The Lowdown Archive

When in need of immediate assistance for themselves or someone else, people call 911, and in that moment, they are the most important person in the crisis. The caller possesses the information necessary for an appropriate emergency response. However, the time it takes for help to arrive can seem like an eternity, and callers are frequently frustrated by the dispatcher’s questioning. It is common for a telecommunicator to hear, “Why are you asking this? Just send someone!”

Emergency Services Director, Dinah Jeffries, and Kevin Medlin, Communications Operations Manager, assisted me with this installment of The Lowdown to provide the anatomy of a 911 call. The Orange County 9-1-1 Communications Division (AKA Communications) serves my office and the Carrboro, Chapel Hill, and Hillsborough police departments. They also dispatch all calls for Emergency Medical Services and county fire services, answering 6,724 calls monthly. Some of these are duplicative, such as multiple motorists reporting the same traffic crash.

Perhaps surprisingly, telecommunicators are involved in the dispatch of 9,399 calls – 2,675 more calls than they answer! Alarm calls, traffic stops, and officer-initiated activities account for this discrepancy. Examples of the latter include an officer assisting a stranded motorist or notifying dispatch about a suspicious condition.

All calls are answered with: “911. What is the location of your emergency?” Seventy percent of calls originate from mobile devices. Unlike landlines, mobile devices only provide a caller’s general location. Additionally, people often call 911 to report an emergency occurring somewhere else. Thus, initially, the location is even more important than the nature of the problem. If the call drops, the caller loses consciousness, or otherwise becomes unable to communicate; the call-taker at least knows where to send help.

Once location is established, the telecommunicator continually assesses the situation through additional questions. Frequently, callers do not realize a telecommunicator is simultaneously dispatching units to the appropriate location.

Some 911 agencies have dedicated call-takers and dedicated dispatchers. Our telecommunicators handle both responsibilities, dispatching emergency units an average of two minutes and five seconds after answering the phone. Urgent calls, however, are generally dispatched more quickly. The average is skewed by calls that do not require an immediate response. For example, if a caller reports a belated break- in and the area car is busy, 911 will appropriately delay dispatching the call until an officer becomes available.

Telecommunicators use the information they receive to efficiently manage or mitigate emergencies until units arrive. Perhaps they tell the caller to secure a dog or unlock a door. Often they keep the caller calm or move her to safety. Telecommunicators are trained to guide a caller through crisis situations using structured processes and procedures and to continually gather information to assist responding units as they prepare for the situation. The array of information telecommunicators assess, troubleshoot, and impart is staggering; it can literally be the difference between life and death.

In addition to emergency calls, Communications handles 9,355 administrative calls monthly. These include responding to 911 hang ups, working with alarm companies, and providing details emergency responders need for their reports.

Locally, a minimum of six telecommunicators work each shift. They sit at consoles with multiple computer monitors including one each for the phone and radio. Additional monitors connect to the Division of Criminal Information network and the Computer Aided Dispatch system (CAD), the front end of a database. CAD displays any known information about the location and nature of a call, and it receives information as the call progresses.

Telecommunicators routinely multitask their way through adrenaline pumping situations, but their involvement generally ends abruptly when responding units clear the scene. Not knowing the final outcome of a call tends to be difficult and stressful. However, for the right people, telecommunicating becomes a career and a calling; it provides camaraderie, opportunities for advancement, and the satisfaction inherent in helping others.

Candidates must be at least 18 years old with prior customer service experience. Before being hired, they are tested with the Criticall system which evaluates decision making, multi-tasking, data entry, map reading, and other job-related skills. Candidates must also pass a physical and a psychological examination. Those hired enter a nine-month training academy, sponsored by my office. Once certified by the Sheriff’s Education and Standards Commission, they receive at least three months of on-the-job training. The job requires commitment.

Telecommunicators are truly special people who serve the county in a remarkable and generally invisible way. I want to recognize Director Dinah Jeffries who will retire in December after 37 years of service. She also served the state through NC NENA (National Emergency Number Association) and NC APCO (Association of Public-Safety Communications Officials), including serving as president of each group. She has been a driving force for telecommunicator training both locally and across the state. It is no exaggeration to say her leadership has made ALL communities safer.

Law enforcement agencies operate on federal, state, and local levels of government. They also operate in specialty areas, as is the case with park rangers; Alcohol, Tobacco, and Firearms agents; and officers with the Transportation Security Administration. All are important, but the law enforcement officials most people see in their day-to-day lives are deputy sheriffs and police officers.

I am frequently asked to explain the difference. Both prevent crime; enforce traffic laws; serve warrants; investigate and solve crimes; provide safety and crowd management at large events; and assist other emergency agencies such as fire and rescue departments. A sheriff has additional duties, including the operation of the county detention center; the protection of the courthouses and the people involved with the proceedings therein, the issuing of pistol purchase and concealed carry permits; and the service of civil processes.

As the sheriff, I am elected to my office and I have jurisdiction throughout the county. In contrast, a police chief is hired by a city or town manager or elected board and his or her jurisdiction is effectively the area within the municipal boundaries.

As a matter of practice, unless I am asked to assist a municipal agency, I confine my traditional law enforcement activities to the unincorporated areas of the county while performing my additional duties throughout.

In this edition of The Lowdown, I want to talk about Community Oriented Policing, although for obvious reasons, I wish it were called Community Oriented Law Enforcement – it would be much more inclusive that way! This method of service delivery focuses on reducing crime and disorder by building relationships, increasing trust, creating partnerships, and working with a community to solve problems.

Since I took office in 2014, my deputies and I have been working to serve in a manner consistent with this philosophy. I often quote Sir Robert Peel who established the first modern police force in London in 1829; it became the model for other countries as they developed their own law enforcement agencies. All “Peelian” principles reflect the idea that officers assume their duties with the implicit consent of those they police. My favorite principle includes the line, “The police are the public and the public are the police.” Peel notes officers are the only members of the public who give full-time attention to “duties which are incumbent on every citizen in the interests of community welfare and existence.”

To me, this is the heart of Community Oriented Law Enforcement – deputies dedicating themselves professionally to the responsibilities we all share. I want to give you a recent example.

This June, off-duty Sergeant D.R. Jones heard a boom in the early hours of the morning and left his home to investigate, wearing gym shorts and a T-shirt. He wondered if a neighbor with substance abuse struggles and a recent DWI may have been involved in an accident on a nearby curve in the road. Instead, he discovered a garage fully engulfed in flames. He called for fire units and parked his car out of the path the drivers would need to approach the scene. Knowing an elderly woman lived in the house next to the garage, he attempted to rouse her, repeatedly shouting “Sheriff’s Office.”

His shouts did not bring the woman to the door. He broke a window, entered the house, found the woman, and escorted her out. A car parked just outside the home was on fire, and the fire was spreading toward the house and other vehicles. He asked the woman whether her husband was in the home; she said she wasn’t sure. Jones placed her in his car and reentered the home. Once back inside; he remembered hearing the man died recently and realized the woman was disoriented by the stress of the situation. Jones returned outside, helped direct incoming fire units, and then waited with the woman until a family member arrived.

This one incident provides powerful testimony to the value of law enforcement officers living in the communities they are sworn to protect. For Jones, his efforts were both personal and professional. He went out to check the safety of his own community and he managed the dangerous situation he found using his professional training. On that night, Jones was both the police and the public, and he saved a life wearing gym shorts.

“The police are the public.” In other words, I am one of you. “The public are the police.” You are part of us. There are community welfare duties incumbent on everyone. Please do your part – contact me. Tell me what you expect from YOUR sheriff’s office. It is my honor to work with you to build trust, create partnerships, and solve problems in our community.

We have recently experienced increased community interest in our use of body worn cameras, and I am glad to have this forum to tell you more about these important devices.

We began our body worn camera (BWC) program a year ago. We purchased Motorola Remote Speaker Mic cameras. These combine a high resolution camera, microphone, and speaker into a compact device placed on a deputy’s chest.

The cameras are approximately $880 apiece. However, like with a cellphone, the initial investment in equipment is small when compared with the ongoing costs. Storage space on cloud-based servers is particularly expensive, and we accumulated 3.35 terabytes of audio and video files in one year. A five year subscription for infrastructure services and the digital evidence management system is $230,625.00. We retain all video data for 120 days; however, after that period, not all of it may be deleted. Footage from a felony, such as a murder, may need to be retained for several years. The total cost of the program, including cameras, batteries, cables, chargers, adapters, and other accessories is $281,058.51.

Unlike dashboard cameras, wired to turn on with the blue lights, a deputy must manually activate a BWC. The cameras constantly receive data; to conserve battery life, they only save data from 30 seconds prior to the time of activation. Saving data consumes a great deal of a battery’s capacity. In passive mode, a battery lasts approximately six hours. In active save mode, it lasts only two. Although each deputy receives two batteries and a car charger, a busy shift can easily deplete both.

Deputies generally remember to activate their cameras. However, in emergent situations, they may forget or simply be unable to activate the camera as a matter of survival. Recently, a pit bull charged a deputy as he exited his vehicle. The deputy did not have time to turn his camera on before the dog attacked. 

Fortunately, the situation resolved with only minor injuries to the deputy and no injury to the dog. However, had the deputy needed to shoot the dog, the deputy would have needed to justify his actions AND explain why he did not record the encounter.

Our policy specifies four situations when BWCs should be activated: all enforcement and investigative contacts, traffic stops, self-initiated activity requiring notification to Orange Central Communications, and any other situation that becomes adversarial although it would not otherwise require recording.

Once a deputy activates the camera, it is to remain on until the deputy reasonably believes his or her direct participation in the event is complete, or the situation no longer meets the criterion for recording. Our policy considers the dignity and privacy concerns of the individuals being recorded. A deputy may discontinue recording when these concerns legitimately outweigh any law enforcement interest in the recording.

I admit I had some initial resistance to body cameras, and not only because of the cost of the program. I feared morale might suffer if deputies perceived the program signaled a lack of trust, I thought it would take too much time to upload footage, and I worried activating the camera upon arrival at a complex and dangerous scene might cause distraction and delay.

I am happy to report my skepticism was unwarranted. The cameras preserve visual and audio details of an interaction from the deputy’s point of view, which is different from the angle of bystander cell phone video. Numerous times, the recordings have provided irrefutable proof that deputies treat people respectfully and follow agency policy despite danger, chaotic scenes, and verbal abuse. If, however, a recording were to support a complaint, it would be invaluable material to guide decisions about whether the matter was one best addressed through additional training, or if disciplinary action or termination were warranted. In similar fashion, the cameras are useful as part of our field training program. A supervisor is able to hold “film sessions” with a trainee much like a coach does with his or her players.

The recordings also provide protection against frivolous and malicious complaints. I appreciate and specifically want to thank County Commissioner Mark Dorosin for being so persistent and convincing me to move forward with the BWC initiative. The unbiased view from the camera has repeatedly provided opportunities to settle disputes where one person’s word differs from the other’s. Deputies now welcome the power of video; they have seen it refute dishonest or embellished reports of their actions. They also recognize the cameras document the professionalism with which they approach their duties.

If you see my deputies in the community, feel free to talk to them about our BWC program, and as always, call me if you have questions or concerns.

In 2019, the Criminal Investigations Division (CID) at the Orange County Sheriff’s Office investigated 660 cases, an amount comparable to the prior year.

The classic “catch a suspect red-handed” case is relatively rare, but when it happens, the responding patrol deputy interviews involved parties, collects relevant evidence, and presents findings to a magistrate. If the magistrate finds there was probable cause for the arrest, he or she establishes pretrial release conditions and sets the first court date. Our CID is not involved.

More often, a patrol deputy responds to a call for service or discovers a property crime while on patrol. If there is no suspect on scene or there is not enough evidence to arrest a suspect, the case is assigned to the CID.

Before I explain further, let me make an important clarification. Some crimes are classified as misdemeanors; others are felonies. Misdemeanors are less serious crimes (shoplifting, for example, as compared to burglary or armed robbery), and they carry less severe punishments. The victim in a misdemeanor can appear before a magistrate on his or her own behalf and petition for a criminal summons or warrant. If issued, and the alleged suspect/defendant is served, the matter will then be handled in criminal court. By contrast, if the crime is a felony (for example, drug trafficking, assault with a deadly weapon, sexual assault, or murder) the victim cannot directly take out the charges. A law enforcement officer (or the district attorney) must appear before the magistrate and present evidence and testimony on the victim’s behalf before the charges can be filed.

Eleven investigators serve in the CID. When a deputy receives a promotion to the division, he or she initially receives in-house training and specialized equipment such as a camera, a fingerprint processing kit, DNA sample kits, a gunshot residue kit, a measuring device, and evidence placards. He or she also attends off-site trainings in basic evidence collection, interview and interrogation, and case management. This latter course teaches the investigator how to prioritize tasks, organize evidence, pursue leads, document findings, and prepare the case for court.

Two of our investigators are evidence specialists; other investigators have expertise in digital forensics; while still others have advanced training working with juvenile victims or sexual trauma. All are cross-trained because although they primarily work a regular schedule, they are each on-call one week at a time for murders, serious crimes, serious assaults, rapes, and unintended or suspicious deaths that occur outside of regular working hours.

Once assigned a case, an investigator attempts to solve it through interviews, examination of evidence, verification of anonymous tips, or through further developments, such as when stolen items appear in pawn shops. If an arrest is made, the case is considered cleared. Last year, we cleared 165 cases by arrest.

If the investigation reveals no crime actually occurred, the case will be cleared and categorized ‘unfounded.’ This occurred 53 times last year. If the prime suspect in a criminal matter dies before the case was solved, or if we learn the crime actually occurred in a different jurisdiction, an investigator will close the case as exceptionally cleared; this designation was used 11 times last year.

A case may be designated as inactive if an investigator exhausts all leads and a month goes by in which no additional information is received. In such a situation, the case can be reactivated if someone provides additional information or if new technology becomes available. DNA is a classic example of this; as the science improves, many inactive cases become solvable.

In rape or serious assault cases, the investigation remains open until the statute of limitations runs. There is no statute of limitations on murder cases. If not solved, murder cases remain open. Although there are perhaps no more leads and no further evidence to pursue, an investigator will periodically review the file to remain familiar with the facts of the case and to determine if new forensic methods could be employed.

Investigators value providing closure to a victim or a victim’s family and improving the safety of the community through the prosecution of criminals. Despite our success last year, we carried thirty one active cases into this year. One hundred and ninety-five new cases have been assigned thus far in 2020.

The Criminal Investigations Division will continue to pursue justice on behalf of victims, and I am proud of the commitment, compassion, and professionalism with which they approach their service to the residents of Orange County.

Woody Durham used to say, “Go where you go and do what you do.” I love this phrase and use it often. We “go” in lots of directions and we “do” lots of things as we collectively carry out the mission of the Orange County Sheriff’s Office.

As professionals dedicated to safety and service, our work is essential. We are used to working during snow storms and hurricanes, missing holidays with our families, and pulling extra hours in times of local emergency. Although we recently altered some of the ways we “go where we go and do what we do,” COVID-19 did not necessitate radical change to service delivery for our road deputies and our detention officers. And it didn’t take COVID-19 for people to recognize or appreciate the service we provide. A quick glance through our Facebook feed reveals numerous examples of the kind and generous ways this community has long shown its appreciation for us.

These are anxious, troubling times. That said, I have enjoyed seeing people recognize that heroes are everywhere, not just in police cars, ambulances, and fire trucks. Take the medical profession, for example. Doctors and nurses always go where they go and do what they do, but suddenly we are noticing them because they are going and doing in unimaginable conditions. There are too many sick people, there is not enough personal protective equipment, there is significant concern about bringing the virus home to family members, and co-workers becoming infected. But still they press on. Additionally, many of us have a new appreciation for the heroics of the behind-the-scenes workers in the medical matrix. Respiratory therapists, intake workers, certified nursing assistants, environmental staff, lab technicians, 911 dispatchers, phlebotomists, and more are among the many professionals whose service to the rest of us is now in the spotlight. These professionals also continue to go where they go and do what they do; it just took COVID-19 for us to be aware of their everyday heroics.

We are also more aware of the critical roles that exist all along the food chain. When emergency orders required the closing of restaurants and bars, government officials simultaneously assured us grocery stores would remain open. We suddenly realized cashiers are on the front lines. Not only do they interact with dozens of potentially infected people every hour, they work well within the six feet prescribed by physical distance guidelines, and they engage in hand-to-hand financial transactions. As we noticed them, we also began to recognize the essential service of the employees stocking shelves, the drivers transporting food, the farmers growing crops, and the people serving in processing plants of all types. These people also go where they go and do what they do. Like law enforcement, they are doing what they’ve always done; but unlike law enforcement, it took this crisis for people to notice and for people to appreciate.

There are others - teachers and delivery drivers are obvious examples. And most of us seeking to entertain ourselves are turning to the work of artists: poets, authors, filmmakers, and musicians. It is impossible to quantify their contributions to society - and to our ability to tolerate this time in history.

Speaking of musicians, I want to close with something singer/songwriter James Taylor said in a Master Class interview with Oprah Winfrey. “You actually have to really defend your time in order to have a long thought.” Taylor, of course, was talking about the process of songwriting, but his words struck me deeply. The long thought is what allows us to see the people and professions that have been hiding in plain sight. They have been going where they go and doing what they do all along, but we have been too busy to recognize how critical they are.

I am realizing that while we are sheltering from this virus, we are also being sheltered from the extremely high level of distraction in the modern world. We are able to have the long thought.

I certainly miss my old way of life, and I will be glad to have it back. I think interaction with others is to a human what water and light are to a plant. But this time isn’t all bad. Today before noon, I had six conversations at the office that were real, and deep, and different from the interactions I was having pre-pandemic. We suddenly have more time to listen and reflect. There is something to be said for slow, simple, and rich. In other words, there is something to be said for the beauty of the long thought – the recognition that heroes are everywhere, going where they go, and doing what they do.

Stay safe. Wash your hands. Be good to one another, and call us if you need us.

I have heard people question whether the national response to the COVID-19 pandemic is too extreme. In this emergency edition of The Lowdown, I’ll discuss why leaders are responding the way we are from a macro perspective, and then I’ll focus specifically on the response of the Orange County Sheriff’s Office.

Many people who contract the virus only become mildly ill. Although healthy young people can die from Covid-19, statistically, they are far more likely to survive. Those with underlying medical conditions, compromised immune systems, and those who are over 65, however, are at far greater risk.

Here is a short but sobering look at the numbers. The United States’ population is approximately 330 million. Assuming 20% contract the virus (a conservative estimate); we will have 66 million sick people. If only 1% of those people die, America will have 660,000 fatalities. Most of those will be our elders, and those who are medically vulnerable.

If 60% of our population contracts the virus, 198 million people will get sick, and almost two million will die.

Our medical system cannot meet that kind of demand. Social distancing slows the rate at which people become sick; in other words, it flattens the curve and allows medical systems to respond to the influx of patients over a longer period of time. Even if the overall number of people who eventually get the virus does not change, if those people get sick across a longer period of time instead of all at once, we create less demand at any one time on critical – and limited - resources. It is tragic that people will die. It is unconscionable that some will die simply because they needed a hospital bed or a ventilator and there weren’t any available because people were unwilling to stay home for a few weeks to slow the spread of this illness. So, NO, I don’t think strict social distancing is too extreme.

As Sheriff, my job is to care about the health and safety of everyone in Orange County – not just young, healthy people. I am not willing to tell at-risk people they are worth anything less than the best efforts of this community. Even if those efforts are inconvenient, uncomfortable, expensive, or – dare I say it – boring, we must accept that we all have an individual responsibility to act in the best interest of others.

The Orange County Sheriff’s Office will continue to provide essential services. However, we have taken appropriate steps to restructure our service delivery.

I am responsible for the Detention Center, including the safety of the inmates who are detained there and the staff who care for them. All incoming detainees will initially stay in one of the two

negative pressure rooms we have created. Once we are sure the newcomers are not sick, only then will they transfer into general population.

Additionally, we followed professional recommendations and installed multiple air scrubbers with HEPA filtration in the detention center. Not only do these scrubbers reduce particulate matter and airborne viruses, they significantly improve air quality in the facility.

Health protocols have been reviewed with detention center staff. Employees who do not feel well or have had a known exposure to an infected person must stay home.

Visitation with inmates has been canceled for at least two weeks. Procedures are in place for emergency legal visits or other dire circumstances such as an inmate needing to receive notification of the death of a loved one. These meetings will be conducted using digital devices while the inmate is in a private isolated room. No face-to-face contact will occur.

Because schools are closed, we have a reserve staff of 20 school resource officers who can serve in the detention center or elsewhere as needed. They have been assisting with patrol, working the front desk, and they have been heavily involved in the ongoing efforts to provide food for students and the elderly.

We have not closed our office; however, we have limited some services, such as fingerprinting, to protect the secure areas of our facility. Additionally, until further notice, we are not giving facility tours or attending community meetings.

Patrol deputies will still respond to calls for service. If the call requires a deputy’s physical presence to resolve the matter, restore safety and stability, investigate a crime scene, or arrest an offender, those services will still be provided in a professional and caring manner. In such cases, deputies will attempt to maintain six feet of space between themselves and other parties while gathering information and interviewing those involved. People needing law enforcement services can help by turning on lights and turning down the volume on televisions or radios. This helps law enforcement officers assess the situation while keeping the recommended level of distance between parties.

Our Crisis Unit will continue to provide assistance for those experiencing domestic violence, with service delivery modified to protect all parties. The person seeking services will use a special laptop in our lobby to fill out required paperwork with the real time support and guidance of crisis personnel who have a remote connection to that machine. Equipment will be sanitized between users. Emergency hearings for domestic violence protective orders are still available, despite limited court services. The Crisis Unit phone number is (919) 245 – 2950.

 

Stay safe, be good to one another, and call us if you need us.

Since January 2019, the Orange County Sheriff’s Office has assisted in the search for eight people with dementia who became lost. In six cases, we located the people unharmed; in two cases, the individuals died before being located.

In this edition of The Lowdown, I want to describe the many programs in place to support seniors and reduce tragedies like these. Helping members of our senior community age in place with dignity and support is central to our agency’s vision statement. It is unlikely these programs would have helped one of the deceased individuals. He was a short-term visitor from out of state and therefore not enrolled in any of our initiatives. But had the other individual been enrolled, she might still be alive. She lived alone, and by the time anyone realized she was missing, she had wandered from home, fell into a creek, and died from exposure.

Wellness checks are the simplest service we offer. Anyone with concern about an Orange County resident should call 911. [If they are calling from another county or from out of state, the number is (919) 732-5063.] A deputy will be dispatched to check on the person. If they are unable to locate the person or discover any sort of emergency, appropriate next steps will be initiated.

We have three other programs to address situations with known, ongoing needs. Our Lifetrack program is a rapid response program provided free of charge to people in danger of wandering or becoming lost such as seniors or younger people with certain conditions such as Autism Spectrum Disorder. Enrolled residents wear a bracelet containing a battery operated transmitter. If a person wanders or is otherwise lost, the caregiver calls 911. Search and rescue personnel then use a mobile receiver to pick up the signal from the missing person’s transmitter. About 40 residents are enrolled in the program. We are able to provide this equipment free of charge through the generosity of groups like the Alzheimer’s Foundation of America, the Sheriff’s Office Citizen Organization, and other community partners. Call Sergeant Roberson at (919) 245-2921 to learn more.

Josh’s Hope is an informal database we maintain. People can opt in, letting deputies know critical information about a loved one with cognitive issues or mental health concerns. Essentially, the program provides deputies responding to a call with advanced knowledge that might increase how quickly the situation can be resolved. This minimizes stress for all involved.

Our third program is Seniors and Law Enforcement Together. Also known as SALT, this program is a partnership with the Department on Aging’s Project Engage program. When a referral is made about a vulnerable senior in the community, the Department on Aging asks our Community Services Division to do a needs and safety assessment of the person and his or her residence as one part of the intake process. If the person qualifies for the program, a volunteer will regularly visit and provide quarterly updates to the Department on Aging. These visits lessen social isolation and monitor the person’s changing needs. This program makes between 100 and 125 contacts with Orange County seniors each month.

There are two other county programs I want the community to know about. One is the new Community Paramedics Program. When an ambulance is dispatched to a medical call and the emergency medical technician recognizes the call involves either a person without a support system or a person with increasingly complex medical needs, he or she makes a referral to this program. Phone calls and regular home visits help keep problems from escalating and address new needs as they emerge. The community paramedics might also establish a premise alert in the dispatch system. This alert automatically notifies responding units about any special concerns at that residence. Call Kim Woodward (919) 245-6133 for more information. 

Finally, I want to tell you about the Telephone Reassurance program, a free service from the Department on Aging. Trained volunteers make morning safety-check phone calls to seniors Monday through Friday. If calls remain unanswered after three attempts, volunteers notify staff to take further action. To learn more, contact Bobby Cobb at (919) 245-4241.

Let’s keep our seniors safe and reduce avoidable tragedies. Please consider if one or more of these programs might benefit someone you care about. As always, call us if we can help.

Managing the Orange County Detention Center is one of my most important responsibilities. While inmates are in the custody of the county, we provide for their safety, medical care, and transportation to and from court. We also feed them, and in this month’s Lowdown, I want to explain how we accomplish this.

Anyone who has hosted a dinner party for a dozen people knows that preparing a meal for a large group can be challenging. Imagine this: cooking and serving three meals a day EVERY DAY for approximately 127 people. Not only that, you must meet state nutritional guidelines, you are required to accommodate religious and dietary restrictions, you have no dining room, and you must do this in a 95-year old facility.

This is not a hypothetical scenario. Juan Ortez, Trisha Corbett, Linda Booker, Ramon Rangel, Jackie Irby, and Fred McAdoo do this every day. They are the dietary staff at our detention facility, and they are unsung heroes.

Based on our average daily census of 127, our staff prepares approximately 381 meals per day, which is 2667 meals per week, and 138,684 meals per year. Our kitchen is small, measuring only 24’ x 30’. Within those 720 square feet are many pieces of commercial kitchen equipment, two large trash cans, and two of the three rolling carts used for delivering the food to the inmates. [The task requires three carts, but only two can fit in the kitchen at a time.] Actual working space is extremely limited and highly coordinated movements are required!

The kitchen operates 13 hours a day, starting at 4 am. The staff serves breakfast at 6 am, lunch at 11 am, and dinner at 4 pm. The kitchen closes at 5 pm. All meals are hot, except for the evening meal on Saturday and Sunday; those include sandwiches, carrots, and an apple.

The dietary staff washes dishes by hand before running them through a sanitizer. Weekly, they also stock the pantry, refrigerator, and freezer with supplies. It takes two hours to stock the shelves with food from one large delivery truck.

A registered dietician with the Orange County Health Department plans the meals. By state regulation, an inmate must receive two dairy servings, two fruit servings (one must be citrus), three servings of vegetables, two servings of meat or protein, and four servings of whole grain or enriched bread every day for a total of 2100- 2500 calories. We serve milk, orange juice, or unsweetened tea. If an inmate wants a sweetened drink, he or she must purchase it from the canteen.

We source much of our food locally. Latta’s Egg Ranch, located just north of Hillsborough, is our egg vendor. The North Carolina State Farmer’s Market delivers our fresh produce weekly. In order to minimize our impact on the environment, we work with a commercial compost company – it picks up our food waste twice a week – and Piedmont Biofuels comes once a month to recycle our grease.

For safety reasons, we do not serve food on hard trays. All meat must be boneless, and inmates cannot have access to metal utensils. We do not have a cafeteria; inmates eat in their cells. Unfortunately, we have not found a suitable alternative to the Styrofoam food containers we use to serve the meals. We tried biodegradable containers, but found they were not durable enough. We continue to search for a better solution.

The dietary staff, some of whom have worked in upscale restaurants, admits that working in the detention center requires an adjustment. When they arrive at work, they are locked into the facility. Some people cannot get comfortable with that reality, but most people who accept this job figure out a way to make it work for them; my most senior staffer has been with the detention center for over 18 years.

Although the work is difficult, it comes with job security. This “restaurant” is in little danger of going out of business, and Orange County employees enjoy good benefits. Additionally, the work is rewarding. The inmates often provide positive feedback, and detention officers provide assistance by cracking eggs and chopping vegetables. There is a strong sense of camaraderie among all people who work in the detention center. As Fred McAdoo, one of the cooks, told me recently, “To be successful here, you have to love the employees and you can’t hate the inmates.”

Deputies often respond to calls involving conflict, extreme emotion, and sometimes violence. A deputy faced with a tense, volatile situation has two primary goals: de-escalate the situation without the use of lethal force and provide for the safety of everyone at the scene, including him or herself.

Obviously, deputies arrive at a call with powerful tools at their disposal. They have non-lethal tools, such as handcuffs and pepper spray, and a highly lethal weapon, a Glock.40 semi-automatic handgun. If trained and certified, a deputy will also have a Taser, a conducted electrical weapon. Although rarely lethal, a Taser causes intense pain, and a person may suffer injury after falling to the ground.

However necessary it is for a public safety professional to have tools like firearms and Tasers, they are tools of last resort. In this month’s edition of The Lowdown, I want to discuss two training initiatives I employ in my office designed to provide deputies with the skills and confidence to achieve their primary goals without the use of lethal force.

The first is a system pioneered by Dr. George Thompson known as verbal judo. Thompson’s research convinced him that injuries almost always resulted from an escalation in a situation that occurred after law enforcement arrived at a scene, rather than from violence already underway prior to the arrival. He believed those trained in verbal judo would stay calmer in the face of the elevated emotions of others, deflect verbal abuse directed their way, and effectively lower hostile emotions through the use of empathy. 

Although Thompson died in 2001, his beliefs echo through my office and countless other law enforcement agencies across the nation. I arranged for the Verbal Judo Institute to train my deputies because I wanted them to be as competent with words as they are with firearms. I firmly agree with Thompson’s main premise: it is safer for everyone if deputies are able to achieve voluntary compliance through verbal judo, rather than use the strong arm of the law to force it.

The Institute not only taught deputies new skills, it also increased their confidence and lowered their anxiety in interactions with distressed, emotionally charged individuals. Deputies with verbal judo skills tend to exude an air of calm confidence others pick up on. This confidence is also built through the other training initiative we’ve invested in since I became Sheriff. Gracie Survival Tactics (GST) is a modification of Brazilian Jiu-Jitsu developed by Helio Gracie in the 1920s. The system helps peace officers and military personnel prevail even against larger, stronger opponents using skills such as leverage and redirection. 

The system recognizes the unique concerns of law enforcement, for example, if a deputy has to go “hands on” with someone, he or she not only needs to gain control of that person with the minimum amount of force, the deputy also has to do so while protecting his or her own weapon.

Jon Daniel, one of my deputies, introduced me to his friend, Sunny Yu, who owns a Gracie dojo in Durham. In order to hold a GST “train the trainer” workshop, at least 40 people must attend. Sunny helped us enroll 64 participants, mostly from our agency and the surrounding area, and some from other states and countries. Members of the Gracie family came from California and spent five intensive days teaching participants the techniques of their proprietary system. Attendees practiced extensively and learned progressive methods to teach the skills to colleagues. We also invested in wrestling mats and had them installed under the detention center. Every week, my deputies and officers from the surrounding area have the opportunity to practice “rolling” with each other to improve their skills and build muscle memory.

GST, like verbal judo, is a game changer. A deputy should never look to fight, but it is ironic that those best at grappling need to do it least often. This is because they tend to project a quiet confidence that minimizes someone else’s desire to test them. This confidence also reduces a deputy’s anxiety in a tense situation, helping him or her better remember and utilize other skills and knowledge to help resolve the situation safely.

Our goal is to protect and serve everyone – even those who are agitated, intoxicated, angry, and perhaps looking to do us harm. We practice verbal judo and GST because they are effective, non-lethal ways to help us accomplish this goal.

Last month, I shared with readers the cost of a deputy’s uniform and personal equipment. This month, I provide the financial lowdown of the cost of a patrol vehicle and related equipment.

A patrol deputy responds to emergencies, prevents crime, enforces the law, and provides support services throughout the 401-square miles of Orange County. We use Dodge Chargers, equipped with a patrol package, which includes a Hemi engine, a heavy duty suspension, performance brakes, and specialized seats to accommodate duty belts. The vehicle’s base price is $30,000.

I am proud of the look of our fleet. We began phasing out our brown patrol cars in 2014, slowly replacing them with white Chargers. I subscribe to a forward moving philosophy; therefore I incorporate a star that appears to be moving forward into our new logo. I call it a dynamic star, and I like its clean, professional appearance. The graphics package, including installation, is $1612.50 per car.

A siren alerts motorists when a deputy is responding to an emergency, and a speaker projects the deputy’s voice when necessary. The siren, speaker, microphone holder, and mounting bracket cost $1331.25. A cruiser also has front, side, and rear emergency lights for visibility and safety, and spot and alley lights for security sweeps and scene illumination. This lighting equipment, including the hardware, cables, power inverters, and cost of installation, adds $3810.95 to the tally.

The patrol car is a mobile office. In it, a deputy receives and transmits information, writes reports, prints citations, enters information into statewide databases, makes phone calls, investigates incidents, and stays up-to-date on agency policy. The workhorses for these tasks are the in-car radio system ($6000), and a laptop computer ($2000) with a mouse ($30) and printer ($311.52). The computer must be securely mounted in the car ($379) and the accompanying equipment is either housed within or mounted to a specially designed console box ($693.49), which doubles as an arm rest and cup holder.

Patrol cars have a camera mounted on the dashboard which activates automatically when a deputy turns on the lights and siren; it also records a short amount of pre-event data. The dash camera’s primary purpose is to record traffic stops, both for accountability and investigative purposes. A car also has a rear facing camera, used to capture activity and speech in the backseat when a deputy transports someone. 

The vehicle is modified for such purposes with the installation of a compartment ($838.49) designed to keep people safe and secure during transport. The advantages of the in-car cameras go beyond visual documentation. The metadata they collect – data about data – are also crucial. The data include the date, time, speed, and GPS coordinates of the car. This is helpful, for example, if a deputy needs to go back and search for weapons or evidence a suspect may have thrown from his or her car during a chase. The cameras run about $4000 for the pair. Cars are also equipped with a $55 Geotab, a fleet management device that constantly collects information about the car, including whether it is on or off, its location, and how fast it is travelling.

Three kits (fingerprint, first aid, and evidence collection) are in every car. Each is also stocked with a flotation device, gas mask, fire extinguisher, and a disposable biohazard suit. Combined, these tools cost $555. Although not every car has a radar unit, the percentage is significant enough that I include the $2500 cost in the price of our hypothetical car, now totaling $54,117.20.

There are three other pieces of equipment I want to mention, even though not all cars have them. Lidar is an instrument that uses laser technology to measure the speed of a motorist. Lidar is handheld, especially useful on crowded roadways, and costs $3000. The second specialty device is an automated external defibrillator (AED). Sudden cardiac arrest is one of the biggest killers out there; we therefore need AEDs to effectively protect and serve our community. Eventually, I want an AED in every patrol car, but at $1,500 each, it will take some time to reach that goal. The third piece of equipment is a $750 rifle, which requires a $67.67 trunk mount.

So, here is the lowdown: most cars cost $54,117.20 and some cost $59,434.87. I hope this accounting increases your understanding of the complexity and variety of deputies’ duties, and provides you an appreciation for the amount of equipment used in the performance of their professional responsibilities.

When you see one of my deputies out and about, you no doubt notice the uniform and a lot of gear. You might wonder, “What does all that cost?” Today, I will give you the financial lowdown.

Let’s assume a crisp November morning. The deputy leaves home in a long-sleeved shirt wearing their duty jacket. The cost of footwear, slacks, shirt, jacket, belts, and hat comes to $881.39. I say belts because a deputy generally wears two – a regular one and a duty belt designed to carry equipment. The duty belt clips around the wearer’s waist; it is linked to the inner belt by four small rings called belt keepers. This $881.39 price tag also includes the deputy’s badge, patches, and credentials. Aside from tactical boots ($135.00), the campaign hat is the most expensive article. This distinctive headwear readily identifies the wearer as law enforcement, and it shields the deputy from sun and rain. Such a hat costs $115.15 plus $127.00 for the badge, cords, and a rainproof cover.

Earlier this year, I implemented a significant uniform change. Deputies now wear an outer carrier vest over their uniform shirts; this vest contains custom fit bullet-resistant panels. Additionally, it allows deputies to remove some gear from their duty belt, and carry it in the vest pockets. Deputies used to wear this protection under their shirts. This compressed the wearer’s ribcage, and it did not expand or contract as the deputy changed position. Moreover, all gear needed to hang on the deputy’s belt, which made it difficult to sit comfortably while driving or maintain appropriate posture while standing. The new outer carriers result in less hip and back pain; they help a deputy stay cooler; and they minimize fatigue caused by the physical compression of the older style vests. The protective panels cost $670.00, the outer carrier is $75.00, and the deputy’s name plate is $20.00. Grants help pay for this protection. The cost thus far for our deputy’s attire is $1626.39.

A deputy carries certain tools at all times. Some are small and relatively inexpensive, such as a pouch for latex gloves, a set of handcuffs, and a handcuff carrier. A can of pepper spray and a holder adds another $45.00. The tally for these smaller items is $120.00. Each deputy also has items for occasional use: a rain jacket, a traffic safety vest, and a tie for formal duties such as funeral escorts. Combined, these cost $181.53.

Body cameras are also new to our agency this year; we started using Motorola Remote Speaker Mic Cameras in June. These combine a high resolution camera, a microphone, and a speaker into a compact device placed on the deputy’s chest. We were slow and deliberate in approaching this new frontier in law enforcement. Such cameras are a significant investment; we therefore gathered feedback from other agencies about various models before making our selection. The $880.00 price tag includes the camera, the battery, and a cord to tether the device to our radios.

Speaking of radios, it may surprise some to learn the radio is our most vital piece of equipment. The ability to communicate immediately without “dead zones” is essential for safety and service. A deputy must be able to hear calls as they are dispatched, communicate with each other, ask for help, or radio for additional resources ALL of the time, no matter where they are in the county. My deputies carry Motorola APX 8000 radios; each costs $6,831.25 including a service contract. Lieutenant Whitehurst works with our radio vendor to negotiate the best price. He frequently tells me, “It is not a radio. It is a computer you talk on,” and he is right. The technology in these things is amazing, lifesaving, and expensive.

All deputies carry a Glock .40 semi-automatic handgun. With a holster, ammunition, and magazines this weapon costs $612.00. If certified, a deputy also carries a Taser, a conducted electrical weapon, providing the option to subdue someone in a dangerous situation using less-than-lethal force. Tasers are $1400, plus another $30.00 for the holder.

Returning to our initial question about cost, a deputy leaves home with $11,681.17 in clothing and equipment. Almost all of this is required by the North Carolina Sheriffs' Education and Training Standards Commission for a certified deputy; every penny helps deliver service and reduce risk. The deputy then climbs into a patrol vehicle. For the lowdown on the cost of that, tune in next month!

In last month’s edition of The Lowdown, I gave an overview of the larger divisions of your Sheriff’s Office. This month, I highlight our smaller divisions.

Common law established the duties of the Sheriff; some of these have subsequently been codified in the NC General Statutes. Several of these duties go beyond the responsibilities you may be familiar with from your observation of municipal police departments. Managing the detention center is one such function, and I wrote about it last month. A sheriff must also provide facility services to the courthouses and maintain a civil division.

Deputies who provide services to the courthouse, also known as bailiffs, screen people as they enter the courthouse, confiscating weapons or other contraband. A bailiff announces the entrance of the judge into a courtroom, sets expectations for behavior while court is in session, and enforces courthouse rules. During a jury trial, they ensure jurors are appropriately sequestered and they ensure no unauthorized communication about a trial occurs. Bailiffs also escort inmates to and from court during a trial, preventing escape and protecting the inmate.

The civil process division addresses another unique responsibility of a sheriff, which is to provide timely service of all civil documents. These deputies work with a specialized body of law, serving more than 8000 papers per year. These include magistrate summonses, civil summonses relating to lawsuits (including divorce papers), subpoenas, orders to file inventories, and notices of hearings. For efficiency, deputies mail a notification letter to involved parties, asking them to come to the sheriff’s office for service. More than 35% do, saving tax dollars and maintaining some control and privacy while receiving their civil process documents. These deputies also enforce the judgements of a court. For example, if the court orders a summary ejectment (an eviction) and a landlord subsequently follows procedures relating to a waiting period and the filing of a writ, a civil division deputy will remove the occupant and return the premises to the landlord. In civil cases with a money judgement, these deputies attempt collection.

A Sheriff’s Office is known as a “law enforcement” agency and, while true, this term is too narrow. We are equally concerned with safety, service, and protection. Our Community Services Division seeks to educate residents on matters of crime prevention, home security, personal safety, and drug abuse prevention. This group assists neighborhoods with Community Watch programs, and it works to improve the lives of people with special safety needs, such as the elderly and those with emotional or intellectual differences. This division works with partner agencies on child safety initiatives, organizes community events such as National Night Out, hosts student groups, and coordinates our popular Citizens’ Academy.

Our Crisis Intervention Unit provides services to people in personally traumatic situations, such as sexual assault or domestic violence. Not all law enforcement agencies offer this service, but former Sheriff Lindy Pendergass established such a team in 1993, and I am proud to continue this important program. Our unit includes a sworn officer and a civilian specialist; they provide domestic violence training to community volunteers and law students. Most importantly, they work with the criminal justice system and community agencies to provide coordinated services and emotional support for survivors of intimate violence. They are also available to assist in situations involving trauma to a child.

The Crisis Unit provides procedural information and emotional support to people seeking 50B protective orders, which are often a helpful tool for an individual seeking safety from an abusive partner. Although these are civil court actions, once obtained, violations of a 50B order may result in criminal charges. The Crisis Unit recently helped Orange County become the tenth county in North Carolina to make electronic filing available for ex parte 50B orders.

Two other divisions, operating behind the scenes, are instrumental to our functioning. One is our small but mighty records division, which manages an enormous volume of material, tracks statistics, responds to public records requests, processes pistol purchase and concealed handgun permits, and conducts criminal history checks. The other is our training division, which coordinates the training sworn personnel (deputies and detention officers) must achieve to begin their careers. This division also tracks what each deputy must do to maintain their certifications and helps them attain advanced specialized training.

As always, please let me know what questions you have or what topics you would like me to explore in future editions of The Lowdown. Email your thoughts and inquiries to my Public Information Officer at astemper@orangecountync.gov.