U.S. Courts - 2004 Annual Report of the Director

2004 Annual Report of the Director
Administrative Office of the U.S. Courts

Probation and Pretrial Services

The challenge is to provide high quality investigative and supervision services to the Judiciary despite projected increases in workload and the likelihood that the workforce will not grow to keep up.

Cost-Containment Measures

The Administrative Office, under the direction of the Judicial Conference Committee on Criminal Law, worked with chief probation and pretrial services officers to develop a targeted approach to containing costs that ensures core responsibilities are adequately supported. The challenge is to provide high quality investigative and supervision services to the Judiciary despite projected increases in workload and the likelihood that the workforce will not grow to keep up.

The challenge will be met by prioritizing workload and targeting resources accordingly. Some examples of targeting include new policies to eliminate or reduce staffing credit for work related to cases involving infractions and certain misdemeanors; new models for streamlined pretrial services and presentence reports; and continued review of caseloads to identify offenders for early termination who have met the terms of supervision set by the court, successfully reintegrated into the community, and do not pose a foreseeable risk to public safety or to a particular third party.

The AO will continue to identify and develop mobile technologies that enhance productivity and enable probation and pretrial services officers to access case-specific and law-enforcement related information while out in the community, thereby reducing travel costs and lessening the need for costly office space.

Study of the Probation and Pretrial Services System

The final report of a multi-year study of the probation and pretrial services system, led by an independent consultant, was issued in 2004. The study focused on all aspects of the system's operations—organizational, administrative, managerial, and programmatic—and considered a wealth of information gathered through interviews with key stakeholders in all three branches of government; focus groups; analyses of population, staffing and expenditure data; reviews of policy and statutory directives; and surveys of district judges, magistrate judges, and chief probation and chief pretrial services officers.

The central, overarching recommendation contained in the report is that the probation and pretrial services system must become results-driven and employ a comprehensive outcome measurement system. At its June 2004 meeting, the Judicial Conference Committee on Criminal Law endorsed this central recommendation, and unanimously agreed that the system should be organized, staffed, and funded in ways that promote mission-critical outcomes. The Committee also determined that the Administrative Office must improve its capacity to empirically measure results of programs and initiatives.

Probation and Pretrial Services Technology

The Probation and Pretrial Services Automated Case Tracking System–Electronic Case Management (PACTS- ECM) continued to evolve as a valuable case tracking and case management tool for officers. By the end of fiscal year 2004, the AO completed the process of delivering PACTS- ECM to all 94 districts. Enhancements in 2004 include a supervision planning module to help officers with the supervision and planning processes.

The Administrative Office completed a project to provide officers with an interface between PACTS- ECM and personal digital assistants (PDAs), expanding the use of PDAs to all districts. PDAs allow officers access to critical case information while they are in the field, have eliminated the need to carry a cumbersome field book, enabled officers to add chronological entries while they are out working in the community, and have given officers quick access to helpful information such as phone numbers for emergency contacts and treatment providers.

The Administrative Office also conducted a pilot project in 26 probation and pretrial services offices that revealed great potential for officers to use mobile and wireless technology to conduct business while in the field.

Officer Safety and Integrity

The safety of probation and pretrial services officers in the community continued to be a high priority in 2004. The AO conducted certification programs for 22 new officer safety instructors and 32 new firearms instructors, and a recertification program for 32 other firearms instructors. The AO developed and distributed two new training videos for use by district safety and firearms instructors when teaching officers defensive tactics and firearms safety. The Director approved revised firearms regulations concerning the reporting of missing or stolen firearms, carrying a firearm on an aircraft, using ballistic vests, and inventorying firearms.

The AO requested and was granted partner status by the Federal Law Enforcement Training Center (FLETC), which will enable probation and pretrial services officers to receive critical safety and firearms training at FLETC. In preparation for future use of FLETC, the AO's safety and firearms program administrator participated in advanced training at FLETC and was certified as a law-enforcement instructor, firearms instructor, and reactive shooting instructor.

The AO issued the Officer Integrity Handbook to consolidate policies and procedures regarding pre-employment background investigations, reinvestigations, and workplace drug testing. The AO also issued revised medical standards used to determine physical ability to perform essential job functions.

Substance Abuse Testing and Treatment

The Administrative Office divided probation and pretrial services offices into three regions for purposes of drug testing and awarded contracts to one laboratory in each region. This arrangement shortens the turnaround time for mailing samples and receiving test results, which is critical when confirming presumptive positive tests administered locally. Having three laboratories under contract also provides redundancy in the event one laboratory is unable to provide services.

The AO conducted a successful pilot in which officers used a cost-free, substance abuse screening questionnaire developed by Texas Christian University . It is expected that routine use of the free screening device will reduce the need for professional substance abuse assessments by about 15 percent. Other cost-containment initiatives include identification of less expensive drug-testing methods and drug treatment strategies.

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