Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
03/26/2013 02 2014 and Long-term Options for Jail Service
d 3 BUSINESS OF THE CITY COUNCIL YAKIMA, WASHINGTON AGENDA STATEMENT Item No. 2. For Meeting of March 26, 2013 ITEM TITLE: 2014 and Long -term Options for Jail Service (Please note- - the cover memo was added and revisions made to the attachments for this item on 3/25/13) SUBMITTED BY: Tony O'Rourke, City Manager Dominic Rizzi, Police Chief Greg Copeland, Police Captain Cindy Epperson, Director of Finance and Budget Kelley Olwell, Presiding Municipal Court Judge CONTACT PERSON /TELEPHONE: SUMMARY EXPLANATION: Resolution Ordinance Other (specify) Contract: Mail to: Contract Term: Amount: Expiration Date: Insurance Required? No - Funding Phone: Source: APPROVED FOR SUBMITTAL: , City Manager STAFF RECOMMENDATION: BOARD /COMMISSION RECOMMENDATION: ATTACHMENTS: Click to download ❑ jail packet ❑ Jail Operational Scenarios from LCA Architects MEMORANDUM To: Honorable Mayor and Members of the Yakima City Council From: Tony O'Rourke, City Manager Date: March 22, 2013 RE: Jail service options I want to provide you a quick update to the jail service options discussion we had and materials we provided you in preparation of our study session on Tuesday, March 26. 1. We have added $218,286 in expenses to Option 6 to ensure we have anticipated all the costs of securing and transporting City inmates to Benton County. We still project an annualized savings of $367,341 over current baseline costs. By adding these additional expenses, the cost per Benton County inmate would go from $75/day to $91.58/day. 2. I met with County Commissioner Mike Leita this afternoon. Mike reiterated that the County is not interested in anything other than taking all (150) City inmates. If the City did not select the County's option, the County would probably close down its jail annex (400 beds) and only operate its main jail (500 beds). This would save the County quite a bit, however it would limit future available bed rentals to the City. Option 4 is the most cost effective option for the City, however, under the County's proposal to close the jail annex this might affect the 40 spaces the City would like to rent from the County. Mike did indicate we could negotiate a "first-come first-service" spot rate per inmate at approximately $75 per inmate. On days they did not have excess capacity for the City of Yakima, we would have to send inmates to Benton County. Despite the potential problem of not being guaranteed 40 bed spaces with Yakima County; Option 4, with annual projected savings of $609,425 is still superior to all other options. Even sending some inmates to Benton County at a higher cost still represents a clear and compelling savings to the City. Attached are the revised tables and memo for the study session. Should you have any questions, or need additional information about this matter, please feel free to call me. MEMORANDUM To: Honorable Mayor & Members of the Yakima City Council From: Tony O'Rourke, City Manager Dominic Rizzi, Police Chief Greg Copeland, Police Captain Cindy Epperson, Director of Finance and Budget Kelley Olwell, Presiding Municipal Court Judge Date: March 20 2013 RE: 2014 and Long-term Options for Jail Service /\rch|tectato prepare m study ofopenadmnm|mmonohoafor hambaonoonnp|otmd.mndpnasontsfouropUonoranQinQYronn ~ j As the study was being reviewed by staff, the City was also approached by Yakima County to consider a longer-term option of partnering with them to house all of the City's prisoners. This report summarizes six viable options for jail services for the next five years. Once the full effect of the new City charging unit, diversion program, and expanded gang unit are known, then we can make new pr jections on future inmate census. The first column is the baseline model that we are using for 2013, which is operating our own jai|, and contracting with the county to take 110 prisoners. This resulted in a cost per bed per day of $69.66. The average number of prisoners per day in 2012 was slightly under 150, so 150 is being used for this calculation. The numbered options are discussed below: 1 Yakima County Proposal all City prisoners _ -���. ~ 470,547 is would result in the City closing our jail • $63.39/bed day • City would still have some cost—retain 5 staff for bailiff and prisoner supervision, some inmate food, transportation cootm, replace inmate work oravxo, netted by some facility savings and reduction in revenue. • Hard cost savings of $344,000 from baseline • Savings from lost efficiency of having police, prosecution, jail and courts in the same proximity is difficult to quantify 2. Status Quo-Yakima County contract for 80 bed niQhts $3.814`129 • $69.66/bed day • Same dollar amount for 80, instead of 110 • May require additional per day payments if census exceeds 80 at any given time. The summer months often exceed 80. • No change from the baseline, (depending on contract negotiations for "excess" prisoners) 3. • $80.40/bed day • Includes debt service on$117m addition of$S26,000 for 2Oyears • Does not include bed rental income from nei hboring jurisdictions 4. Current City Jail operation-contract with Sunnyside and Toppenish-30 $45/day. Balance to Yakima County-40 $75/day. $3,204.704 • Sunnyside can take 20 males and 5 females-confirmed rate of $45/day • Toppenish can take 25 males and 5 females-confirmed rate of $45/day • -- � |duookomerva|k*v� jails primarily for post-sentencing prisoners wit mental dical issues, to minimize transportation/administration. Estimate an average of 30 prisoners • Balance ofphsonerotoYoNmmCoumdy. Assumes 40 prisoners at $75/day—this rate is not yet firm-still subject to negotiation. 5. Current City Jail ct with County for 30 5 balance to Yakima County-400575 �� ~��, —���� �- �~-^ ~ ~ � � - $3.535 ---- • $64.58/bed day • Benton Cou y would take our prisoners for $75/day-they could take any number of our prisoners without requiring a minimum or maximum. • This option still contemplates only sending long-term post-sentencing prisoners to minimize transportation costs. • Balance of prisoners to Yakima County. Assumes 40 prisoners at $75/day—this rate is not yet firm-still subject to negotiation. Oi |n`owmmysoe and Toppenish for 30 p45, balance to Benton `County z`4-'0,, '~ $3,446.788 • 562.96/be6day • Option available if Yakima County refuses to take City prisoners • With lower valley jails only accepting 10 females, this option has the greatest logistical challenge • Estimated 2 trips per day to facility in Kennewick requiring 2 additional Corrections Officers, and added $2/day to Benton County daily rate, to cover additional transportation • Additional Transportation costs brings average rate per day for Benton County from the contracted rate of575to$81.58/bod day |n all options, cthe nnedina|costs for felons has been [ennoved,oa this vvU|beavohab|ecost that the City will need to shoulder, no matter where the prisoners are housed. An estimate of misdemeanor medical expenses of $100,000 is added to all options. Electronic home monitoring program was also removed from the equation, as that is tied to our Municipal Court operation, and is currently about breaking even. Enclosures: The summary of Options for Jail Service A detailed calculation related to the Yakima County Proposal to take all City prisoners Memorandums from Captain Greg Copeland and Judge Kelley Olwell discussing the issues tied to closing the City jail An 8 year history of jail contract results City of Yakima Options fo Jail Service 2014 Budget year 1 2 3 4 5 6 Expand City Jail Keep City Jail- Keep City Jail- From 79 to 280 Contract Keep City Jail- Contract beds w/Sunnyside, Contract w/Sunnyside, LCA 3 Yakima Co. Option Toppenish for 30 w/Benton Co. for Toppenish-30 @$45, Baseline 2013- Proposal- Status Quo- w/out Rental @$45, 30 @$75, Benton Co. 40@$75 Co contract for Take all City Co contract Income Yakima Co. Yakima Co. ($91.58 w/addl 110 prisoners for 80 (available 2015) 40@s75 40@$75 transportation) City Jail Costs $ 1.514.310 $ 621.734 $ 1.514.310 $ 3.475.691 $ 1.514.310 $ 1.614.310 $ 1.514.310 Yakima County Jail Costs o/ 2.299.819 2,848,813 2.209.819 1.195.000 1 Debt Service/new capital Costs 926.434 Lower Valley Jail Costs 492.750 492.750 Benton County Jail Costs 821.250 1.195.000 Transportation Costs - 1 trip/week © IRS mileage rate 2.644 5,288 2.644 2 Daily trips © IRS mileage rate 52,884 2 additional Corrections Officers 160.000 Additional $2/day/bed to Benton Co. 29.200 Total Cost (2) $ 3.814.129 3 3.814.129 4.402.125 3.204.704 3.535 3.446.788 Cost per bed day (150 avg census) $ 89.66 $ 63.38 $ 09.66 $ 80.40 $ 58.53 $ 64.58 $ 62.96 Net Difference from Baseline $ (343,583) $ - $ 587.896 $ (609.425) $ (278,281) $ (367.3 (1) Includes w Exc|udmufe\onymmdiuu|expanummauumedtobeanaddidnna|$240.0UUpertheLCAnopo¢maihooeanenotapp|ivab|mUnodai|ynoVecm|cu|adon (3 ) Excludes cje 3/22/2013 County Proposa for City of Yakima Jail costs City of Yakima curren expense for Jail Expenses (without felony medical) Av bed rate 14 Staff (2012 budget) $ 1 . 142 . 54O General Expense (2012 budget) 371,770 Inmate Medical * ' 100,000 Current Yakima County Contract (110@$5478) 15Uovgcenauu �$ ,3 ��� . $69,66 County Proposal Beds Rate 150 $4975 $2,723,813 Inmate Medical (outside facility) $125.000 $2.848.813 $52.03 Total Savings (before other considerations) $ 865.317 * Estimate of misdemeanor medical costs only - total felony and misdemeanor paid to County in 2012 was $251,000. Ongoing Costs of closinQ the City jail Hard Costs Retain 5 staff —1Cnr, Sgt, and 4 Cor. Officers $ 400.008 Bailiff and prisoner supervision 70,000 Overtime, uniforms, equip., training, D�erGeneno|Expanmsn(porL�AeporV . . . �. . uome inmate food, misc. transport cost Staff to replace inmate work crews 75,000 3 x city hail temp budget Medical Clearance 50. 000 New cost tied to booking into Yakima Co. Reduction in facility costs-5% of variable <14.000> See below Reduction in liability insurance �~�(21,000) middle of the range per Jeff Widdows Total Ongoing Expenses $ 560.000 $62.26 Lost Revenue (assumes home monitoring not changed) Fac charges Est. Red. 16,300 | Telephone . Staff $ 129,290 Commissary 7 000 Supplies 51.762 $ 2,588 SSA for disabled persons 7.000 R&M 57,603 2,880 SCMP-Fed grant for handling illegal aliens 12.059 PP&L 103,185 5.159 � Bed Rentals -Selah & Union Gap , _' 19,375 CNG 31,351 1.568 Total Revenue lost 61.734 VVwotar 11,513 576 Water 10.455 523 Net Hard Cost ,734 $63.39 Refuse 15.086 754 Recalculated Savings-Hard costs/los revenue 343 Irr/Storm ~�. 413,095 14,048 Opportunity Costs Additional Booking Time-YPO Officers _ 100.000 . Recalculated Savings $ 243.583 One-time Costs of closing Jail Cashout of Accruals upon termination - 8 people 53.080 Unemployment Benefits--26 weeks ' 85,000 $ 138,000 "Savings" doesn't capture the inefficiencies of not having jail, court, prosecutor and police in the same facility. City of Yakima 200 S. 3 Street „.". Police Department Yakima, Washington 98901 Dominic Rizzi Jr, Chief of Police Telephone (509) 575-6200 Fax (509) 575-6007 ,... Memorandum March 18, 2013 To: Chief Rizzi From: Capt. G Copeland Subject: Items for Jail Discussions A few items for consideration regarding the Jail issue: COST OF INCREASED BOOKING TIME AT THE COUNTY JAIL It normally takes less than five minutes to book someone into the City Jail. Under normal circumstances an arrestee is brought to YPD and placed in a holding cell while the charging paperwork is completed. For bookings into the City Jail, the officer then removes the prisoner from the holding cell, walks him about twelve feet to the City Jail door, and takes the prisoner inside. The City Jail employees are very officer-friendly and the booking process is usually completed in less than five minutes. The officer can then return to their duties. For a booking at the County Jail, an officer has to remove the prisoner from the holding cell, walk them to the officer's patrol car, load them, drive to the County Jail and into the sally port, go through the booking prodess, then leave. I have polled several officers to get an idea of how much longer the booking process takes. If there is no wait to book the prisoner at the County (only one prisoner can be booked at a time, and there are many agencies who book prisoners into the County Jail) and the prisoner has no medical issues the entire process takes an average of 20-30 minutes. However, if we started booking all of our prisoners at the County Jail the number of times an officer would have to wait in line to book their prisoner would certainly increase. I would say that the average time can be expected to be about 30-35 minutes, compared to the five it takes to book into the City Jail. Based on a five year-average, there are about 3,125 annual bookings at the City Jail, which, if our facility were to close, would have to be booked into the County Jail. If the average booking time were to be 30 minutes more than now, this represents a yearly cost of $59,750.00 in officer time needed for bookings (3,125 bookings x .5 hrs x $38.24 officer hourly rate). If an officer's total benefit package is taken into account the total is more like $88,984.00. These figures are just the dollar cost involved, of equal or greater importance is the officer time lost to the booking process when they could be performing other duties. The true cost of the extra booking time is probably at least $100,000.00. TRUSTEES We are currently able to keep up with the maintenance needs of all of our facilities with 1.5 paid custodians because of our Trustee labor program. Trustees are selected inmates who voluntarily agree to perform menial labor outside of the jail environment. Our normal practice is to have four trustees who each contribute 40 hours of work per week at our facilities. Over the years we have become skilled at selecting the trustees from our inmate population and at giving them meaningful work to do. We are also able to have the trustees work varying hours each day because they are housed in our building. If we shut down our jail we may not have access to trustees. Even if we did have access to the County Jail population for trustees we would likely not have selected them ourselves, and would have to send two corrections officers to pick them up and drop them off at the County Jail each day. Because we would have limited staff working limited hours, we would not be able to have the trustees work varying shifts and it would be difficult to have proper supervision for them. We would likely have to hire 3 additional part-time custodians, at a cost of $75,000.00 annually. INCREASED NUMBERS OF MEDICAL CLEARANCES There is a definite consensus among YPD Officers that the County Jail requires prisoners to be medically cleared much more often than does the City Jail. Officers understand the logic behind legitimate medical clearances. However, they are left shaking their heads when they present a prisoner at the County Jail who has a sunburn or a minor cut and the County Jail staff requires a medical clearance. The most mundane clearance for a high blood-alcohol level is about $650.00. Clearances billed to the City can run into the thousands of dollars for more complicated issues. It takes officers at least two hours to have a prisoner medically cleared, even on a very simple case. The cost to YPD of the extra clearances which would be necessitated by booking all of our prisoners at the County Jail is somewhat difficult to quantify, but I would estimate it to be at least $50,000.00 annually in officer time and actual hard medical costs. MISCELLANEOUS REVENUE There are several small sources of revenue realized from the YPD jail operation. If we exclude Home Detention revenues ($137,218 last year; if we lost our jail we could likely still operate our Home Detention program through Municipal Court, though it would be more difficult) the following revenue sources would be lost if we closed our jail: 1. IC Solutions. This is the telephone system used by inmates, from which the City realized revenue in the amount of $16,300.00 in 2012. 2. Swanson Sales. This is the revenue from the inmate commissary. Last year we realized about $7,000.00 from this account. 3. Social Security Administration Payments. This is money received from SSA for disabled persons who are in our custody—revenues from this were $7,000.00 last year. 4. SC ' award. This is reimbursement from the federal government for handling illegal aliens. The City received $12,059.00 from this last year. 5. Bed Rentals. Everyone understands that bed rentals are not something upon which to count on for revenue. We did not aggressively seek out "customers" in 2012—we only rented to Selah and Union Gap. Both of these agencies, in the last half of the year, placed most of their prisoners in the Wapato Jail as Wapato had a lower rate than did we (our rate is $50.00). Still, we had rental revenue of $19,375.00 for 2012. CONCLUSION The above identified costs/lost revenue associated with going to an all-county jail scenario total about $286,734.00 Captain Greg Copeland 0 -.1 City Of Yakima Municipal Court 200 South 3rd Street •\ 114 Yakima, Washington 98901 Phone (509) 575-3050 • Fax (509) 575-3020 A member of the statewide judiciary branch, independant of city government. Judge Susan J. Woodard Judge Kelley C. Olwell Court Commissioner Kevin G. Eilines Court Services Manager Linda S. Hagert MEMO ' LTI\,4 TO; Yakima City Council Members Tony O'Rourke, City Manager FROM: Kelley Olwell, Presiding Judge, Yakima Municipal Co Susan Woodard, Judge, Yakima Municipal Court Kevin Eilmes, Yakima Municipal Court Commissioner Linda Hagert, Yakima Municipal Court Services Manager RE: City Jail Closure DATE: March 20, 2013 The intent of this Memorandum is to provide the City Council and City Manager with a historical and procedural overview of Yakima Municipal Court and its relationship with the county, along with its position on the county's proposal to close the city jail. Inception of Yakima Municipal Court and City Jail: Prior to 1997, the City of Yakima paid the county to prosecute its misdemeanor and gross misdemeanor cases in Yakima County District Court. In 1996, SHE 6211 was passed by the Legislature, which required municipalities to pay for every phase of prosecuting criminals cases. In summary, this meant that the city would be required to pay for each arrai:i ent, status conference (or the numerous re-settings thereof), motion hearing, trial, sentencing and appeal separately, which could prove to be a huge financial challenge. During this time period, Yakima County was, again, attempting to substantially raise the per-case costs and filing fee that it charged to file the city's cases in District Court. These events prompted a lengthy feasibility study, which was conducted by an independent consultant at the direction of the city council and included an analysis of jail costs. The study concluded that the City of Yakima could more responsibly serve its public and address public concerns in a more Yakima .***. Ely 1 . 1994 : , cost effective manner, by opening its own court and jail and prosecuting its own cases. During the county-wide cities meeting on October 15, 1996, it was noted that those cities without their own jails would be dependent upon the county jail facility. On January 1, 1997, the City of Yakima exited the District Court. The City of Union Gap simultaneously exited the District Court for substantially the same reasons. Yakima Municipal Court/City Jail relationship with Yakima County Jail: Unfortunately, when the city built its jail, it was done so in a manner that disallowed the housing of female prisoners. Therefore, the city contracted to house its female inmates at the county jail. In addition, the county also housed city ' :tes who had special needs, such as severe mental illness or physical impairments. Twice a day, . angements are made for the county jail to ready the city's prisoners for transport to court. The city jail at ; ■ then travels to the county jail to pick up and transport the prisoners to Yakima Municipal Court and then return them to the county jail. Sadly, the county jail and Yakima Municipal Court/city jail have not always enjoyed a pleasant or professional working relationship. In past years, the city jail staff was permitted to enter the cell of a prisoner being housed at county, who was refusing to , come to court, and physically remove them from the cell. Later the county changed its , policy to allow only county jail staff to perform this action. That policy then changed to .. simply asking the i • ate if he/she wished to attend court and, if he/she did not, then they I were not if ; de to do so. D ' g this time, the contract required the city to pay a daily rate per inmate. Each day the inmate was not transported, the city would be charged an additional day by the county. In response, the judges would sign Orders for Transport which ordered the county jail staff to ready a prisoner for transport. These orders were followed only about fifty percent of the time. This practice prompted the judges to assign a court clerk to keep prisoner refusal statistics. In addition, after an average of three to five days of failure to transport, the judges would order Ed Campbell or the shift supervisor to appear to show cause why he/she should not be held in contempt for failing to obey a court order. These orders were never followed. The county jail refused to acknowledge Yakima Municipal Court orders, despite the fact that they held as much weight as any other member of the judiciary. Furthermore, the county's refusal to ready a prisoner for transport creates extra work for the court (and jail staff). The clerk receives a citation from the police department or complaint from the prosecutor's office. She then creates a physical file, inputs a host of information into the computer and creates a court calendar which lists the defendant's name and charge(s). When a prisoner is not transported, the court calls the case and makes an oral record. The prosecutor is asked to read the report for a determination of probable cause and bail may or may not be set. The clerk is then tasked with re-calendaring the case, re-pulling the file and inputting the docket notes for each hearing. In essence, numerous unnecessary and repetitive hearings are being held, which the court estimates results in the waste of over $5,000 of the court's budget each year. In 2010 and 2011, Judge Olwell had numerous meetings with Ed Campbell, at the county jail, in an effort to remedy the constant transportation issues and conflict between , 2 i the city and county jail staff Some of these meetings prompted Mr. Campbell to consult with the county's legal department. The city's relationship with the county jail has been cyclical. For example, following a meeting with the jail, transportation issues would dissipate for a few months and then start up again. In 2012, the city's judges collectively decided not to sign Orders for Transport any longer. In doing so, we made it clear to the county that, should a defendant's due process rights be violated, (such as speedy arraignment, trial or sentencing) that the county, and not the city, would be legally liable. In addition to transportation issues, a number of other issues have arisen over the years. The contract to house prisoners at the county jail is completely weighted toward the county. The contract allows the county to reserve the right to refuse any prisoner for medical, security or safety reasons and they have done so despite court orders to the contrary. The disproportionate bargaining position, along with transportation issues, etc., has caused the city to explore alternate housing facilities, such as the Wapato jail, which has been utilized in the past. Furthermore, the county employs a liberal medical treatment policy which accounts for the extreme disproportion between medical costs incurred by city jail inmates and those incurred by city inmates who are housed at the county jail. On more than one occasion, when either the city jail, court or police have had need to discuss these issues, the county has threatened to leave the city over a barrel and refuse to renew its contract, even though the city is the county's largest client. In the past several months, the city jail and court have enjoyed a positive up- swing of cooperation with the county jail. It is our belief that there are two main reasons for this: 1) The city's current contract with the county jail is for a block of beds (regardless of whether they are utilized) and not for individual prisoners. Therefore, the county has nothing to gain by holding prisoners over and failing to transport, and; 2) The county is suffering-financially. If it could convince the city to close its jail and house all of its inmates at the county jail, it would be of tremendous financial benefit. Therefore, it has an interest in maintaining a working relationship with the city at this time However, based upon past performance, this trend is unlikely to continue. Coincidently, just yesterday, John Campos, of Yakima County Probation, commented that, even to present date, he has noticed that the city jail is far more efficient than the county jail is in the Yakima County District Court. He further stated that attorneys and the court routinely wait for prisoners to be transported in District Court. Mr. Campos indicated that he is willing to address the city council on this subject, should it so desire. Yakima Municipal Court Position on Closure of the City Jail: Because Yakima Municipal Court is housed in the same building with the police department, prosecutor's office and jail, it operates at maximum efficiency and has served as a model for a number of other jurisdictions. The close proximity of the jail to the court affords the court a level of security and flexibility that it would not otherwise enjoy. The city jail staff has the ability to respond immediately to in-court security issues, take people into custody on an impromptu basis and assist in serving warrants — and it performs these duties on a daily basis. 3 Closure of the city's jail would restrict the city's local control over jail costs and medical services as well as pre-trial or sentencing programs, such as electronic home monitoring. Currently, the court collects approximately $57,000 per year from prisoner room and board, which is currently deposited into the general fund. Closure of the city jail would mean that those funds would be directed to the county. It is our collective opinion that the city council not step back twenty years to a time when the city council of the time was forced to sever court and jail services with the county due to the astronomical costs that the city was incurring at its hands. Rather, the Court would strongly recommend that the council maintain the status quo, but preserve a future vision to expand our current jail, as is recommended by the 2013 jail feasibility • study. If the jail was expanded, issues regarding transportation and inflated medical and housing costs would diminish. In addition, expansion would serve as a housing alternative for other jurisdictions that experience similar issues, as this court has with the county jail. Sustaining the current conditions, with future movement toward jail expansion, is ultimately the most cost-effective and responsive to local concerns and issues, which may not be the priority of the county. Ultimately, the efficiency and effectiveness of housing all facets of our criminal justice services under one roof cannot be measured. 4 _ _ _ , „..........„, City of Yakima Outside Jail Costs-History 2005-2012 Jail 2005 Actual 2006 Actual 2007 Actual 2008 Actual 2009 Actual 2010 Actual 2011 Actual 2012 Actual Yakima County $ 984,096 $ 1,255,852 $ 1,535,897 $ 1,541,813 $ 1,950,819 $ 1,367,007 $1,990,017 $2,450,861 Sunnyside - 15,260 5,007 64,203 119,356 6,789 Toppenish 14,623 16,687 41,281 59,497 139,321 59,044 . 72,789 - Wapato 23 852 31 488 86,885 216268 240,619 248,612 238,592 - Total 1,022,571 1,319,287 1,669,070 1,881,781 2,450,115 1,681,452 2,301,398 2,450,861 Change from prior yr Amount 296,716 349,783 212,711 568,334 (768,663) 619,946 149,463 % age 29.0% 26.5% 12.7% 30.2% -36.2% 36.9% 6.5% Avg. Census-Bed Days 49.8 59.8 79.3 84.4 102.9 62.6 85.9 74.4 avg cost per bed day $ 56.26 $ 60.44 $ 57.66 $ 61.08 $ 65.23 $ 73.59 $ 73.40 $ 90.25 Minimum contract Census 110 Cost of empty • - is-assuming $54.79 per bed day $ 711,941 ale 3/2212013 rail LCA Architects in association with ROCKY MOUNTAIN CORRECTIONS YAKIMA CITY DETENTION FACILITY OPERATIONAL SCENARIOS FINAL 215113 F[1/ F 7 - TWCP SF, v[[CF In the Phase Two study of the needs assessment, LCA and RMC worked closely with Captain Copeland and Sergeant Davis to develop operational scenarios to be studied for Yakima's future correctional needs. Justice Model Two that was developed in the first phase of the study, which recommended a need for 280 beds by 2030, was used for planning purposes. NEEDS ASSESSMENT ANALYSIS JUSTICE MODELTWO From the city staff input, LCA Based on Average Admission Rate for 2007 to 2011 Average Length of Stay of 11 and RMC put together 4 Cap 2096 lux ice Model t has the average admissions rale of 6% with an average length Of stay of options for the City of Yakima 11. which depicts your hhtorkal ALS over the past 5yeas. Undeg model 2, you can ?xpect an average daily population of 173, which is just below your 2009 level and growing to an to consider for its future jail auerageof188 Fendbckffom the W4Irn3 City jdllslafffealthil this model best predicts the future for planning purposes. operations. With each option 2015 2020 a pro -forma budget was put AdnrssionRate .060 AdmissronRate 062 together along with a cost per Population 95.712 Population 100,900 Boolangs 5,743 Bookngs 6,256 day analysis. These options ALS 11 ALS 11 show what lies ahead for the Beds 173 Beds 188 CAP 35 CAP 38 city by 2015 and a side by side Total Beds 206 Total Beds 226 cost comparison to assist in Rerxal Beds 105 Rental Beds 118 Prisoner pays 63,173 Prisoner Days 68,814 making a decision on what 2025 2030 direction to go with the city Admission Rate 064 Admission Rate 066 jail. These cost comparisons Popvi tlon 108,657 Populton 117,096 Bookings 8957 Bookings 7,728 were taken out to 2019 to help 418 11 ALS 11 show possible budget impacts Beds 210 Beds 233 CAP 42 CAP 47 that lie ahead for the city. Total Beds 252 Total Beds 280 Rental Beds 140 Rental Beds 163 Prisoner pays 76.527 Prisoner Days 85,011 11 ■ 1 Gr TfG1qC FGr' CGIVti[rDr_FA «RF The 4 options studied were: > Option No. 1: Continue business as usual, housing your inmates in the city jail and contracting with the County to house your additional inmates. > Option No. 2: Shut down your city jail and contract with the county to house all of your inmates. > Option No. 3: o Build a new 200 bed jail addition to the existing 79 bed City Jail with no rental income. o Build a new 200 bed jail addition to the existing 79 bed City Jail with rental income. > Option No. 4: o Build a new 280 bed jail with no rental income o Build a new 280 bed jail with rental income. AREAS OF CONCERN PHASE ONE In the Phase One study we identified a significant difference in the average length of stay (ALOS) of city misdemeanors housed in the City Jail compared with those housed in the County Jail. A detail analysis was done to identify the reasons for the difference in the ALOS, identify if any inefficiencies in the system exist, and make recommendations for correction. In the first phase analysis, we discovered the need to better understand medical cost for inmates being held in the county jail. Ed Campbell the Director of Department of Corrections assisted in obtaining a five year break down in medical cost charged to the city and that is included in this report. 2 Grp «RFGRFF_ The first option is to continue business as usual, housing inmates in the city jail and contract with the County under the current contract for 110 beds. The City will eclipse the need for renting 110 beds from the County soon after 2015. Rental Payments Rate Beds 2015 2016 2017 2018 2019 Misdemeanor Beds 54.79 110 2,199,819 2,243,815 2,288,691 2,334,465 2,381,154 Sub - totals 110 2,199,819 2,243,815 2,288,691 2,334,465 2,381,154 Inmate Revenues Home Monitoring 184,000 187,680 191,434 195,262 199,168 Sub - total 184,000 187,680 191,434 195,262 199,168 Net Rental Payments M UM _ 2,015,819 2,056,135 2,097,258 2,139,203 2,181,987 City's Operating Expenses Rate Units 2015 2016 2017 2018 2019 Salaries, Benefits, Overtime 81,610 14 1,142,540 1,165,391 1,188,699 `or. General Expenses 371,770 ' 379,205 386,790 416 Inmate Medical 5.00 110 200,750 1 204,765 208,860 1=7 Felony Medical 4.00 165 240,900 1 245,718 250,632 260,758 Total Operating Expenses 1,955,960 I1,995,(= 2,034,9112 Total Budget 3,971,779 4,051,■I zligni 4- 14,299,181 Less Felony Medical 240,900 245,.1 1 1 260,758 Total Budget for Cost Per day 3,730,879 Cost Per Day 173 Inmates $59.08 *operating expenses and daily rate is assumed to escalate at 2% annually Contract rate of $54.79 for 110 beds $2.2 million. Home monitoring and miscellaneous income of $184,000 is from the 2012 budget. City jail's operating salary budget $1,142,540 is from the 2012 budget. City jail's general expense budget $371,770 is from the 2012 budget. Inmate misdemeanor medical costs are estimated at $5 a day for 110 inmates (a rate comparable to many current jail medical contracts). The City's jail medical cost of $85K is part of general expenses and is also included. Felony out of facility medical cost averaged at $4 a day for 165 inmates $240,900 and is averaged from actual cost over the last several years. Cost per day (for estimated 173 inmates) will be $59 a day by 2015 3 Gr [GRF TwG The second option is to close down the jail facility and contract all of the city's inmates to the county jail system. Rental Payments Rate Beds 2015 2016 2017 2018 2019 Misdemeanor Beds 54.79 173 3,459,715 3,528,909 3,599,487 3,671,477 3,744,906 Sub - totals 173 3,459,715 3,528,909 3,599,487 3,671,477 3,744,906 Inmate Revenues Home Monitoring 184,000 187,680 191,434 195,262 199,168 Sub- total 184,000 187,680 191,434 195,262 199,168 1 3,275,715 3,341,229 3,408,053 3,476,214 3,545,739 City's Operating Expenses Rate Units 2015 2016 2017 2018 2019 Salaries, Benefits, Overtime 81,610 7 571,270 582,695 594,349 606,236 618,361 General Expenses 1.10 173 69,460 70,849 72,266 73,711 75,185 Inmate Medical 5.00 173 315,725 322,040 d ii8 L 480 335,050 341,751 Felony Medica `4.00 165 MI L 245,718 _55,645 260,758 1_1 1,221,302 ,055j m`4,562,530 Ei 245,718 Total Budget for Cost Per day 4,232,169 Cost Per Day 173 Inmates $67.02 *operating expenses and daily rate is assumed to escalate at 2% annually Contract rate of $54.79 for 173 inmates $3,459,715. Home monitoring and miscellaneous income of $184,000 is from the 2012 budget. Subtract income for a net rental payment $3,275,715. YPD estimates that it will need to keep 7 jail staff for transport, court security, etc. at current rate per employee of $81,610 total salary cost $571,270. General city jail expenses $69,460 are estimated. Inmate misdemeanor medical costs are estimated at $5 a day for 173 inmates (a rate comparable to many current jail medical contracts). Felony out of facility medical cost averaged at $4 a day for 165 inmates $240,900 and is averaged from actual cost over the last several years. Cost per day (for estimated 173 inmates) will be $67 a day by 2015 4 G r 1 LW LL kLL The third option is to build a new 200 bed addition to the existing 79 bed city jail. This will provide the close to the needed 280 beds (based on the Justice Model Two) to meet the city jail's needs out to the year 2030. In this option, the city can take advantage of revenues to offset the cost of housing its inmates by creating a work release program and taking advantage of other revenue opportunities. Rental Payments Rate Units 2015 2016 2017 2018 2019 Total Beds Available Milri 252 252 252 252 252 City Beds I" 173 176 180 184 187 Beds Rented -Other Jurisdictions I NA - I. - - - - Sub- Totals - = - Mi. - - - - Inmate Revenues ■IM. Home Monitoring 184,000 1.187,680 191,434 195,262 199,168 Work Release , 10 91,250 r 93,075 94,937 96,835 98,772 Internet Visitation ,_ 173 75,774 II 77,289 78,835 80,412 82,020 Inmate Phone ,_ 173 63,145 64,408 65,696 67,010 68,350 Commissary , 173 85,246 86,951 88,690 90,463 92,273 Sub- total 1.11Ma_ 499,415 509,403 519,591 529,983 540,583 Total Revenue ■_� 499,415 509,403 519,591 529,983 540,583 City's Operating Expenses Rate Units 2015 2016 2017 2018 2019 Salaries, Benefits, Overtime =MI 3,101,180 3,163,204 3,226,468 3,290,997 3,356,817 General Expenses M 173 69, '0,849 72,266 _M` 75,185 Inmate Food 173 286,.1 291,768 297,11 309,626 Inmate Medical 173 315,.1 322,040 -1 341,751 Felony Medical (County) M. 240,.6245,718 JIM 1 260,758 Maintenance & Repairs .11. _MII3 21,■, , 23,381 Utilities ■_) 75,.1- 1 81,182 Total Operating Expenses . I 4,109,■ - -- 1,448,700 Minus Felony Medical ■_ 240,■ - -- 26 0,758 Total opera ing :Liege 3,369,597 3,436,989 3,505,728 3,575,843 3,647,360 Add Capital Cost AM L_ 926,4q111 434 1=1 4 W926,4341 Total Budget 4,296,031 4,363,423 4,432,162 4,502,277 4,573,794 IM riM1 I`_ 1 II I MIMI' MM *operating expenses and daily rate is assumed to escalate at 2% annually 5 GF «P [ F FF_ ( \SiLTV. E,r_D F F_rvI AL /C,0R4r_) We also looked at this option where the city can take advantage of revenues from housing 35 inmates from other city jurisdictions within the county to offset the cost of housing its inmates. Rental Payments Rate Units 2015 2016 2017 2018 2019 'IMF 252 _ -W MMI 1 - - 173 lIMMIIMIEF 184 35 35 mi _, 35 - $ 50.00 35 638,750 651,525 mu 677,847 6M 25.00 - =kM1 IIIIIItion 1.20 1 1 - = -1 96,680 phone 1.00 A M1M - -, 80,567 j aM Commissary 1.351__ A - 108,765 Sub - totalii�i Total Revenue imr' 1,183,516 1,207,186 1,231,330 1,255,957 1,281,076 I 1 I City's Operating Expenses Rate Units 2015 2016 2017 2018 2019 Salaries, Benefits, Overtime 81,610 38 3,10M 3,163,204 3,226,468 3,356,817 General Expenses 1.10 208 ilM 85,182 86,886 1 = 90,396 Inmate Food 4.53 208 350,796 357,812 311. 372,267 Inmate Medical 5.00 208 387,192 394,936 402,835 410,891 Felony Medical (County) 245,718 250,632 255,645 260,758 Maintenance & Repairs 0.72 30,000 22,032 22,473 22,922 23,381 Utilities 2.50 30,000 IIEF 76,500 78,030 79,591 81,182 Total Operating Expenses 4,245,710 4,330,624 4,417,236 4,505,581 4,595,693 Minus Felony Medical 240,900 245,718 250,632 255,645 260,758 Total Operating Budget 2,821,294 2,877,719 2,935,274 2,993,979 3,053,859 Add Capital Cost till .= Mai I Budget _ME 3,747,728 3,804,153 3,861,708 3,920,413 3,980,293 Operating Cost per Day .11111M , Total Cost per Day (Including Capital Cost) - -• IIIM *operating expenses and daily rate is assumed to escalate at 2% annually 6 Cr TI4 uhW« (rv[G i FL) House all city inmates estimated at 173. Option - Rent 35 beds to other jurisdictions at $50 a day. Total revenues include income from home monitoring, work release, inmate phone, commissary and Internet visitation. Salaries /Benefits /Overtime based on $81,610 for 38 employees (see notes). General expenses $83,512 are estimated. Inmate food based on a typical contract rate of $4.53 a day. Inmate misdemeanor medical costs are estimated at $5 a day (a rate comparable to many current jail medical contracts). Felony out of facility medical cost averaged at $4 a day for 165 inmates $240,900 and is averaged from actual cost over the last several years. Maintenance and repairs based on .72 a square foot. Utilities based on 2.50 a square foot. No rental bed income (173 inmates): o Operational Cost per day will be $53 /day in 2015 o Total Cost per day (including capital cost) will be $68 /day in 2015 With rental bed income (208 inmates): o Operational Cost per day will be $37 /day in 2015 o Total Cost per day (including capital cost) will be $60 /day in 2015 Notes: o A staffing plan matrix was developed for Option No. 3, a new 200 bed addition to the existing 79 bed City Jail facility, see Appendix A, but will need to be revised if and when an actual plan for the jail is developed. o Capital cost to construct the new addition was developed for Option No. 3, see Appendix A, but will need to be revised if and when an actual plan for the jail is developed. 7 Grp «RF FG U R The fourth option is to build a new 280 bed jail based on the Justice Model Two presented in Phase One of the study, which will meet the city jail's needs out to the year 2030. In this option, the city can take advantage of revenues to offset the cost of housing its inmates by creating a work release program and taking advantage of other revenue opportunities. Rental Payments Rate Units 2015 2016 2017 2018 2019 Total Beds Available 280 252 252 252 252 252 City Beds 173 176 180 184 187 Beds Rented -Other Jurisdictions - - - - - - Sub- Totals $ 50.00 - - - - - - Inmate Revenues Home Monitoring 184,000 187,680 191,434 195,262 199,168 Work Release 25.00 10 91,250 93,075 94,937 96,835 98,772 Internet Visitation ' 1.20 173 75,774 77,289 78,835 80,412 82,020 Inmate Phone 1.00 173 63,145 64,408 65,696 67,010 68,350 Commissary 1.35 173 85,246 86,951 88,690 90,463 92,273 Sub- total _M 499,415 509,403 519,591 529,983 540,583 Total Revenue ill 499,415 509,403 519,591 529,983 540,583 City's Operating Expenses Rate Units 2015 2016 2017 2018 2019 Salaries, Benefits, Overtime 81,610 40 3,264,400 3,329,688 General Expenses 1.10 173 69,460 70,849 Inmate Food 4.53 173 286,047 Inmate Medical 5.00 173 315,AI Medical (County) 111 R Ran 0.72 56,� - 1 Total Operating Budget 3,616,537 3,688,867 3,762,645 3,837,898 3,914,656 Total Budget 111 1IM 5,331,628 5,403,958 5,477,736 5,552,989 5,629,747 Operating Cost per Day - -- - Total Cost per Day (including Capital Cost) - -- - *operating expenses and daily rate is assumed to escalate at 2% annually 8 GF «RF FGUR ( \rvr /[ FD F F_IV,TA[_ [rv[CGR4 ) We also looked at this option where the city can take advantage of revenues from housing 35 inmates from other city jurisdictions within the county to offset the cost of housing its inmates. Rental Payments Rate Units 2015 2016 2017 2018 2019 Total Beds Available 280 252 252 252 252 252 City Beds 173 176 180 184 187 Beds Rented -Other Jurisdictions 35 35 35 35 35 35 Sub - Totals $ 50.00 35 638,750 651,525 664,556 677,847 691,404 Inmate Revenues Home Monitoring 184,000 187,680 191,434 195,262 199,168 Work Release 25.00 10 91,250 93,075 94,937 ' 96,835 98,772 Internet Visitation 1.20 208 91,104 92,926 94,785 ' 96,680 98,614 Inmate Phone 1.00 208 75,920 77,438 78,987 ' 80,567 82,178 Commissary 1.35 208 102,492 104,542 106,633 ' 108,765 110,941 Sub- total 544,766 555,661 566,775 578,110 589,672 Total Revenue 183,516 1,207,186 1,231,330 1,255,957 1,281,076 City's Operating Expenses Rate Units 2015 2016 2017 2018 2019 Salaries, Benefits, Overtime 81,610 40 3,264,400 3,329,688 3,396,282 3,464,207 3,533,492 General Expenses 1.10 208 83,512 85,182 mm illi m igi i i iim 90 Inmate Food 4.53 208 343,918 350,796 - -. "Inmate Medical 5.00 208 379AI 387,192 - -. Medical (County) , i, 245,718 - -. 0.72 56,000 - 41,126 - -.' Ii 2.50 56,000 ' 142,800 - -- i .� u 4,582,503 - -- � � 1 ��� Total Operating Budget 3,068,234 3,129,598 3,192,190 3,256,034 3,321,155 Total Budget 4,783,325 4,844,689 4,907,281 4,971,125 5,036,246 $40. - - -- $ - 1= *operating expenses and daily rate is assumed to escalate at 2% annually 9 Cr I4 h LiF (RIGTFLI House all city inmates estimated at 173. Option - Rent 35 beds to other jurisdictions at $50 a day. Total revenues include income from home monitoring, work release, inmate phone, commissary and Internet visitation. Salaries /Benefits /Overtime based on $81,610 for 40 employees (see notes). General expenses $83,512 are estimated. Inmate food based on a typical contract rate of $4.53 a day. Inmate misdemeanor medical costs are estimated at $5 a day (a rate comparable to many current jail medical contracts). Felony out of facility medical cost averaged at $4 a day for 165 inmates $240,900 and is averaged from actual cost over the last several years. Maintenance and repairs based on .72 a square foot. Utilities based on 2.50 a square foot. No rental bed income (173 inmates): o Operational Cost per day will be $67 /day in 2015 o Total Cost per day (including capital cost) will be $84 /day in 2015 With rental bed income (208 inmates): o Operational Cost per day will be $40 /day in 2015 o Total Cost per day (including capital cost) will be $76 /day in 2015 Notes: o A staffing plan matrix was developed for Option No. 4, a new 280 bed Jail facility, see Appendix B, but will need to be revised if and when an actual plan for the jail is developed. o Capital cost to construct the new addition was developed for Option No. 4, see Appendix B, but will need to be revised if and when an actual plan for the jail is developed. 10 I" I G C_r. CO RI ,c OPTION 11 CONTINUE BUSINESS AS USUAL PROS —The County currently has enough beds to meet the projected growth needs and is willing to discuss a long term contract. CONS — Long term projected inmate bed needs along with increases in cost per day may not be budget sustainable. There will be a cost to improve the current city jail in the near future. OPTION 21 CONTRACT ALL CITY INMATES WITH THE COUNTY JAIL PROS — The County has enough beds to meet the projected growth. CONS — The city will lose the ability to control cost. OPTION 31 BUILD A NEW 200 BED ADDITION TO THE EXISTING 79 BED CITY JAIL PROS — The addition will be on the same site as the current jail and courts. City can enhance inmate revenues and implement alternative programs like work release, where inmates pay to stay, and continue working to support their families. CONS — Need to raise capital to build expansion. There are currently jail beds and a jail facility not being used on the county side. Because of the unused beds, a jail expansion could be a tough sell to the citizens of Yakima. OPTION 41 BUILD A NEW 280 BED FACILITY PROS —City can enhance inmate revenues and implement alternative programs including mental health and work release, where inmates pay to stay, and continue working to support their families. Old jail space can be used to expand the police department. CONS — Need to raise capital to build expansion. There is currently jail beds and a jail facility not being used on the county side. Because of the unused beds, a new jail could be a tough sell to the citizens of Yakima. 11 AFBr/. Ch WhiCF_FFv[r, A\[FF AGF RMC identified two areas that needed additional study from the Phase One of the Needs Assessment document. The first area of concern was the difference in the average length of stay (ALOS) for misdemeanors in the Yakima City Jail compared to the Yakima County Jail. The study showed for the years of 2007 to 2011 the Yakima City Jail had a very consistent ALOS of 7.5 days per inmate where the County Facility ranged from 11 to 17 days per inmate. It is important to understand the reasons for the differences in the ALOS of inmates, so you can plan for the future and control cost. Sergeant Maritza Davis assisted in a detailed study of a controlled group of inmates booked and tracked through the system. The controlled groups of inmates were misdemeanors only that were booked into the system in November and December of 2011 and March and June of 2012. The inmates that were sent to the county did on average 4 to 5 days longer then inmates at the city jail. Breaking it down further identified mental illness inmates are sent to the county and appears to be driving up the average length of stay. By taking out inmates being held on mental illness the ALOS from the county is closer in line with that of the inmates held in the city. The chart below shows the breakdown of the group studied. YAKIMA COUNTY INMATES November 2011 December 2011 March 2012 June 2012 Total Misdemeanors YPD Municipal Only Mr 32 IIII 35 64 Total Days Served 470 445 727 Average Length of Stay 14.68 12.71 11.35 Total Mental Illness Inmates Er 11.11 13 Total Days Served by Mentals 227 Average L.O.S. with No Mentals 11■ 9.90 1 YAKIMA CITY INMATES November 2011 December 2011 March 2012 June 2012 Total Misdemeanors Mir-UPW-111 249 YPD Municipal Only EP ■Mil 54 1 Total Days Served 443 Average Length of Stay ■ 9.M11 8.20 Total Mental Illness Inmates ■ - - 2 Total Days Served by Mentals - - — Average L.O.S. with No Mentals N/A 12 AF F_/. OF CGR[CF_FJv[', R4r_D «AL_ CGJT The second area of concern identified in the first phase of the needs assessment was the medical cost charged by the county for city inmates. RMC met with Ed Campbell Director of the County Department of Corrections raising our concern over the cost of medical charged to the city. Director Campbell explained that under YAKIMA COUNTY /CITY COST ANALYSIS Washington State Law that out of facility Trylsne1charlst wsaskk by sk1ecompansono fhousingcostatIheYakimaClly compared to the Yakima County Jail. The statistics show that the cost is significantly medical for city felons can be charged higher to hold an inmate at the countyjall compatedto the city. Breaking these costs down furt shows it is the medical cost charged by the county that is driving up the back to the city and that all medical for rost per day. This needs extensive study, as it is costing the City an additional $1,000,030 dollars in medical cost to house its prisoners in the County Detention facility. misdemeanors is charged to the city. Ed agreed to do a detailed analysis of all YAKIMA CITY City Misdemeanor medical cost charged to the city over the Year Bookings Jail Days Medical cost Total City Cost last four years. The chart below clears 2007 3072 23,948 $72765 $1.231,077 2008 3340 24,773 $73.323 $1.274,182 up discrepancies in the figures 2009 3283 25,644 $78.107 $1,350,521 presented in Phase One, where all 2010 2964 23487 $79.299 51,323,897 medical cost was identified as 2011 2987 23.579 $85.325 51.277,551 misdemeanor only. YAKIMA COUNTY County Misdem Total County Year Boo Jail days Medical cost Cost 2007 1768 23,410 $335,514 31,535.896 2008 1562 22,601 $269,874 $1,541,813 2009 1618 25,947 $348,916 $1,950,819 2010 1087 15,780 S277,856 $1,367.006 2011 1114 19,083 S247,295 52,035,581 3 13 MISDEMEANOR MEDICAL Month 2012 2011 2010 2009 January $ 5,863.09 $ 9,209.61 $ 4,592.64 $ 6,429.72 February $ 7,951.11 $ 6,175.38 $ 4,717.70 $ 15,125.31 March $ 5,530.74 $ 14,656.54 $ 15,090.46 $ 3,744.09 April $ 8,541.00 $ 8,508.67 $ 4,110.32 $ 6,796.66 May $ 6,986.08 $ 2,316.46 $ 7,055.38 $ 4,062.66 June $ 6,099.50 $ 2,525.45 $ 14,868.21 $ 5,492.07 July $ 6,064.39 $ 2,306.84 $ 4,708.82 $ 7,529.40 August $ 5,890.26 $ 12,345.21 $ 1,102.68 $ 21,897.96 September $ 11,507.17 $ 6,115.24 $ 6,160.52 $ 10,081.03 October $ 2,151.07 $ 4,200.86 $ 5,608.85 $ 10,615.24 November $ 1,886.74 $ 1,324.57 $ 1,514.76 $ 7,399.55 Decembe -MI 527.13 $ 4,727.96 $ 6,571.53 Total $ 68,471.15 $ 70,211.96 $ 74,258.30 $105,745.22 FELONY MEDICAL Month 2012 2011 2010 2009 Mir $ 15,286.77 $. $ 9,392.69 $ 16,223.74 ry $ 50,885.39 $ $ 8,328.74 $ 33,979.63 $ 19,162.53 $ $ 27,727.37 $ 10,843.23 $ 15,818.93 $ $ 6,640.26 $ 58,384.46 $ 12,545.67 $ $ 6,670.25 $ 16,212.25 $ 9,959.41 $ $ 46,041.72 $ 18,859.21 W $ 12,387.23 $ $ 17,070.44 $ 6,701.39 August $ 3,664.03 $ $ 12,776.00 $ 23,473.72 September $ 20,984.29 $ = $ 10,847.46 $ 6,273.32 October $ 5,994.76 $ 27= $ 20,688.94 $ 42,976.28 November $ 3,602.21 $ 17= $ 4,895.59 $ 34,331.86 December $ _ $ 47,182.26 $ 13,862.67 Total $170,291.22 $232,819.33 $218,261.72 $282,121.76 14 ti CF_RFAF[0 A RITA,Lv R4 FAFf ti�r��ti 1. City JaillContract County 2015 2016 2017 2018 2019 Revenues $184,000 $187,680 $191,434 $195,262 $199,168 County Medical Cost 200,750 204,765 208,860 213,038 217,298 Felony Medical Cost 240,900 254.1 250,632 255,645 260,758 Inmate Housing County 2,199,819 _k,288,691 2,334,465 2,381,154 City Jail Operating Budget 1,514,310 mi.575,488 1,606,998 1,639,138 Budget Cost $3,730,879 $3,805,496 $3,881,606 $3,959,238 $4,038,423 Cost Per Day 173 /nmates $59' -� 2. Close City Jail 2015 2016 2017 2018 2019 Inmate Housing Cost $3,459,715 $3,528,909 $3,599,487 $3,671,477 $3,744,906 Inmate Medical Cost 315,725 322,040 328,480 330 341,751 Felony al Cost 240,900 245,718 250,632 11=5 260,758 ses +i 666,615 1 - - -- Budget Cost II $4,232,169 $4,316,812 $4,403,149 $4,491,212 $4,581,036 Inmates � - - -- 3. New 200 Bed Addition 2015 2016 2017 2018 2019 Revenues (Rental Income) $0 $0 $0 Misc. Revenues $499,415 $509,403 $519,591 $529,983 w $540,583 Felony Medical Cost 240,900 245,718 250,632 255,645 260,758 Operating expenses 4,109,911 4,192,110 4,275,952 4,361,471 4,448,700 Capital Cost 926,434 926,434 926,434 926,434 926,434 Budget (No Bed Rentals) $4,296,030 $4,363,423 $4,432,163 $4,502,277 $4,573,793 Cost Per Day 173 inmates $68 4. New 280 Bed Jail 2015 2016 2017 2018 2019 r evenues (Rent In come $0 Misc. Revenues 1mT, $509,403 $519,591 - 1 1- $540,583 Felony Medical Cost J 245,718 250,632 IM MI 260,758 Operating expenses JIME -' 4,443,988 4,532,868 4_' 4,715,996 caDitilCc: 1,715,091',715,09 1 1,715,091 Budget (No Bed Rentals) $5,331,627 $5,403,958 $5,477,736 $5,552,989 $5,629,746 15 APPENDIX A OPTION 3 STAFFING OPTION 3 SPACE NEEDS OPTION 3 CAPITAL COST 16 OPTION 3 Page 1 STAFFING FOR 200 BED JAIL Total Hours Total Hours Total Hours No. of Days No. of Hours No. of Hours Is Relief needed Net Annual Total no. of Total Employees Job Class Meal Relief? on Days on Nights on Graves 12 Hr Days 12 Hr Nights Other Hours Other Hours per week per week covered per Year for this post Work Hours FTEs needed Needed Administrator 9 1 - - - - - - - - - - -_ -� MM Supervisors -- . 1115 'M 9115 i M m... Mli94gW Yes Imm..- 1 2448 8 6 -11 1■ � ' - - -ii - Mr -1 Control -I IME i 8 8 8 _ - -� 7 168 8759.52 Yes 1853 4.72720993 5 Booking - 111 16 16 8 _ - - -M 7 280 14599.2 Yes 1758 8.30443686 8 Housing /Rover Yes 16 16 16 _ - -mi 7 336 17519.04 yes 1758 9.965324232 10 Transport/Court Security 40 Er 5 200 10428 yes 1758 5.931740614 6 Maintenance 8 _ -M 5 40 No 1 Medical _ - Secretary /Payroll 8 r 5 40 No 1 Total Employees Needed for Department 38 OPTION 3 STAFFING 1 JOB CLASSIFICATION Job Classification Administrator Supervisor Rover Booking Control Total hours contracted per employee per year a regular workweek is 40 hours), then 40= (52.14 weeks = 2,086) Average number of vacation/ Holiday hours per employee per year 204 8 89 Average number of compensatory hours off per year 40 40 40 MI 40 Average number of sick leave hours off per employee per year 0 40 40 M 1 40 Average number of training hours per year 120 30 30 R 24 Average number of personal hours off per employee per year 40 40 40 a_ 40 Average number of military hours off per IIMI employee per year Avarage number of break hours off per employee �� year (optional; it may be contractual item) Other (Specify) .il . Other (Specify) . Other (Specif 4 __.• Total Hours off per employee per year 408 354 328 328 233 Net annual work hours. 1678 1732 1758 1758 1853 OPTION 3 SPACE NEEDS 200 Bed Jail - Space Needs Analysis 200 Units SF Public Entrance /Administration Existing Vestibule Public Lobby Public Restrooms Reception /Clerical Facility Director (Captain) Janitor /Storage Total 0 Public and Official Visiting Existing Non - Contact Booths Attorney /Clergy Visit Video Visiting Booths Total 0 Staff Services Existing Male Locker Room Toilets Shower Female Locker Room Toilets Shower Conference /Staff Training /Briefing Total 0 Security Operations Housing Control 200 24 Hour Operation Control Room Toilet 50 Non ADA Operations Sergeants 150 Private Office - shared Total 400 Inmate Processing Auto Sallyport Existing Pre Booking Area Existing Intoxilizer /DRE /Reports Existing Booking Waiting Area 5 15 75 open waiting for 5 Booking Counter 3 50 150 open counter and work area ID /Photo /Fingerprint Area 50 combine w/ Booking Counter Individual Holding CeIIs 2 50 100 Group Holding CeIIs 2 100 200 Dressing Room 1 100 100 w/ Showers (ADA) Property Storage 200 Records /File Storage 150 Inmate Records and Warrants Interview Rooms 1 80 80 one w/ Pre - Book/one w/ Booking Staff Toilet 65 Unisex -ADA Storage Supplies 150 includes restraints Janitor 60 Total 1380 General Population Housing (192 Beds) Minimum Security Housing 96 Beds Dormitory 96 35 3360 2 Dorms @ 48 beds each Toilets /Shower Rooms 2 150 300 Dayrooms 96 35 3360 OPTION 3 SPACE NEEDS Min /Med Security Housing 48 Beds Multi Occupancy Cells 12 160 1920 1 pods w/ 12- 4person cells each Showers 4 50 200 Dayrooms 48 35 1680 Medium Security Housing 48 Beds Multi Occupancy Cells 24 100 2400 2 pods w/ 12- 2person cells each (1 pod female) Showers 4 50 200 Dayrooms 48 35 1680 Total 15100 Special Housing Units (8 Beds) Maximum Security Housing 6 Beds Single Cells 6 80 480 Single Cells (male only) Showers 1 50 50 Dayrooms 100 Special Handling Housing 2 Beds Single Cells 2 80 160 Single Cells (male only) Showers 1 50 50 Dayrooms 100 Total 940 Medical and Mental Health Waiting Area 80 2 -3 inmates Medical Examination Room 150 Records 100 Supplies /Equipment 100 Toilet Room 65 Unisex -ADA Total 495 P rog rams /Recreation /Exercise Library 100 Programs /Multi -use 1 300 300 Outdoor Recreation 1 750 750 w/ toilets Total 1150 Food Services Kitchen 200 3 600 Cooler 150 Freezer 100 Receiving 100 Dry Storage 200 Office 100 Staff /Inmate Toilet 65 Unisex -ADA Janitor 50 Total 1365 Laundry Existing (Remodel old Kitchen) Laundry Area Chemical Storage Laundry Storage Total 0 OPTION 3 SPACE NEEDS General Support Security Electronics Room 100 Secure Room Electrical Room 200 Emergency Generator 0 Outside Mechanical Room 200 Janitorial /Supplies 100 Total 600 Building Total Net Square Footage 21430 Grossing Factor at 40% 8572 Total Gross Square Footage 1 300021 Projected Capital Cost 200 Bed Jail Projected Building Size and Construction Costs: Units Projected Projected Projected Area SF sf Sub Description Needs Costs Total Land Development (Acres) 3 250,000 750,000 Building Cost 200 30,000 300.00 9,000,000 Construction Costs: 9,750,000 Non - Construction Cost: 20.00% 1,950,000 Total Project Costs: 11,700,000 Projected Capital Costs / Annual Lease Payment: Projected Project Costs: 11,700,000 Interest Expenses During Const. 5.00% 585,000 Less: Interest Earned During Const. 3.00% (351,000) Other Issuing Expenses 1.00% 117,000 Total Capital Costs: 12,051,000 Lease Interest Rate: 4.50% Term in Years: 20 Annual Bond / Lease Payment: 926,434 Projected Annual Cost: 1 926,434 OPTION 4 STAFFING OPTION 4 SPACE NEEDS OPTION 4 CAPITAL COST 17 OPTION 4 Page 1 STAFFING FOR 280 BED JAIL Total Hours Total Hours Total Hours No. of Days No. of Hours No. of Hours Is Relief needed Net Annual Total no. of Total Employees Job Class Meal Relief? on Days on Nights on Graves 12 Hr Days 12 Hr Nights Other Hours Other Hours per week per week covered per Year for this post Work Hours FTEs needed Needed Administrator 9 1 - - - - - - - - - - -_ -� MM Supervisors -- . 1115 'M 9115 i M m... Mli94gW Yes Imm..- 1 2448 8 6 Control -I IME i 8 8 8 _ - -� 7 168 8759.52 Yes 1853 4.72720993 5 Booking - 111 16 16 8 _ - - -M 7 280 14599.2 Yes 1758 8.30443686 8 Housing /Rover Yes 24 16 16 _ - -mi 7 392 20438.88 yes 1758 11.6262116 12 Transport/Court Security 40 Er 5 200 10428 yes 1758 5.931740614 6 Maintenance 8 _ -M 5 40 No 1 Medical _ - Secretary /Payroll 8 r 5 40 No 1 Total Employees Needed for Department 40 OPTION 4 STAFFING 1 JOB CLASSIFICATION Job Classification Administrator Supervisor Rover Booking Control Total hours contracted per employee per year a regular workweek is 40 hours), then 40= (52.14 weeks = 2,086) Average number of vacation/ Holiday hours per employee per year 204 8 89 Average number of compensatory hours off per year 40 40 40 MI 40 Average number of sick leave hours off per employee per year 0 40 40 M 1 40 Average number of training hours per year 120 30 30 R 24 Average number of personal hours off per employee per year 40 40 40 a_ 40 Average number of military hours off per IIMI employee per year Avarage number of break hours off per employee �� year (optional; it may be contractual item) Other (Specify) .il . Other (Specify) . Other (Specif 4 __.• Total Hours off per employee per year 408 354 328 328 233 Net annual work hours. 1678 1732 1758 1758 1853 OPTION 4 SPACE NEEDS 280 Bed Jail - Space Needs Analysis 280 Units SF Public Entrance /Administration Vestibule 100 Open 24 Hours Public Lobby 10 20 200 Seating for 10 Public Restrooms 2 65 130 Single use -ADA Reception /Clerical 1 80 80 Open Office Area 2 100 200 w/ files Work/Copy /Files 100 Facility Director (Captain) 200 Private Office Facility Commander (LT's) 150 Shared Office Conference Room 15 15 225 15 persons Coffee /Break 50 Alcove Storage /General Supplies 100 Staff Restroom 65 Unisex -ADA Janitor /Storage 80 For Non - Secure Areas Total 1680 Public and Official Visiting Non - Contact Booths 2 30 60 Attorney /Clergy Visit 2 50 100 ADA -Non contact Video Visiting Booths 6 25 150 private w/ booth at each dayroom - locate in Lobby Total 310 Staff Services Male Locker Room 35 10 350 35 lockers -18 "x 24 "x 1/2 high Toilets 150 ADA Shower 50 1 shower -ADA Female Locker Room 15 10 150 15 lockers -18 "x 24 "x 1/2 high Toilets 50 ADA Shower 50 1 shower -ADA Staff Training /Briefing 20 20 400 20 persons Staff Break Room 150 Total 1350 Security Operations Central Control 200 24 Hour Operation Control Room Toilet 1 50 50 Non ADA Emergency Equipment 100 Tactical and Restraints Operations Sergeants 120 Private Office- shared Total 470 Inmate Processing Auto Sallyport 4 500 2000 4 vehicles (decontamination shower) Pre Booking Area 200 Intoxilizer /DRE /Reports 100 Booking Waiting Area 10 15 150 open waiting for 10 Booking Counter 4 50 200 open counter and work area ID /Photo /Fingerprint Area 50 combine w/ Booking Counter Individual Holding CeIIs 4 50 200 Group Holding CeIIs 2 100 200 Dressing Room 2 100 200 w/ Showers (ADA) OPTION 4 SPACE NEEDS Property Storage 300 Records /File Storage 250 Inmate Records and Warrants Interview Rooms 2 80 160 one w/ Pre - Book/one w/ Booking Staff Toilet 65 Unisex -ADA Storage Supplies 100 includes restraints Janitor 50 Total 4225 General Population Housing (240 Beds) Minimum Security Housing 144 Beds Dormitory 144 35 5040 3 Dorms @ 48 beds each Toilets /Shower Rooms 3 150 450 Dayrooms 144 35 5040 Min /Med Security Housing 48 Beds Multi Occupancy Cells 12 160 1920 1 pods w/ 12- 4person cells each Showers 4 50 200 Dayrooms 48 35 1680 Medium Security Housing 48 Beds Multi Occupancy Cells 24 100 2400 2 pods w/ 12- 2person cells each (1 pod female) Showers 4 50 200 Dayrooms 48 35 1680 Total 18610 Special Housing Units (40 Beds) Maximum Security Housing 12 Beds Single Cells 12 80 960 Single Cells (male only) Showers 1 50 50 Dayrooms 100 Special Handling Housing 4 Beds Single Cells 4 80 320 Isolation /Crisis Cells (negative air) Showers 1 50 50 Dayrooms 100 Work Release /Inmate Workers 24 Beds Dormitory 24 35 840 2 Dorms @ 12 beds each (1 dorm female) Toilets /Shower Rooms 2 150 300 Dayrooms 24 35 840 Total 3560 Medical and Mental Health Waiting Area 100 3 -4 inmates Medical Examination Room 150 Sick call /treatment 150 Records 100 Supplies /Equipment 100 Office Area 100 Toilet Room 65 Unisex -ADA Total 765 Prog rams /Recreation /Exercise OPTION 4 SPACE NEEDS Library 150 Law Library 50 Commissary 150 Programs Coordinator 100 Programs /Multi -use 4 300 1200 Outdoor Recreation 4 750 3000 w/ toilets Total 4650 Food Services Kitchen 300 3 900 Cooler 300 Freezer 200 Receiving 150 Dry Storage 300 Office 100 Staff Toilet 65 Unisex -ADA Inmate Toilet 65 Unisex -ADA General Storage 100 Janitor 100 Inmate Dining Area 4 25 100 4 inmates Total 2380 Laundry Laundry Area 300 Folding /Mending Area 100 Chemical Storage 50 Laundry Storage 150 Total 600 General Support Security Electronics Room 200 Secure Room Electrical Room 300 Emergency Generator 200 Mechanical Room 300 Maintenance Shop 300 Janitorial /Supplies 100 Total 1400 Building Total Net Square Footage 40000 Grossing Factor at 40% 16000 Total Gross Square Footage 1 560001 Projected Capital Cost 280 Bed Jail Projected Building Size and Construction Costs: Units Projected Projected Projected Area SF sf Sub Description Needs Costs Total Land Development (Acres) 5 250,000 1,250,000 Building Cost (200sf /bed) 280 56,000 300.00 16,800,000 Construction Costs: 18,050,000 Non - Construction Cost: 20.00% 3,610,000 Total Project Costs: 21,660,000 Projected Capital Costs / Annual Lease Payment: Projected Project Costs: 21,660,000 Interest Expenses During Const. 5.00% 1,083,000 Less: Interest Earned During Const. 3.00% (649,800) Other Issuing Expenses 1.00% 216,600 Total Capital Costs: 22,309,800 Lease Interest Rate: 4.50% Term in Years: 20 Annual Bond / Lease Payment: 1,715,091 Projected Annual Cost: 1 1,715,091