chatham county recommends stand alone police department
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Special Service DistrictPolice Services
Transition Proposal
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SCMPD Agreement Negotiation Timeline
July 29, 2014 County sends first SCMPD Agreement to Savannah.
September 17, 2014 Savannah sends a counterproposal to County. MostCounty changes are removed.
September 26, 2014 - Unanimous vote by Board of Commissioners to end the2003 SCMPD agreement.
September 30, 2014 Chairman notifies Mayor of termination of the 2003SCMPD agreement within 18 months (April 1, 2016).
October 16, 2014 County sends a second revised SCMPD Agreement toSavannah. Agreement requests County control of unincorporated precinctsand includes a cost formula.
October 28, 2014 City and County staff meet to discuss the October 16thproposal.
November 30, 2014 County deadline for Citys response to revisedagreements.
December 15threceived counter proposal to the October 16thIGA proposal.
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SCMPD Operating Costs
City Current FY2014 SCMPD Budget
Cost Share - -> 39% 35.1%
M&O $5.1 million $5.1 million
SSD Fund $15.1 million $14.4 million
City Proposed FY2015 SCMPD Budget
M&O $5.1 million $5.1 million
SSD Fund $15.9 million $15.1 million
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Police Alternatives for the SSD -
#1 Sheriffs Contract
#2 Chatham County Police Department #3 County SCMPD Proposal dated 10-16-2014
#4 City SCMPD Proposal dated 9-17-2014(status quo)
Note: Alternatives shown deal primarily with SSD Fund activities. The Countyfunds four cost centers through its M & O Fund - Marine Patrol, Animal Control,Emergency Medical Services Administration & CNT. No significant budget changesare anticipated for these functions, regardless of governance changes.
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Methodologies
Staffing cost estimates are based on mid-point salary levels of currentcompensation plan.
Staffing counts are not final. Desired service levels will influence staffcounts and final cost estimates.
Estimated operating costs are based on 20% of total salary andbenefits costs.
Potential economies from joint operational structure with the Sheriffsoffice i.e. Records, Quartermaster, Training, Support Staff.
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Crime Statistics for the SSD
Part I Crimes
2006 2007 2008 2009 2010 2011 2012 2013Homicide 4 3 1 1 3 2 2 1
Rape 9 14 4 9 7 5 6 10
Commercial Robbery 18 14 18 15 5 12 21 3
Street Robbery 36 40 37 39 22 33 30 12
Residential Robbery 11 12 4 6 10 6 5 5
Aggravated Assault w/ Gun 24 19 28 22 18 22 15 12
Aggravated Assault Other Weapon 26 53 36 46 38 41 24 29
SUBTOTAL VIOLENT 128 155 128 138 103 121 103 72
Commercial Burglary 84 85 81 42 38 40 20 17
Residential Burglary 346 422 513 407 431 368 307 319Purse Snatch/Pick Pocket 6 2 11 12 11 12 6 6
Shoplifting 115 159 266 305 296 273 255 383
Larceny from Auto 465 408 604 476 295 405 303 223
Larceny Yard, Bldg, Bike 568 509 557 404 366 430 344 230
Other Larcenies 98 82 50 37 29 31 25 30
Auto Theft 181 167 156 175 90 96 70 77
SUBTOTAL PROPERTY 1863 1834 2238 1858 1556 1655 1330 1285
TOTAL PART I CRIME 1991 1989 2366 1996 1659 1776 1433 1357
94.6%
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Crime Rate - Continued
When considering national trends, the 2012 estimated violent crime total was12.9 percent below the 2008 level and near 1960 levels. This trend is evidentin the SSD statistics. Criminologists suggest four main reasons for the decline:
Increased incarceration, longer sentences that keeps more criminals offthe streets.
Improved law enforcement strategies, including advances in computeranalysis and innovative technology.
The waning of the crack cocaine epidemic that soared from 1984 to 1990,
which made cocaine cheaply available in cities across the US.
The graying of America characterized by the fastest-growing segment ofthe US population baby boomers passing the age of 50.
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Resource Allocation Study - SSD
Examined workload/performance based measures in the SpecialService District during 2013. The results of the study can be used tohelp determine staffing concentrations and levels for patrol officerswithin the SSD.
Study examined the distribution of calls for service by hour of day,day of week, and month; the nature of calls for service; andestimated the time consumed on the calls for service.
Analysis revealed that in 2013, over 59 percent of all calls handledwithin the Special Service District were public service related,non-criminal calls.
The largest reported criminal activities within the SSD were callsrelating to disorderly conduct (1,909) and larceny (1,148).
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Resource Allocation Study - Continued In 2013 28,866 events identified where a police officer assigned to
the Metro patrol division was dispatched to a citizen generated call
for service within the SSD. Average daily call volume of 79 or 3.3 calls per hour.
2013 Top 15 Calls for Service in SSD
Type Total Type Total Type Total
Alarm 3,614 EMS Assist 1,384 Trespassing 814
Traffic Crash 2,118 Larceny 1,148 911 hang up 797
Disorderly 1,909 Animal Complaint 1,091 Domestic 779
Suspicious Person 1,852 Suspicious Auto 1,017 Disturbance 767
Misc. Complaint 1,751 Loud Party 888 Disabled Auto 683
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Resource Allocation Study 2013 Calls for Service by Time of day
891
6
40
565
465
356
359 4
78
866
1079 1
272
1311
1408
1526
1567
1554 1
728
183
8 1968
19
00
1672
1527
1486
1269
1141
0
500
1000
1500
2000
12-1AM
1-2AM
2-3AM
3-4AM
4-5AM
5-6AM
6-7AM
7-8AM
8-9AM
9-10AM
10-11AM
11-12AM
12-1PM
1-2PM
2-3PM
3-4PM
4-5PM
5-6PM
6-7PM
7-8PM
8-9PM
9-10PM
10-11PM
11-12PM
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Resource Allocation Study -2013Calls for Service by Day of Week
4001 3963 39514087 3975
43274562
0
1000
2000
3000
4000
5000
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
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Resource Allocation Study 2013 Calls for Service by Month
2265
2038
2441
2198
2435 24652729 2572
2467 2475
2290
2491
0
500
1000
1500
2000
2500
3000
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Alternative #1 Sheriffs Office Option
Police services unit would fall under the governance of the Sheriff.
Staffing estimates developed from the 2013 resource allocation study
Includes 120 new positions
Use of civilian positions creates economies
Preliminary police service budget of $11 million in year one(SSD Fund)
Additional $3.5 million in one time equipment purchases(CAD, Radios, Weapons, etc.)
Economies created by using Sheriffs existing operational structure.
Potential unknowns contract referendum
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Alternative #1 Sheriffs Office OptionMinimum Staffing Needs / 10 Hour Shifts
Obligated time is defined as reactive time, plus administrative time, plus proactive timetime is considered unobligated.
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Chatham County Sheriffs DepartmentOrganizational Chart
ChiefDeputy
Major
PatrolDivisionAdministration
(Expanded) Investigations(Expanded)
West SidePrecinct
IslandPrecinct
Sheriff
Major Major
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Chatham County Police DepartmentOrganizational Chart
Chief ofPolice
AssistantChief
Patrol Division Administration Investigations
West SidePrecinct
IslandPrecinct
CountyManager
Detectives
Forensics
Records
Quartermaster
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Alternative #3 County SCMPD Proposal
Revised agreement with the City of Savannah
Places control for SSD precinct staffing at the Board and County Manager lev
Preliminary cost estimate of $13.9 million (SSD Fund)
Costs may increase or decrease based on staffing needs for the SSDprecincts;
Estimates based on 110 positions
Meets the ratio of 1.5 officers per thousand persons in the SSD area.
Requires City of Savannah to agree to this proposal
Proposal sent to the City on October 16th
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Port Wentworth
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Bloomingdale
Pooler
Garden City
HAAF
L e g e nd
West Chatham
BEAT
GULFSTREAM RD
3
5
2
6
4
11
12
13
14
15
16
Other Municipalities
Rivers
West Chatham Streets
West Chatham PrecinctSeptember 2008
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54
52
56
55
Islands Precinct August 2008
53
5
SALLIEMOOD
Legend
Islands Beats
BEAT
51
52
53
54
55
56
Islands Streets
Rivers
0 1 2 3 40.5
Miles
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46
42
44
45
43
4
Southside Precinct
Legend
Southside Beats
BEAT
41
42
43
44
45
46
Southside Streets
Rivers
0 1 2 3 0.5
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Alternative #4 Citys SCMPD Proposal(Status Quo) See New Alternative #5 for latest City Proposal
Citys proposal of cost share at 39% for all shared cost centers except
Patrol shared at 22.1%
Costs based on the proposed City of Savannah FY2015 budget
M&O - $5.1 million
SSD Fund - $15.9 million
FY 2015 City budget includes the funding of an Assistant ChiefPosition, Shot Spotter technology, Taser purchase, Body Cameras,and storage fees for Evidence.com (body camera video storage).
CNT would fall under the Citys governance structure per the 9-17-14proposal.
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Alternative # 5 Latest City ProposalReceived Dec. 15, 2014
Many Similarities with 2005 Agreement, less Similarities to Countysproposal (Alternative 3)
Use of Cross-Jurisdictional Beats for Patrol functions (same as old beatstructure)
Precinct used for support of both jurisdictions
Marine Patrol stays a part of SCMPD
County provides 2 precincts
Cost allocation based on:
Patrol - Geography of Beats
Other Cost Centers Population from Census
This is the formula from the 2005 agreement.
Blank Check
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Alternative # 5 - Other Points
Animal Control, CNT and EMS return to County governance within 6months
County would pay for all E911 Costs, net of E911 collected revenue(removes 2 year phase in outlined in Countys proposal)
Policy Committee eliminated
Countys governance role limited -
Precincts serve both jurisdictions
Unclear how County Manager can oversee County operations Property investigators moved to precincts/Patrol cost center
Use of service measures restricted to reporting, not cost allocation
Optional use of K-9 County can use Sheriffs K-9
Dispute resolution changes appeal rights maintained
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Moving Forward - 1stStepsConsiderations
Determine preferred alternative
Remember - Staffing counts are estimates to be finalized at a laterdate
January 2015 - Authorization and creation of Chief of Police orequivalent position by Board of Commissioners
January April 2015 - Recruitment, selection, background, and hiringof new Chief (Projected start date of May 2015)
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Chiefs Initial Responsibilities Develop Strategic plan for Department
Determination of staffing needs of the Department
Recruitment, selection, background, and hiring of Senior CommandStaff & support administrative staff July-September 2015
Creation/review of Policies and Procedures Manual
Ensure High Risk Low frequency operations are included
Facility needs and improvements
Equipment needs Records Management System
Uniforms, Weapons (Lethal & non-Lethal)
Vehicle needs - currently the County owns 121 police vehicles ofvarious types in use with SCMPD.
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Command Staff Initial Responsibilities
Recruitment, selection, background, and hiring of Command Staff(Lieutenants & Sergeants)September November 2015
Recruitment, selection, backgrounds, and hiring of Police Officers December 2015 January 2016
Recruitment, selection, backgrounds, and hiring of Civilian personnel
January February 2016
Training needs of Department Personnel
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E-911 Opportunities
Current joint operation center managed by the City of Savannah
Options
Remain a joint operations center managed by the City of Savannah
Remain a joint operation center managed by County staff
Return the E-911 Public Safety Answering Point to the County forthe SSD and six municipalities. (City of Savannah and Tybee islandexcluded)
Decisions made would impact budget estimates for all alternatives
Staff estimates costs of software/hardware/technology needs at$2.2 million
Staff estimates cost of an E-911 facility at $5 million
Operating costs in excess of E-911 collected revenue are estimatedaround $600,000
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Board Decision Point
January 2015 Board Vote on Choice of Governance &Related Items
Chief or equivalent position
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Staff Recommendation Creation of stand alone Police Department
Staffing authorized by Board for 130 positions
Initial hire of a majority of positions
Quarterly allocation study and assessment to determine additionalstaffing or needs during first year
Begin recruitment of County Police Chief in January 2015
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