Transcript Alachua County Sheriff’s Budget

Alachua County Sheriff’s Budget
“Back to Basics”
FY 2010-2011
Presentation 08/17/10
Certified Budget FY 10/11 submitted
May 3, 2010
 Met target cut of $1.14 million by May deadline
 Late June, higher retirement rates finalized by
legislature
 Higher health insurance rates (voted by the BoCC)
 Resulted in additional request to cut $625,000
Our expectation: we would be held harmless as
has been the practice for over a decade
Hold Harmless- Payroll Benefits
 4/2/10 email from county staff stating “we always hold
harmless for benefit changes.”
 Legislature increased the “Special Risk” retirement rate by
11.14% and the Regular Risk retirement rate by 9.34%
 BoCC increased health insurance rates nearly 4%
 58% of Sheriff employees are in “Special Risk” category
 Impact of increases to ACSO: health and retirement $1.18M
Florida Retirement System Increases
Hit Us Hardest
 BOCC
 Sheriff
Employees in FRS
“Special Risk” = 201
Employees in FRS
“Special Risk”= 492
 “Regular Risk” rate is
 “Special Risk” Rate is
10.77%
23.25%
The Sheriff’s Office is not able to
absorb an Additional $625,000
 Significant cuts already made
 Increased revenue where able
 Hurt by limited position growth-DOJ
BASIC SERVICES MUST BE FUNDED FIRST
Budget Reduction History
to Date
Reduction History FY 07/08
$3,137,275
 Curtailed overtime
 Eliminated all requests for
 Most training to only 2nd $





eligible
Reduced subscriptions &
memberships
Eliminated # of take home
vehicles
Extended rotation of our fleet
and our computers
Began process of eliminating
pagers and aircards
Closed substations






equipment (except cars)
Reduced General Fund
funding for Juvenile
Assessment Center
Shifted investigations $ to
Fed. Forfeiture Fund
Shifted Jail library contract to
Inmate Welfare Fund
Shifted aviation costs to Fed.
Forfeiture fund
Eliminated 1 facilities
specialist
Shifted ammo to 2nd$
FY 08/09
NOTE: $3,137,275 Cuts were carried forward.
The BoCC funded ACSO $1.4 million for:
 $500 bonuses (given to all County employees, in lieu of
raises)
 Required maintenance costs on the new Tritech Computer
Assisted Dispatch System
 Additional full year funding for the 24 New Detention Officers
from FY 07/08
Reduction History-FY 09/10
$1,631,666
 Significant savings from
participation in the Florida
Sheriff’s Association SelfInsurance fund for liability,
auto and Workers Comp Ins.
 Eliminated/reduced various
contracts
 Froze employee physical
fitness bonus program
 Continual strict monitoring of
overtime assisted with further
reductions in overtime
expenses
 Further cost reductions in the
vehicle account
 Various operating expense
reductions as submitted by
the Bureaus
ACSO Cuts = $1,530,946
Additional
Cuts Enforced
by the BoCC = 100,720
Total Cuts
$1,631,666
Reduction History-FY 10/11
$1,144,080
 Imposed 207K rule for
Detention Officers further
reducing the cost of overtime
 Eliminated double time and a
half pay for holidays
 Eliminated a life insurance
policy
 Shifted more of Training
Bureaus’ costs to 2nd $ fund
 Reduction in cost of renewing
leases for vehicle computers
 Various additional cuts as
submitted by Bureaus
 Further cost reduction in
vehicle account
NOTE: (the 1st three items
represents more than ½ of the
cuts)
TOTAL BUDGET CUTS SINCE FY 07/08:
$6 MILLION
WE HAVE
DONE OUR
SHARE
Additional Reduction Requested By
BOCC
TOTAL ADDITIONAL:
$625,000
 Sheriff : JAIL
$345,490
 Sheriff : LAW ENFORCEMENT
$165,203
 Sheriff : COURT SECURITY
$114,198
TOTAL

$624,891
OVERTIME
COMPARISON OF BASE PAY
AGENCY
ENTRY
ACSO Deputy
$33,362
Code Enforcement Ofc.
$34,072
Firefighter/EMT
$32,344
Firefighter/Paramedic
$44,096
Positions Generating Overtime
(FY 09/10)
Sheriff’s Office
759
BOCC
500
Sheriff’s Office Overtime as % of Gross
Wages - FY 10 to Date (21.64 Paychecks)
% of
Wages
Cost to Date
OT Emp
 Detention Officers
6.75%
$624,791 (43%)
236
 Deputy Sheriffs
1.47%
$161,981 (11%)
242
14.43%
$561,296 (38%)
110
$114,193 (8%)
171
(bargaining unit)
 Combined Comm Ctr
 All Other
1.76%
Average
6.10%
$1,462,261
759
Hours of Overtime – Consistent
Reduction
 2005
 2006
 2007
 2008
 2009
 2010
113,564
115,689
87,815*
75,616
70,063
62,417**
* Sheriff Darnell’s First Fiscal Year
**projected hours for 2010
1st REASON: For No More Cuts: OT
By hours: reduced % of
overtime by 45%
Reduced Benefits
2nd REASON: Reduced Benefits
 ACSO Imposed 207K rule for certified employees
(detention deputies and detention officers)
eliminating guaranteed OT
 ACSO Eliminated life/disability policy
and
 ACSO Eliminated double time and a half pay for
holidays agency-wide
Equipment Reductions
3rd REASON:
Vehicle Replacement Delayed
LACK OF POSITION
GROWTH
4th REASON:
Position Growth (FTE) since 2003
Sheriff
2003 801
2010 849
BOCC**
2003
2010
+ 48 positions
+ 106 positions
Due to:
+13 Jail (05/06 space converted to
housing)
+11 Law Enforcement
(FY 06/07)
+24 Jail I-Zone (07/08)
*Note: requested 48 positions FY 07/08
housing unit but received only 24
785
891
**source BoCC Budget document
WE HAVE
DONE OUR
SHARE
ACSO has reduced expenditures and
increased revenues
Increased Revenues
• MSTU – added Newberry and Hawthorne
•
Inmate Medical costs Refunds
– Due to Aggregate Cap
– Catastrophic Insurance
– Penalties
• Civil Process fees doubled
– Legislative action effective July 2009
• Doubled Fees*:
– Fingerprinting
– Background Checks
– Daily Inmate Subsistence
– One time Booking Fee
*Minimum doubled, some more than doubled
Inmate Medical
 Aggregate Cap Refunds
$615,357
 Catastrophic Insurance Refunds
$790,834
 Penalty Refunds
Unanticipated Revenues
$ 40,417
$1,446,608
Increase in Civil Process Fees
Legislative Action July 2009 – increased the
allowable amount for civil processing fees
Actual Revenue collected in FY 08/09: $289,000
Projected Revenue FY 09/10:
$430,000
Approximately $141,000 additional revenue
Increase in Other Fees
Actual 08/09
Projected 09/10
Background/Fingerprint fees:
$ 41,000
$ 82,000
Inmate Subsistence Fee
$181,000
$264,000
Booking/Uniform Fee
$ 71,000
$293,000
$115,000
$461,000
TOTAL
A projected INCREASE of $168,000 in revenue
MSTU
(Municipal Services Taxing Unit)
Additional - MSTU Revenue
Cities of Newberry and Hawthorne joined
MSTU-LE Fund
Newberry joined 2008
Annual est. $470,000
Hawthorne joined 2009
Annual est. $77,000
TOTAL: est. $550,000
To the credit of these cities and
ACSO’s Reduction of Overtime, the
MSTU-LE is healthy.
Other Revenue Sources:
City of Waldo Dispatch
Debt Unresolved to date
APPROXIMATELY $90,000 Annually
5th REASON:
Additional Revenues Generated by Sheriff’s
Office
 Civil Process Fees $ 141,000 additional projected
 Other Fees
$ 168,000 additional projected
 MSTU-LE
$ 550,000 varies year to year
 Dispatch debt
$ 90,000 not collected by Co.
 Inmate Medical $1,447,000 refunds
TOTAL
$2,396,000
In Sum, 5 Reasons I am unable to Cut
Further:
1. Reduced Overtime
2. Reduced Benefits
3. Delayed Vehicle/Equip Replacement
4. Limited Position Growth
5. Generated Additional Revenues
WE HAVE
DONE OUR
SHARE
Summary
 ACSO has made significant budget cuts: $6 million
 ACSO has demonstrated fiscal prudence and
responsibility: Overtime and benefits affected
 MUCH needed Pay Raises have gone Unfunded
 ACSO has Generated Additional Revenue
 We are doing more with less
Recommendations to Offset the
$625K
 STATE E911 FUND: Combined Communications Center
(CCC) formed in 2000. The CCC has over 90 positions;
receives $100,000 in State E911 funding from the
County and has not received any increase in funding
in over a decade
 The County receives over $1million annually from the
State, of which, close to $400K funds 6.5 positions
 Tax Collector excess fees: Approx. $200K Tax Collector
(Von Fraser will address)
 The BoCC must re-evaluate County programs , priorities
and projects
Doing MORE with less:
Just one example- MIKE ZONE
 Mike Zone – highest crime zone
in Alachua County
 Need for services has shifted
from East to West
2009 County Crime Density
Mike Zone
2009 Mike Zone Crime Density
Holly Heights
Tower Oaks
Cornerstone MHP
Majestic Oaks
Linton Oaks
Holly Heights/
Gordon Manor
Cornerstone MHP
Linton Oaks
Tower Oaks
Majestic Oaks
Housing Displacement
Complex name
Number of units
Number of
vouchers given
Difference
Kennedy Homes
172
117
55
Seminary Lane
52
45
7
Glen Springs
Manor
134
99
35
261
97
Total 358
Displacement into the County
Quadrant
NW
SW
NE
SE
#'s Moved
14
46
0
33
Zone
Mike Zone
Bravo Zone
Delta Zone
Golf Zone
India Zone
Juliet Zone
#'s Moved
40
14
19
10
6
4
Crime and the Displaced
Santa Fe Oaks
Holly Heights
Tower Oaks Glen
Linton Oaks
Arredondo
Farms
Cornerstone
The Glades
Majestic Oaks
Eastwood
Meadows
About SWAG
 SWAG is an exciting grassroots organization in SW
Gainesville that is made up of SW residents,
advocates, and local agency providers who care
about the issues in 32607.
SWAG Initiatives
 Needs assessment
 SWAG members administered door to door surveys in
Majestic Oaks and Linton Oaks.
 SWAG also plans to survey Tower Oaks, Holly
Heights/Gordon Manor, and Cornerstone.
Summary of Intensive Mike Zone
Initiatives
 COPS team
 Special details
 Increasing crime
watch
participation
 Community events
 Code enforcement
 Holding management
landlords
and
accountable
Back to Basics
 As the elected steward of this agency, I am
responsible for public safety and am responsible for
my employees.
 I am bound to advise you as the Board of County
Commission when either are at risk
 Further cuts have the potential to jeopardize public
safety and the potential to jeopardize my employees
 This is especially true for the Department of the Jail
There is a staffing crisis. We have to begin to
address this situation immediately.
Department of the Jail – Critical Issues
 INMATE OVERCROWDING: consistently
over 1000
 UNDERSTAFFED: many requests for
positions unfunded over the years
 CAPITAL IMPROVEMENTS- Facility
County Jail Trends
Alachua Co consistent with similar/adjacent counties
County/Population
Avg. Daily Inmates
Incarceration Rate*
Alachua
252,388
1,008
4.0
Marion
329,418
1,818
5.5
Leon
274,892
1,128
4.1
Osceola
1,172
4.3
273,709
*Inmates per 1,000 people
Source: Dept of Corrections: Bureau of Justice Statistics
Overcrowding: Examining Every Angle
 1998 Public Safety Coordinating Council – statutorily required body to








address jail overcrowding. Has met since
JART – Jail Assessment & Recommendations Task Force, meets
monthly
DELTA –
 Intensive Case Management Work Group
2003 sought guidance from the National Institute of Corrections
 Resulted in enhanced classification system
2005 Requested NIC to revisit reference overcrowding
2007 Mental Illness Work Group/Criminal Justice, Mental Health, and
Substance Abuse Reinvestment (CJMHSAG)
 2007 created a Forensic Diversion Team
2009 selected by the Urban Institute to participate in a federal initiative
as one of three county jails in the nation.
2010 have contacted NIC again for staffing analysis
Among many other efforts
Increased population equates to
increased overtime and medical costs
 Hospital Details and Overtime Costs
Hospital Detail ONLY Overtime
08/09
O/T
HOURS
09/10
O/T
HOURS
Jul 08
732.00
Jul 09
66.25
Aug
585.00
Aug
531.00
Sep
472.00
Sep
531.00
Oct
284.50
Oct
249.00
Nov
258.50
Nov
142.00
Dec
149.50
Dec
365.00
Jan 09
122.50
Jan 10
838.00
Feb
80.25
Feb
596.00
Mar
75.00
Mar
1619.00
Apr
60.00
Apr
931.50
May
44.25
May
338.00
Jun
17.50
Jun
1195.00
TOTAL
7201.75
TOTAL
2881.00
OVERTIME COSTS
FY 08/09
$113,000
FY 09/10
$283,000
Fiscal Yr Average
$198,000
Hospital Details
ONLY
Capital Improvements:
Supervision & Projected
Overtime Costs
Capital Improvement Supervision
Projected Overtime Costs
Capital
Improvement
Projects
HVAC Project
Window Project
Kitchen Project
# Detention
Officers projected
2 Officers
1 Officer
1 Officer
Blended O/T rate
per hour with
benefits
$39.27
$39.27
$39.27
$3,141.60
$1,570.80
$1,570.80
56
52
52
$175,929.60
$81,681.60
$81,681.60
40 hour work
week
# Weeks projected
TOTALS
Overall
Total
$339,292.80
Staffing Issues: DOJ Most Critical Item

2005 “The current staffing plan does not provide adequate numbers
of staff …” p.96*
 “Training is one of the most effective ways to ensure its formal and
informal cultures are aligned. In this case, however, a lack of
meaningful training programs ensures that an informal peer-to-peer
form of training will occur, which simply perpetuates the subculture’s myths and traditional ways of doing business in the
facility.” p. 99*
 In addition to the above:
 inadequate staffing creates a safety issue for employees,
 severely restricts opportunities to take leave
 increases fatigue, frustration and errors.
*2005 Pulitzer/Bogard Study (Commissioned by BOCC after a reported rape)
Conclusion: FY 10/11
 Have already cut 6 million since FY 07/08
 Not able to cut the additional $625K
 Employee Wage Study yet to be addressed
 Jail Staffing and overcrowding critical
 Allow citizens through referendum to amend
CHOICES to cover inmate medical costs
 Continue to lobby for Medicaid rate cap for inmate
medical
 Public Safety is a basic, essential service
 The BoCC must re-evaluate County programs and
priorities
Discussion this Fall
I will be returning in the Fall to address:
 Wages
 Jail Staffing
Where We Go From Here: