Special Service District

Police Services
Transition Proposal

SCMPD Agreement Negotiation Timeline

July 29, 2014 County sends first SCMPD Agreement to Savannah.

September 17, 2014 Savannah sends a counterproposal to County. Most

County changes are removed.

September 26, 2014 - Unanimous vote by Board of Commissioners to end the

2003 SCMPD agreement.

September 30, 2014 Chairman notifies Mayor of termination of the 2003

SCMPD agreement within 18 months (April 1, 2016).

October 16, 2014 County sends a second revised SCMPD Agreement to

Savannah. Agreement requests County control of unincorporated precincts
and includes a cost formula.

October 28, 2014 City and County staff meet to discuss the October 16th
proposal.

November 30, 2014 County deadline for Citys response to revised

agreements.

December 15th received counter proposal to the October 16th IGA proposal.

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

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 County
funds four cost centers through its M & O Fund - Marine Patrol, Animal Control,
Emergency Medical Services Administration & CNT. No significant budget changes
are anticipated for these functions, regardless of governance changes.

Methodologies

Staffing cost estimates are based on mid-point salary levels of current

compensation plan.

Staffing counts are not final. Desired service levels will influence staff
counts and final cost estimates.

Estimated operating costs are based on 20% of total salary and

benefits costs.

Potential economies from joint operational structure with the Sheriffs

office i.e. Records, Quartermaster, Training, Support Staff.

Crime Statistics for the SSD

Part I Crimes
Homicide
Rape
Commercial Robbery
Street Robbery
Residential Robbery
Aggravated Assault w/ Gun
Aggravated Assault Other Weapon
SUBTOTAL VIOLENT
Commercial Burglary
Residential Burglary
Purse Snatch/Pick Pocket
Shoplifting
Larceny from Auto
Larceny Yard, Bldg, Bike
Other Larcenies
Auto Theft
SUBTOTAL PROPERTY
TOTAL PART I CRIME

2006
4
9
18
36
11
24
26
128
84
346
6
115
465
568
98
181
1863
1991

2007
3
14
14
40
12
19
53
155
85
422
2
159
408
509
82
167
1834
1989

2008
1
4
18
37
4
28
36
128
81
513
11
266
604
557
50
156
2238
2366

2009
1
9
15
39
6
22
46
138
42
407
12
305
476
404
37
175
1858
1996

2010
3
7
5
22
10
18
38
103
38
431
11
296
295
366
29
90
1556
1659

2011
2
5
12
33
6
22
41
121
40
368
12
273
405
430
31
96
1655
1776

2012
2
6
21
30
5
15
24
103
20
307
6
255
303
344
25
70
1330
1433

2013
1
10
3
12
5
12
29
72
17
319
6
383
223
230
30
77
1285
1357

94.6%

Crime Rate

Continued

When considering national trends, the 2012 estimated violent crime total was
12.9 percent below the 2008 level and near 1960 levels. This trend is evident
in the SSD statistics. Criminologists suggest four main reasons for the decline:

Increased incarceration, longer sentences that keeps more criminals off

the streets.

Improved law enforcement strategies, including advances in computer

analysis 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 of

the US population baby boomers passing the age of 50.

Resource Allocation Study - SSD

Examined workload/performance based measures in the Special

Service District during 2013. The results of the study can be used to
help determine staffing concentrations and levels for patrol officers
within 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; and
estimated the time consumed on the calls for service.

Analysis revealed that in 2013, over 59 percent of all calls handled

within the Special Service District were public service related,
non-criminal calls.

The largest reported criminal activities within the SSD were calls
relating to disorderly conduct (1,909) and larceny (1,148).

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

Disabled Auto

683

888

1554

2-3 PM

11-12 PM

1141

1269

1486

9-10 PM
10-11 PM

1527

1900

1968

1838

1672
8-9 PM

7-8 PM

6-7 PM

5-6 PM

4-5 PM

1728

1567

1-2 PM

2000

3-4 PM

1526

1408

12-1 PM

11-12 AM

1311

10-11 AM

1079
1272

866

1500

9-10 AM

8-9 AM

7-8 AM

478

359

5-6 AM
6-7 AM

356

4-5 AM

640
565
465

500

3-4 AM

2-3 AM

1-2 AM

891

1000

12-1 AM

Resource Allocation Study

2013 Calls for Service by Time of day

Resource Allocation Study 2013 Calls for Service by Day of Week

5000

4001

3963

3951

Sunday

Monday

Tuesday

4000

4327

4087

3975

Wednesday

Thursday

4562

3000

2000

1000

Friday

Saturday

Resource Allocation Study

2013 Calls for Service by Month
3000

2729
2500

2441
2265

2198
2038

2000

1500

1000

500

2435

2465

2572

2467

2491

2475
2290

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

Alternative #1 Sheriffs Office Option

Minimum Staffing Needs / 10 Hour Shifts

Obligated time is defined as reactive time, plus administrative time, plus proactive time. Patrol
time is considered unobligated.

Chatham County Sheriffs Department

Organizational Chart
Sheriff

Chief
Deputy
Major

Major

Major

Administration
(Expanded)

Patrol
Division

Investigations
(Expanded)

West Side
Precinct

Island
Precinct

Alternative #2
Rebuild Chatham County Police Department

Chief of Police reports to the County Manager Board retains

governance

Staffing estimates from 2003 pre-merger levels of CCPD.

134

positions

Preliminary police services budget of $13 million in year one (SSD

Fund)
Additional

$3.5 million for one-time equipment purchases

similar to those in Alternative #1

Operating costs can be reduced using the staffing levels derived

from the Resource Allocation Study and/or joint functional support
items, i.e. records keeping system, Quartermaster, etc.

Chatham County Police Department

Organizational Chart
County
Manager
Chief of
Police
Assistant
Chief

Patrol Division

West Side
Precinct

Island
Precinct

Administration

Investigations

Records

Detectives

Quartermaster

Forensics

Alternative #3 County SCMPD Proposal

Revised agreement with the City of Savannah

Places control for SSD precinct staffing at the Board and County Manager level

Preliminary cost estimate of $13.9 million (SSD Fund)

Costs may increase or decrease based on staffing needs for the SSD
precincts;
Estimates
Meets

based on 110 positions

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

Port Wentworth

West Chatham Precinct

September 2008

11
GULFSTREAM RD

Bloomingdale

Pooler
Garden City

13
16

12

15
T

L e g e nd

West Chatham
BEAT

HAAF

11
12
13
14
15
16
Other Municipalities
Rivers
West Chatham Streets

14

Islands Precinct August 2008

53
55

51
54

SALLIE MOOD

52
56

Legend
Islands Beats
BEAT
51
52
53
54
55
56
Islands Streets
Rivers

0.5

4
Miles

Southside Precinct

41

42

43

44

46

45
Legend
Southside Beats
BEAT
41
42
43
44
45

46
Southside Streets
Rivers

0.5

4
Miles

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 Chief

Position, 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 9-17-14
proposal.

Alternative # 5 Latest City Proposal

Received Dec. 15, 2014

Many Similarities with 2005 Agreement, less Similarities to Countys

proposal (Alternative 3)
Use of Cross-Jurisdictional Beats for Patrol functions (same as old beat
structure)
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

Alternative # 5 - Other Points

Animal Control, CNT and EMS return to County governance within 6

months

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

Moving Forward - 1st Steps

Considerations

Determine preferred alternative

Remember - Staffing counts are estimates to be finalized at a later

date

January 2015 - Authorization and creation of Chief of Police or

equivalent position by Board of Commissioners

January April 2015 - Recruitment, selection, background, and hiring

of new Chief (Projected start date of May 2015)

Chiefs Initial Responsibilities

Develop Strategic plan for Department

Determination of staffing needs of the Department

Recruitment, selection, background, and hiring of Senior Command

Staff & 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 of

various types in use with SCMPD.

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

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 for
the SSD and six municipalities. (City of Savannah and Tybee island
excluded)

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 estimated

around $600,000

Board Decision Point

January 2015 Board Vote on Choice of Governance &

Related Items

Chief or equivalent position

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 additional

staffing or needs during first year

Begin recruitment of County Police Chief in January 2015