
biennial
budget.
As
far
as
the
amendment
goes.
B
I
requested
and
I
apologize-
I
have
this
information
I
I
had
combined
both
the
interpreters
and
the
court
reporters
in
the
amendment
and
that
would
be
an
increase
of
3259
in
the
amendment
when
it's
broken
down.
I
did
request.
We
requested
an
additional
1
000.
B
Offenders
can,
I
believe,
and
chair
dorico
may
know
this
better,
but
offenders
are
able
to
use
other
offenders
for
interpreter
interpretive
services.
So
there
are
a
lot
of
times
where
non-english
speaking
offenders
will
need
an
interpreter.
A
And
so
my
question
with
that,
because
you
know
nevada,
we
we
speak
countless
languages,
and-
and
so
I
I
I-
I
would
assume
that
it's
fairly
often
that
we
have
individuals
that
will
need
some
interpretation
support.
A
So
I
guess
my
first
question
is
first,
if
we're
using
other
inmates
asked
for
support,
does
that
inmate
receive
some
type
of
benefit
or
some
type
of
acknowledgement?
A
I
know
there's
point
systems
all
kinds
of
stuff
like
that
for
participating
and
helping
in
that
capacity,
but
also
maybe,
if
we
could
get
down
to,
I
guess
what
I'm
trying
to
get
to
is
what
is
the
average
per
interpreter
cost
like?
If
I,
if
we
were
looking
at,
we
have
one
parole
board
meeting.
We
need
an
interpreter
and
understanding
that,
depending
on
the
language
it
it
can
be
more
difficult
to
find
someone,
but
in
general,
what
what
is
kind
of
the
range
of
we
have
a
meeting.
B
Is
about
125
an
hour
okay?
Well,
we
have.
We
have
worked
around
the
agendas
and
even
at
pardon's
board
agendas
to
have
those
non-english
speaking
offenders
to
be
heard
first,
so
that
we
don't
keep
the
interpreter
there
for
a
really
long
time
we
can
get
them
in
and
out
and
the
cost
is
it
used
to
be
maybe
seven
hundred
dollars,
because
the
person
would
have
to
sit
there
all
day
until
the
offender
they
were
interpreting.
A
A
Okay,
that's
helpful
and
that's
helpful
knowing
that
and
that's
why
that
250
dollars
just
seemed
very
strange.
Is
there
when
will
the
amendment
be
submitted,
you
mentioned
amendment?
Has
that
already
been
submitted
or
will
it
be
submitted
or.
B
I
I
it
was
worked
on
this
weekend.
Okay,
so,
and
I
submitted
it,
it's
been
submitted
to
the
department
of
public
safety
and
then
they
review
it
and
send
it
on
to
the
governor's
finance.
C
Madam
chair,
may
I
add
to
what
miss
baker
said
there.
Yes,
please,
so
the
the
parole
board
hearings
themselves.
We
we
generally
don't
have
a
great
necessity
for
other
than
english-speaking
paid
interpreters,
but
where
it
really
comes
up
is
in
the
pardons
board
and
the
people
that
are
out
in
the
community.
C
I'll
give
you
an
example,
a
pardon
sport
hearing,
probably
a
year
year
and
a
half
ago
we
needed
someone
that
spoke
hmong
and
we
there
was
nobody
locally
and
from
what
I
recall
we
had
to
bring
in
an
interpreter
from
the
sacramento
area
that
we
had
to
take
care
of
and
provide.
C
You
know:
transportation
costs
hotel
room
for
dm
and
all
those
things
so
that
something
like
that
really
adds
up
when
they're
out
in
the
community
more
like
with
those
pardons
board
community
cases,
that's
where
we
seem
to
use
them
more
and
they're
much
higher
dollar
versus
at
a
parole
board
hearing.
We
may
have
an
inmate
who
is
who
is
sitting
with
the
inmate
being
considered
for
parole
and
that
inmate
interprets
and
translates-
and
I
think
you
would
ask
the
question
about-
is
there
any
benefit
to
them?
C
To
doing
so,
that
would
be
a
question
for
ndoc
not
for
us
and
but
I
wanted
to
make
sure
I
answered
that
as
well.
A
Thank
you.
I
appreciate
that,
and
I
also
appreciate
everyone
being
resourceful
about.
You
know
how
to
do
this,
making
sure
that
we
we
have
an
interpreter
hired
that
those
individual
meetings
are
scheduled
first
and
things
like
that,
but
I
just
want
to
make
sure
and
and
maybe
there's
some
areas
even
where
we
can
connect
with
universities
and
even
our
k-12s,
and
because
we
speak
so
many
languages
that
to
make
sure
that
everyone's
getting
that
support,
that
they
need
any
other
questions
from
members.
A
Thank
you
and
we
can
move
on
the
next
on.
Our
agenda
is
public
comment
so
with
public
comment,
and
as
previously
mentioned,
those
who
wish
to
make
public
comment
are
directed
to
pre-register
online
as
bps
checks
the
phone
to
see
if
there's
any
callers
in
the
queue
just
want
to
remind
everyone
that
public
comment
is
limited
to
two
minutes
per
person
and
that
the
remarks
should
be.
A
You
know
toward
the
things
that
are
within
the
purview
of
this
committee
also
remarks
are
always
welcome
and
can
be
submitted
for
inclusion
in
the
meeting
records
at
this
point.
Bps
do
we
have
anyone
any
colors
on
the
line.
B
Chair
this
is
michael
from
broadcast.
At
present,
there
are
no
callers,
the
line
is
open
and
working
did
you
want
to
wait
a
minute
or
two.
A
B
A
I
think
we
have,
you
know
provided
enough
additional
time
at
this
point.
Are
there
any
callers.
B
In
line
chair,
this
is
michael
from
broadcast.
The
color
line
is
open
and
working.
However,
there
are
no
callers.