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Home My WebLink AboutMICROSOFT POWERPOINT- 65A_COUNCIL UPDATE JAIL OPTIONS Council Update to February 2, 2016 and April 19, 2016 Council Meetings Santa Ana Jail Options David Cavazos City Manager May 17, 2016 65A City Council Direction •February 2, 2016 ▫“Deny contract amendment, \[1.\] engage community in developing solutions and request City Manager work with Police Chief in \[2.\] strategizing sustainability of jail without the use of Federal dollars, if not feasible, \[3.\] propose options to terminate jail services.” •April 19, 2016 ▫Public comments were received from approximately 37 individuals 2 Santa Ana Jail Background •Santa Ana Strategic Plan –Goal 1 –Community Safety -Objective 4 -Strategy A ▫Modify the Santa Ana jail business model and identify short-and long-term goals to effectively meet the needs of the community through contract negotiations with outside agencies, evaluation of staffing needs and increasing operational efficiency. •Resulted in per diem increase from $82-$105 a 28% increase –the first increase in eight years. 3 Santa Ana Jail Background •Type II Facility -Opened January 1997 ▫512-bed capacity •Average Daily Population 2016: ▫337 –Total Jail Population 196 –I.C.E. Detainees  125-U.S. Marshal Service  16 Bureau of Prisons  •Federal Agencies provide 98.8% percent of total population. 4 Timeline of Federal Contracts at Santa Ana Jail •1994 U.S. Marshals Service contract began at prior jail facility(04/18/1994) •1997 –INS/ICE detainees booked into Santa Ana Jail •2006 –ICE enters into their own contract (07/03/2006) •2015 –Federal Bureau of Prisons contract (11/18/2014) Strategic plan goal to increase revenue 5 Transgender population module •In 2012 Santa Ana Jail implemented the first dedicated transgender detainee module in ICE System •Transgender Care Memorandum ▫Distributed by DHS as guidelines for ICE field personnel for appropriate handling for transgender detainees The Transgender Care and Classification Committee –(TCCC)  was incorporated into the Transgender Care Memorandum by ICE in June 2015 and presented to Santa Ana in September 2015.By adopting the TCCC program, SAPD would be the first agency to take into consideration the transgender population’s preferences as it relates to their custody and placement within the facility 6 Benefits of TCCC Pilot at Santa Ana Jail •Formation of committee to consider gender identity related preferences ▫Medical Health professional*, Mental Health professional*, Housing Classification Supervisor, ICE Liaison, Federal Medical Consultant •Continued dedicated module –64 beds •Access to local support services •Enhanced transgender detainee counseling services •Maintain current recreational facility access •Transgender specific educational programming •Increased staff training *City service provider-NaphCare 7 Status of Transgender Care Discussions & Options •DHS –Requests the City’s response by June 1 st regarding contract Transgender Care and Classification Committee (TCCC) Pilot ▫Creates one 64 person transgender population module ▫Includes financial assurance to provide increased levels of service and care •The current contract expiration will not be changed •The 90 day exit provision will not change 8 “\[1.\] Engage community in developing solutions” MeetingsCommunity Groups •1. ACLU #1March 3, 2016 •2. De Colores •3. RAIZ #2March 4, 2016 •4. OCIYU •5. Transgender Law Center #3March 7, 2016 •6. LA LGBT Center •7. LGBT Center OC #4March 17, 2016 •8. UCI Law Students, •9. Mexican Consulate #5March 30, 2016 •10. I.C.E representatives (Local and Federal) •11. La Familia #6April 4, 2016 •12. CIVIC •13. Friends of the Orange County Detainees #7April 6, 2016 •14. El Centro Cultural de Mexico •15. Santa Ana Building a Healthy Community #8April 11, 2016 •16. Human Rights Watch •17. Santa Ana Police Officers Association 9 “\[2.\] Strategizing sustainability of jail without the use of Federal dollars” •Jail Facility Debt ▫$3 million annually through 2024 ▫$24.3 million remaining debt balance •Operating Costs ▫FY 2015/16 Cost $16.6 million •Not financially sustainable without Federal dollars 10 Steps taken to provide fiscal sustainability/future options •Increased per diem from $82 to $105 •Reduced full time staff ▫2013 –110 full-time ▫2016 –93 full-time and 23 part-time •Reduced debt ▫2013 $30 million ▫2015 $24 million •Contract for transportation services ▫City Council approved on April 19, 2016 11 “\[3.\] Propose options to terminate jail services”-Staff recommends RFQ for Jail Reuse •RFQ for Jail Reuse ▫Goals: Providing phase-out timeline options  Provide re-use options  Community & Labor representatives on RFQ  selection committee ▫Budget Request $100,000 anticipated costs for consultant  12 “\[3.\] Propose options to terminate jail services”-Staff recommends offering Retirement Incentives for Jail Employees •Goals ▫Increase employee options for retirement ▫Reduce long term costs ▫28 employees eligible for incentive program 10 employees over age 55  13 “\[3.\] Propose options to terminate jail services”-Staff recommends amending agreement with ICE for transgender module pilot •Goals ▫Increased service options for transgender population at Santa Ana Jail ▫Preserves high level of care for vulnerable population ▫Provides financial assurance to continue services 14 Summary of Staff recommendations 1.Develop and issue a RFQ for Consultant- Jail Reuse and Phase-Out Options 2.Offer retirement incentives to eligible full- time jail employees 3.Amend Agreement with ICE for a Pilot Transgender Module 15