HomeMy WebLinkAboutCC AG PKT 2009-07-13 #CCA-GEIV®b4 Sl'A~F REP®Rl'
DATE: ~ July 13, 2009
TO: Honorable Mayor and City Council
THRU: David Carmany, City Manager ~,,
FROM: Jeff Kirkpatrick, Chief of Police
SUBJECT: SEAL SEAC~-I ®ETENTI®N CENTER ®PERATI®NS
UP®ATE
SU~VIMARV ®F REQUEST:
This report is designed to apprise the Seal Beach City Council of the Seal Beach
Detention Center's current-state-of-affairs.
S~4CKGeR®UN®:
Previous reports to the City Council have highlighted the history of the Seal
Beach Detention Center (Center) prior to and following the 2006 revitalization
operation. Please refer to Council Agenda Reports for September 27, 2007 and
December 31, 2008.
This report will accentuate the progress made toward the Center and the creation
of not only a safe and healthy environment for employees, arrestees, inmates,
and our neighbors, but also a `cost-neutral' one for the City.
Arrests are up and crime is down. This last calendar year, the police department
has set a record high for high-quality arrests. During the same period, our
already low FBI Part-1 Crime Rate has fallen by 48%!
In CY 2006-2007 Seal Beach police officers booked 507 street arrests into the
Center when the Center re-opened. Those same officers booked 882 street
arrests during CY 2008-2009 - a 74% increase!
Then and now, the police department optimally fields one Sergeant and three
officers on each twelve hour shift so long as an adequate number of personnel
are available. They alone, provide police services to our 27,000 residents within
the twelve square mile city limits. During the summer months, the ratio of public
to police dramatically increases with the influx of beach visitors and longer
daylight hours. One of the measures of police productivity is the level of `down-
Agenda Item CC
Seal Beach Detention Center Operations Update July 13 2009 Page 2
time' vs. `free patrol time' an officer has during his/her shift. (`Free patrol time' is
that time an officer has when not assigned to calls for service, self-initiated
activity, or other responsibilities other than to range freely and randomly within a
geographic area looking for law enforcement activity. `Down time' is any other
time when the officer may be otherwise occupied.) The current standard for `free
patrol time' is 35% or less, per officer.
When an arrest is made requiring actual booking, and without in-house booking
services an officer is taken away from his/her patrol duties for between one and
one-half (1'/z) to eight (8+) or more hours. This time facilitates transportation time
to the main Orange County Jail (OCJ) in Santa Ana, or to medical facilities'or
other local Centers, and to book the arrestee. If the arrestee has medical or
mental complications, the time away from the City can be greatly prolonged.
After Center operations were suspended on June 15, 2007, and until March 1,
2008 when the Center re-opened, officer `turn-around' time was as long as five
(5) hours and averaged 3.00 hours for OCJ bookings and 2.36 for all others.
Had each of these street arrests been transferred to the OCJ without the benefit
of having our own Detention Officers, the lost time spent by the Patrol Officers
could have spanned anywhere from 1323 man-hours (1.5 hours per arrest) to
4410 man-hours (5 hours per arrest). This could have all been time taken away
from their availability to patrol neighborhood streets and answer calls for service.
Due to constant minimum staffing levels, such time away places the greater
community at increased risk. Fewer officers are available to respond to calls for
service. Exigent calls may suffer longer response times. Officers may be subject
to greater risks than normal attempting to service high-risk calls with fewer back-
up personnel available because they are tied up with an arrestee.
Council authorized the employment of nine additional Professional (non-sworn)
employees to staff the Center once it re-opened in March 2008. As a means to
cover the operating costs of the Center, including the welfare of inmates housed,
along with the costs of those employees, the Chief of Police offered to the
Council a proposal to rent bed space to inmates from the local court systems and
through intergovernmental agreements with other agencies -all with the goal of
producing a `cost-neutral' operation. Our success-to-date, reaching this goal,
has been slow in coming but with continued work is now within reach.
Today, the Center, operated solely by the Seal Beach Police Department, has
established a solid relationship with the local court systems that are now
providing an ever-increasing number of `pay-to-stay' and `work-furlough'
prisoners. We have also established fee-based, intergovernmental agreements
with the City of Los Alamitos to book their arrestees, and the United States
Marshals Office to house their prisoners for the Federal courts. (The US
Immigration and Customs Enforcement [ICE] Bureau attempted to complete an
IGA with us, but failed to win internal approval before consummating the required
paperwork prior to the current national financial debacle.)
Seal Beach Detention Center Operations Update... July 13 2009 Page 3
We are currently filling 18 of our 28 beds on a regular and sustained basis. Our
local trial courts are remanding more prisoners, for longer terms, to our facility
every day. We signed an agreement with the U.S. Marshals only last month and
we have just completed a trial period housing their first two prisoners. The trial
period has been successful and we now expect the U.S. Marshals Office to
utilize our facilities to a much greater extent. Between the two providers, we
expect to reach a steady and sustained full capacity within the next few months.
DETENTION CENTER OPERATIONAL COSTS
Our projected Center operations revenue is calculated based on the follovVing
information employing different combinations of the formulas within Table 1
below:
Table 1
CENTER REVENUE BASIS INFORMATION
The SB Detention Center has 30 beds available for use. The SBPD holds 2
beds back for transient prisoner use daily, leaving 28 beds for rent.
Local Pa -to-Sta PTS beds are let for $100/da .
Local Pa -to-Sta /Vl/ork Furlou h PTSWF beds are let for $120/da .
Federal IGA beds are let for $75/da
Ten PTS x $100/da = $1000/da x 365 da s = $365,000/ ear
Ten PTSWF x $120/da = $1200/da x 365 da s = $438,000/year
Eighteen IGA x $75/da = $1350/da x 365 da s = $492,750/year
Given nearly maximum occupancy, the figures would indicate that after
expenses, the Detention Center could indeed operate on acost-neutral or better
basis.
Council approved for FY 2009-2010 an operational budget ("overhead") for the
Center of $807,000. This budget includes pay and benefit increases for Center
employees negotiated in a new labor agreement and aclassification /
compensation study, signed in early 2009.
During FY 2008-2009, it cost $539,846 to operate the Center. Actual revenues
derived from `pay-to-stay' inmates started at `0' and by 98.9% of the FY, ending
June 30, 2009, they were $254,051, or 47% of what was needed to defray all
costs.
The US Marshal IGA rate per day is $75 (our lowest fee charged). If we filled all
28 beds with US Marshal inmates the annual revenue would bring in
approximately $766,000, or $41,000 short of projected costs. Add to this mix the
rate for local court `pay-to-stay' inmates ranging from $100 - $120 per day, the
potential difference can have a very positive impact. Also, add in the revenues
Seal Beach Detention Center Operations Update July 13 2009 Page 4
derived from the Los Alamitos IGA. (The Los Alamitos IGA brought in
approximately $17,727 during FY 2008-2009, further defraying our operational
costs.) Combined, any of several combinations ofi inmates will take us over the
top.
Revenues did not begin generating strongly until November 2008 so there is no
steady record until the first few months of operation into CY 2009. From
November 2008 through June 2009, the bed count has increased approximately
2.3 inmates per month bringing us to our average current bed count of 18
inmates. At the current rate of growth, it should take us approximately four more
months to reach total capacity of 28 beds/inmates.
Table 2 below indicates the most recent data available (July 2, 2009) within the
Finance Department's Spring6rookAccounting program. Anomalies to the table
data include:
We have not yet billed the US Marshals for their use of the facility.
• Open fields in the table indicate changes in internal accounting policies as
we fine tuned our continuing operation. Incoming fees were held by the
Center's manager and combined for a bulk deposit. This practice has
been stopped and fees are delivered on a regular basis to the Finance
Department for data updating.
® STC Reimbursements are reimbursements paid to the City for personnel
training costs incurred by Detention Center employees for their
certification as Corrections Technicians. The `STC' acronym stands for
`State Training Corrections.'
Table 2
®ETENTION CENTER REVENUES FOR FY2008-2009
Fi ures within Finance Software Data Run: 7-2-09
Month Fay-to-Stay
$$ Los Alamitos
IGA $$ US Marshals
IGA $$ STC
Reimbursement $$
Jul-08 6,100 1,615
Au -08 3,400
Se -08
Oct-08
Nov-08 16,200
Dec-08
Jan-09 26,650 9,985
Feb-09 27,670 850
Mar-09 1,955
A r-09 73,744 650
Ma -09 57,025 1,491
Jun-09
Total 27,805
238,594 1,151
17,727 5,236
` 5,236
Seal Beach Detention Center Operations Update Julv 13 2009 Page 5
Table 3 below indicates the number of occupied beds on a monthly basis. The
data combines all Pay-to-Stay and US Marshals inmates. Statistically useful bed
rentals did not begin until December 2008. Depending on the month, there are
784 - 868 beds available for rent each month.
Table 3
DETENT ION CENTER DAILY POPULATION REPORT -Partial FY2008-2009
Month Total # of Inmates
Low li i h Total # of Beds Rented
Dec-08 3 8 175
Jan-09 2 10 167 '
Feb-09 2 10 182
Mar-09 8 13 342
A r-09 10 14 348
Ma -09 10 15 424
Jun-09 15 18 489
FISCAL 9NiPACT:
The Police Department FY 2008-2009 budget for Detention Center operations
was $746,700. It actually cost $539,846 to run the Center for the eight months
prisoners were housed. Revenues for the eight months to date amount to
$254,051; roughly half of our operating costs. With continued projected
occupancy growth, the Center should reach full capacity by November 2009. If
this becomes the case, sufficient revenues should be generated to offset all
operational costs and render the operation of the Center `cost neutral.'
REC®IVIII~EN®AT~®N:
Staff recommends that the City Council receive and file this Agenda Report and
provide Staff direction regarding future Seal Beach Detention Center operations,
to include staying the course through the FY 2009-2010 budget, whereupon it will
again review Center operations assessing its cost~effectiveness, and make
further recommendations. The Detention Center is well on its way toward a cost
neutral operation.
SUBMITTED BY:
~ ;~
_~ -
rkpatrick, Chief of Pol' e
NOTED AND APPROVED:
~~~ .
David Carmany, City Manager