1 draft for discussion purposes only affordability and transition planning mcjc board presentation...

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Draft For Discussion Purposes Only

Affordability and Transition PlanningMCJC Board Presentation

April 2, 2015

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Transition Plan Participants

Participants in the Transition Planning effort are indicated below, with ad-hoc support and input provided by supporting City-County Offices, Departments, and Agencies throughout our efforts.

Sheriff’s OfficeCol. Louis DezelanBarbara Lawrence

Senior Managers & Staff

Meetings: 17 | Hours: 20

Superior CourtsHon. John Chavis

Hon. Helen MarchalEmily Van Osdol


Community Corr.John DeiterMyra Ross


County ClerkClerk Myla Eldridge

Russell HollisPatty Morris


Building AuthorityRon Reinking


Finance & Mgt.Matt Kimmick

Brett WineignerAlex Beatty


Information Svcs.Scott Hohl


Council OfficeBart Brown

Ryan Kramer


Mayor’s OfficeAdam Collins

David Rosenberg


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Transition Plan Stakeholders

Stakeholders below have indicated their support and ownership of the Affordability & Transition Plan, demonstrating their commitment to a successful implementation and diligent monitoring of it.

Sheriff’s Office Superior Courts Community Corrections

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16-Year Lookback: Historical GrowthHistorical Stakeholder year-end expenditure growth has seen an overall combined compound annual growth rate of 4.9% from 1998 to 2014, with a slowing of growth in the recent recession.

-

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000

200,000,000

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

1998-2014 Historical Annual Actual Expenditure by Agency

MC Sheriff MC Superior Court MC Community Corrections MC Clerk

4.9% 16-Year Overall Compound Growth

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MCSO Budget – Past & Future

Increasing budget pressures and the need for repair, renovation, and/or the building of a new jail facility will have significant impacts on the Sheriff’s Office budget. If nothing is done, the Sheriff’s office projects costs to grow:

• Character one at 6.5% per year to cover personnel costs in the current environment• Character two at 10.0% per year in on-going contractual costs• Character three will increase to reflect bonding to fund $35 million for immediate investment

simply to address back-log maintenance in Jail 1. • Character four at 2.0% annually

This also does not address the ultimate need to replace Jail 1, Jail 2 and the APC at some point in the future. HB 1006 heightens and accelerates the need to do this based on the law’s impact on local counties in Indiana.

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MCSO Budget – Past & Future

2005 Revised 2006 2007 2008 2009 2010 2011 2012 2013 2014 RevisedChar 1 $ 64,675,751 $ 72,117,655 $ 46,612,392 $ 54,595,831 $ 58,113,494 $ 63,414,106 $ 62,612,758 $ 62,832,948 $ 63,231,590 $ 63,001,676 Char 2 $ 1,500,319 $ 5,592,725 $ 1,957,404 $ 1,841,393 $ 2,989,843 $ 2,390,363 $ 1,734,098 $ 2,601,541 $ 1,823,126 $ 2,253,928 Char 3 $ 21,519,264 $ 31,533,451 $ 34,632,529 $ 36,377,769 $ 32,125,735 $ 39,125,528 $ 37,926,133 $ 44,833,666 $ 44,253,536 $ 42,196,817

Char 4 $ 174,191 $ 742,677

$ 819,860

$ 372,441

$ 138,346

$ 279,725

$ 470,272

$ 195,108 $ 1,247,424

$ 714,725

Additional $ 4,350,000 Total $ 87,869,525 $ 109,986,508 $ 84,022,185 $ 93,187,434 $ 93,367,418 $ 105,209,722 $ 102,743,261 $ 110,463,263 $ 110,555,676 $ 112,517,146

Historical Budget

Budget Projections

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

Char 1 $ 62,948,988

$ 67,040,672

$ 71,398,316

$ 76,039,206

$ 80,981,755

$ 86,245,569

$ 91,851,531

$ 97,821,880

$ 104,180,303

$ 110,952,022

$ 118,163,904

Char 2 $ 2,457,589 $ 2,703,348 $ 2,973,683 $ 3,271,051 $ 3,598,156 $ 3,957,972 $ 4,353,769 $ 4,789,146 $ 5,268,060 $ 5,794,866 $ 6,374,353

Char 3 $ 46,065,036

$ 50,260,179

$ 54,837,373

$ 59,831,413

$ 62,822,984

$ 65,964,133

$ 69,262,339

$ 72,032,833

$ 74,914,146

$ 77,910,712

$ 81,027,141

Char 4 $ 337,794 $ 344,550 $ 351,441 $ 358,470 $ 365,639 $ 372,952 $ 380,411 $ 388,019 $ 395,780 $ 403,695 $ 411,769 Additional $ 1,100,000 Sub-Total $ 112,909,407 $ 120,348,749 $ 129,560,813 $ 139,500,140 $ 147,768,534 $ 156,540,625 $ 165,848,050 $ 175,031,878 $ 184,758,289 $ 195,061,296 $ 205,977,166 Debt Serv. $ 3,500,000 $ 3,500,000 $ 3,500,000 $ 3,565,000 $ 3,565,000 $ 3,565,000 $ 3,565,000 $ 3,565,000 $ 3,565,000 Cash $ 1,358,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 Total $112,909,407 $ 121,706,749 $ 133,560,813 $ 143,500,140 $ 151,768,534 $ 160,605,625 $ 169,913,050 $ 179,096,878 $ 188,823,289 $ 199,126,296 $ 210,042,166

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$-

$100.0

$200.0

$300.0

$400.0

$500.0

$600.0

$700.0

$800.0

$900.0

1998-2053 Historical Agency Total Expenditure Growth Past vs. Future

Historical Agency Total Expenditure Historical Agency Total Expenditure @ 3.0% Adjusted Agency Total Expenditure + SP @ 3.0%

35-Year Outlook: Current PathThe current long-term path of growing Stakeholder expenditures will soon begin to accelerate due to needed Jail I minimum repairs in 2016 and eventually a new Jail-Only facility no later than 2035.

New Jail No Later Than 2035 at Nominal Cost of $514m

Financed Over 20 Yrs. Plus One-Time Fees of $86m

4.9% Combined Agency Growth

MCJC Decision Allows for Entire Justice Center and Avoids $1.8 Billion in

Added Nominal Costs

Minimum $35 Million Jail I Repairs Planned for 2016 to Maintain Basic Safety & Accreditation Status:

• Elevator Repair & Maintenance• Plumbing Repair & Maintenance• Jail Cell Door Replacement• Kitchen Floor Replacement

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The current path of 2016 minimum jail repairs and 2035 jail replacement results in high operating costs, while the adjusted path allows for more than $500 million saved in today’s dollars.

35-Year Outlook: Current Decision

$4,863.9

$3,866.5

$227.1

$717.6

$3,000.0

$3,500.0

$4,000.0

$4,500.0

$5,000.0

$5,500.0

Current Path Adjusted Path

Present Value of 35-Year Expenditure Scenarios (2015 Dollars, 5.0% Discount Rate)

Operating Expenditure Capital Expenditure Service Payment

$506.9 m Saved (2015 Dollars)

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35-Year Outlook: Affordability PlanUnder the affordability plan, available savings and revenues cover the required Facility Service Payments at an average rate of 109% from 2018-2024 and more so across the 35-year period.

$-

$20.0

$40.0

$60.0

$80.0

$100.0

$120.0

$140.0

2015-2053 Facility Service Payment vs Adjusted Available Funding Sources

Facility Service Payment @ Base Adjusted Available @ 3.0%

Annual operating savings provide capacity for facility

Service Payment.Early savings allow for $10.9m in back-up funding to be proactively reserved.

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Affordability Breakdown

Using 2024 as the representative year, $55.6 million in overall affordability sources have been identified by Stakeholders, with $47.2 million or 85% coming from non-personnel sources.

$47.1

$2.9 $0.5

$(0.2)$5.3

2024 Affordability Breakdown by Agency

Sheriff's Office

Superior Courts

Community Corr.

County Clerk

General Facility

$8.4

$9.6

$25.6

$12.1

2024 Affordability Breakdown by Character

Personnel

Rent

Services

Revenue

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10-Year Plan: Adjusted PathThe adjusted path for 2015-2024 comprises 29 sources of savings, revenue, and offsetting costs, allowing Stakeholders to achieve more than $36 million in accumulated savings in the next 10 years.

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024Sheriff's Office Personnel SO-1.1 Staffing - Jail I, Jail II, APC -$ -$ -$ 2.4$ 5.0$ 5.1$ 5.3$ 5.4$ 5.6$ 5.7$

SO-1.2 Staffing - Courthouse Security -$ -$ -$ 0.9$ 1.9$ 2.0$ 2.0$ 2.1$ 2.1$ 2.2$ Contractual Costs SO-3.1 CCA - Jail II Operations Service -$ -$ -$ 9.6$ 19.7$ 20.3$ 20.9$ 21.5$ 22.1$ 22.8$

SO-3.2 Rent - Jail I, Jail II, APC Sites -$ -$ -$ 2.8$ 5.7$ 5.9$ 6.0$ 6.2$ 6.4$ 6.6$ SO-3.4 Inmate, Arrestee, On-Site Healthcare 0.7$ 1.9$ 2.4$ 3.3$ 3.6$ 3.7$ 3.8$ 3.9$ 4.0$ 4.1$ SO-3.6 APC Facility Improvement Debt Service -$ -$ -$ -$ (0.4)$ (0.9)$ (0.9)$ (0.9)$ (0.9)$ -$

Revenue SO-4.1 US Marshals Service Inmates -$ -$ -$ 1.2$ 2.5$ 2.6$ 2.7$ 2.8$ 2.9$ 2.9$

SO-4.2 Medicaid Healthcare Cost Recovery -$ 2.1$ 2.2$ 2.2$ 2.3$ 2.4$ 2.4$ 2.5$ 2.6$ 2.7$ Agency Total Available 0.7$ 4.0$ 4.6$ 22.4$ 40.2$ 40.9$ 42.2$ 43.5$ 44.8$ 47.1$

Superior Courts Personnel SC-1.1 Staffing - Dual-Site Supervision -$ -$ -$ (0.0)$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ SC-1.2 Staffing - Court APC Staff 0.2$ 0.4$ 0.5$ 0.6$ 0.6$ 0.6$ 0.6$ 0.6$ 0.6$ 0.7$

Contractual Costs SC-3.1 Rent - CCB Courts Offices -$ -$ -$ 1.0$ 2.0$ 2.0$ 2.1$ 2.2$ 2.2$ 2.3$ SC-3.2 Rent - Traffic Court Lease -$ -$ -$ 0.1$ 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ SC-3.4 Rent - Community Court Lease 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ SC-3.5 Dual-Site Interpreter Services -$ -$ -$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ SC-3.6 Dual-Site Jury Service Call Costs -$ -$ -$ (0.1)$ (0.2)$ (0.2)$ (0.2)$ (0.2)$ (0.3)$ (0.3)$

Agency Total Available 0.3$ 0.6$ 0.7$ 1.6$ 2.5$ 2.6$ 2.7$ 2.7$ 2.8$ 2.9$ Community Contractual Costs CC-3.3 Rent - 140 East Washington St Lease -$ -$ -$ 0.1$ 0.2$ 0.2$ 0.3$ 0.3$ 0.3$ 0.3$ Corrections Revenue CC-4.1 State DOC Funding Support -$ -$ -$ 0.1$ 0.2$ 0.2$ 0.2$ 0.3$ 0.3$ 0.3$

Agency Total Available -$ -$ -$ 0.2$ 0.4$ 0.4$ 0.5$ 0.5$ 0.5$ 0.5$ County Clerk Contractual Costs CL-1.1 Staffing - Dual-Site Supervision/Records -$ -$ -$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ (0.2)$ (0.2)$ (0.2)$

CL-3.1 Rent - CCB Clerk Offices -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ CL-3.2 Rent - Service Center Lease -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ CL-3.3 Rent - Storage & Space Rental -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

Agency Total Available -$ -$ -$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ (0.2)$ (0.2)$ (0.2)$ General Facility Contractual Costs GF-1.1 New Facility Utilities Charges -$ -$ -$ (0.9)$ (1.8)$ (1.8)$ (1.9)$ (1.9)$ (2.0)$ (2.1)$

GF-1.2 Vehicle Rental & Moving Services -$ -$ -$ (0.5)$ -$ -$ -$ -$ -$ -$ GF-1.3 CCB Back-Fill Rental Agency Savings -$ -$ -$ 0.5$ 0.9$ 1.0$ 1.0$ 1.0$ 1.1$ 1.1$

Revenues GF-2.1 New Facility Parking Revenues -$ -$ -$ 2.3$ 4.7$ 4.9$ 5.0$ 5.2$ 5.3$ 5.5$ GF-2.3 APC Facility & Land Sale -$ -$ -$ 0.5$ -$ -$ -$ -$ -$ -$ GF-2.4 Jail II Facility & Land Sale -$ -$ -$ -$ 1.7$ -$ -$ -$ -$ -$ GF-2.5 Jail I Facility & Land Sale -$ -$ -$ -$ -$ 1.1$ -$ -$ -$ -$ GF-2.6 CCB Back-Fill Rental External Revenues -$ -$ -$ 0.3$ 0.6$ 0.7$ 0.7$ 0.7$ 0.7$ 0.7$

Agency Total Available -$ -$ -$ 2.3$ 6.2$ 5.7$ 4.8$ 5.0$ 5.1$ 5.3$ Overall Total Available 1.1$ 4.6$ 5.3$ 26.4$ 49.2$ 49.6$ 50.0$ 51.5$ 53.1$ 55.6$

Service Payment -$ -$ -$ 23.2$ 46.8$ 47.2$ 47.6$ 47.9$ 48.3$ 48.8$ Savings / (Shortfall) 1.1$ 4.6$ 5.3$ 3.2$ 2.5$ 2.4$ 2.5$ 3.6$ 4.7$ 6.9$ Cum Save / (Short) 1.1$ 5.7$ 10.9$ 14.1$ 16.6$ 19.0$ 21.4$ 25.0$ 29.7$ 36.6$

% of Service Payment 114% 105% 105% 105% 107% 110% 114%% of Service Payment + Cum. Saved 175% 141% 145% 150% 160% 171% 189%

Agency Character ElementAdjusted Savings Estimates (Year-End Amounts, 3.0% Growth)

Ref

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Menu of Options Opportunities

A Menu of Options is also available to provide up to $5.9 million in opportunities to capture added sources of savings and revenue annually, allowing for 120%+ coverage of Facility Service Payments.

Option ActionAmount

(in millions, 2015 dollars)

1 SB 212 Medicaid Recovery Allocate additional SB 212 funds to annual MCJC costs. $ 2.02 Facility Parking Revenue Increase expected rate per hour by $0.50 dollars. $ 0.73 Jail I/II/APC Tax Revenue Capture property tax revenues post sale of parcels in 2018+. $ 0.74 US Marshals Inmate Revenue Advocate for increased US Marshals daily inmates to fill 175 beds. $ 0.75 State DOC Funding Advocate for increased Community Corrections funding. $ 0.56 HB 1006 Grant Funding Apply for additional funding opportunities in HB 1006. $ 0.57 Centralized Records Management Centralize records management locations and staffing in 2018+. $ 0.58 Dual-Site Cost Avoidance Optimize processes to absorb dual-site Clerk/Courts costs. $ 0.3

Total Options $ 5.9

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Sheriff’s Office Elements

Reference Element Description

Sheriff’s Office

SO-1.1 Staffing – Jail I, Jail II, APC Modernized design of the new jail facilities allows for reduced overall staffing needs to administrate the jail operations, with a 50%+ increase in inmate security personnel offset by transport and arrestee efficiencies.

SO-1.2 Staffing – Courthouse Security

Co-located and secure design of new courthouse and jail facility allows for reduced staffing needs to transport, supervise, and secure the movement of inmates.

SO-3.1 CCA – Jail II Operations The consolidation of Jail II and II facilities allows for ending the contract with Corrections Corporation of America, after adjusting for inmate healthcare, consumables, and food costs.

SO-3.2 Rent – Jail I, Jail II, APC The transition to a single jail building with on-site arrestee processing allows the Sheriff’s Office to cease its rent payments for its existing facilities. This amount includes base rent and facility and energy savings bonds.

SO-3.4 Inmate, Arrestee, On-site Healthcare

Increased inmate healthcare capabilities at the new facility and a change in operating procedure to decrease 1,800+ unnecessary ER visits annually will allow for reduced arrestee healthcare costs.

SO-3.6 APC Facility Improvement Debt Service

An offsetting temporary cost, the debt service on the APC facility must be funded in parallel to the new justice complex from 2018 to 2023 when the debt will be retired, net of a one-time debt service allowance in 2018-19.

SO-4.1 US Marshals Service Inmates

The increased capacity of the new facility allows for an increase in the number of daily U.S. Marshal’s Service inmates from 99 to 150, allowing for increased recurring revenues from Federal holds.

SO-4.2 Medicaid Cost Recovery S.B. 212 extends Medicaid coverage to the $12.0+ million in annual inmate and arrestee healthcare costs currently paid by the Sheriff’s Office, recovering two-thirds of such costs. Only $2.0 million assumed.

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024Agency Character Element

Adjusted Savings Estimates (Year-End Amounts, 3.0% Growth)Ref

Sheriff's Office Personnel SO-1.1 Staffing - Jail I, Jail II, APC -$ -$ -$ 2.4$ 5.0$ 5.1$ 5.3$ 5.4$ 5.6$ 5.7$ SO-1.2 Staffing - Courthouse Security -$ -$ -$ 0.9$ 1.9$ 2.0$ 2.0$ 2.1$ 2.1$ 2.2$

Contractual Costs SO-3.1 CCA - Jail II Operations Service -$ -$ -$ 9.6$ 19.7$ 20.3$ 20.9$ 21.5$ 22.1$ 22.8$ SO-3.2 Rent - Jail I, Jail II, APC Sites -$ -$ -$ 2.8$ 5.7$ 5.9$ 6.0$ 6.2$ 6.4$ 6.6$ SO-3.4 Inmate, Arrestee, On-Site Healthcare 0.7$ 1.9$ 2.4$ 3.3$ 3.6$ 3.7$ 3.8$ 3.9$ 4.0$ 4.1$ SO-3.6 APC Facility Improvement Debt Service -$ -$ -$ -$ (0.4)$ (0.9)$ (0.9)$ (0.9)$ (0.9)$ -$

Revenue SO-4.1 US Marshals Service Inmates -$ -$ -$ 1.2$ 2.5$ 2.6$ 2.7$ 2.8$ 2.9$ 2.9$

SO-4.2 Medicaid Healthcare Cost Recovery -$ 2.1$ 2.2$ 2.2$ 2.3$ 2.4$ 2.4$ 2.5$ 2.6$ 2.7$ Agency Total Available 0.7$ 4.0$ 4.6$ 22.4$ 40.2$ 40.9$ 42.2$ 43.5$ 44.8$ 47.1$

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Sheriff’s Office Elements - Staffing

SO-1.1 indicates that reduced staffing can be achieved due to the modernized design of the new jail facilities. The table below identifies the specific changes anticipated by role.

Position Group Current Future Change Description %

Inmate Security 127 200 73 Increased low-security inmates to be secured from Jail II. 57%

Arrestee Security 114 20 (94) Reduced arrestees to be secured at separate APC location. -82%

Inmate Transport 22 10 (12) Reduced inmates to be transported between Jail I, II, APC. -55%

Arrestee Transport 35 10 (25) Reduced arrestees to be transported between Jails & APC. -71%

Healthcare Security 29 15 (14) Reduced inmates to be secured at Eskenazi site. -48%

Booking/Processing 24 35 11 Increased inmates to be processed from combined Jail I/II. 46%

Inmate Records 38 50 12 Increased inmates to be recorded from combined Jail I/II. 32%

Inmate Services 51 30 (21) Reduced services such as cook-chill kitchen and moving. -41%

Court Movement 15 5 (10) Reduced movement security due to combined Courthouse. -67%

Inmate Classification 15 25 10 Increased inmates to be classified from combined Jail I/II. 67%

Position Totals 470 400 (70) -15%

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Marion Superior Courts Elements


Marion Superior Courts

SC-1.1 Staffing – Judges’ Staff No changes to existing staffing to the Marion Superior Court Judges’ office have been assumed. One added post to facilitate jury services has been assumed.

SC-1.2 Staffing – Court APC Staff The existing APC operation will be reduced in the new facility, as space limitations and the need to operate 24-7 will be alleviated. By 2017, 8 positions will transfer to County Clerk and 8 positions will remain with Courts.

SC-3.1 Rent – CCB Courts Offices As criminal court operations move to the new facility, civil court operations will vacate existing space and consolidate into the court wing of the CCB, thereby reducing rent.

SC-3.2 Rent – Traffic Court Lease As traffic court operations will move into the new facility, existing space rented from a third party will no longer be needed and will be sublet or assigned in 2018.

SC-3.4 Rent – Community Court Lease

As community court operations move into the CCB in 2015 and possibly to the new justice complex in 2018, existing space rented from a third party will no longer be needed.

SC-3.5 Court Interpreter Service Provider

As criminal and civil courts will operate at separate sites for the foreseeable future, an increased cost of interpreter service is expected to cover two sites.

SC-3.6 Jury Service Costs As criminal and civil courts will operate at separate sites for the foreseeable future, an increased number of jurors will be called at each site at normal jury call per diem rates (200 per day vs 100 per day).



Superior Courts Personnel SC-1.1 Staffing - Dual-Site Supervision -$ -$ -$ (0.0)$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ SC-1.2 Staffing - Court APC Staff 0.2$ 0.4$ 0.5$ 0.6$ 0.6$ 0.6$ 0.6$ 0.6$ 0.6$ 0.7$

Contractual Costs SC-3.1 Rent - CCB Courts Offices -$ -$ -$ 1.0$ 2.0$ 2.0$ 2.1$ 2.2$ 2.2$ 2.3$ SC-3.2 Rent - Traffic Court Lease -$ -$ -$ 0.1$ 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ SC-3.4 Rent - Community Court Lease 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ 0.2$ SC-3.5 Dual-Site Interpreter Services -$ -$ -$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ SC-3.6 Dual-Site Jury Service Call Costs -$ -$ -$ (0.1)$ (0.2)$ (0.2)$ (0.2)$ (0.2)$ (0.3)$ (0.3)$

Agency Total Available 0.3$ 0.6$ 0.7$ 1.6$ 2.5$ 2.6$ 2.7$ 2.7$ 2.8$ 2.9$

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Community Corrections Elements


Marion County Community Corrections

CC-3.3 Rent – 140 E Washington Lease

As Community Corrections offices at this location will move to the new facility in 2018, existing space rented from a third party will no longer be needed.

CC-4.1 State DOC Funding Support

As Community Corrections probation period has now ended, additional DOC funding opportunities are expected to support staffing, equipment, and facility needs. A small portion of such support is assumed for the MCJC.



Community Contractual Costs CC-3.3 Rent - 140 East Washington St Lease -$ -$ -$ 0.1$ 0.2$ 0.2$ 0.3$ 0.3$ 0.3$ 0.3$ Corrections Revenue CC-4.1 State DOC Funding Support -$ -$ -$ 0.1$ 0.2$ 0.2$ 0.2$ 0.3$ 0.3$ 0.3$

Agency Total Available -$ -$ -$ 0.2$ 0.4$ 0.4$ 0.5$ 0.5$ 0.5$ 0.5$

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County Clerk’s Office Elements


Marion County Clerk’s Office

CL-1.1 Staffing – Dual-Site Supervision/Records

As criminal and civil court operate at two sites, three added posts have been assumed to provide additional supervision across the CCB and MCJC locations.

CL-3.1 Rent – CCB Clerk Offices Although 13,000 square feet are available to the County Clerk in the MCJC space, County Clerk staff has not assumed rent relating to any of its existing 20,000 square feet will be saved.

CL-3.2 Rent – Service Center Lease

With over 100,000 square feet vacated at the CCB, the Election Service Center could be relocated from its existing third-party leased location. County Clerk staff has not assumed that this will be possible.

CL-3.3 Rent – Storage and Space Rental

With the Duvall Residential Facility being County-owned and rent-free, storage rented from third-party owners and within the CCB could be consolidated to this near-downtown option. County Clerk staff has not assumed this.



County Clerk Contractual Costs CL-1.1 Staffing - Dual-Site Supervision/Records -$ -$ -$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ (0.2)$ (0.2)$ (0.2)$ CL-3.1 Rent - CCB Clerk Offices -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ CL-3.2 Rent - Service Center Lease -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ CL-3.3 Rent - Storage & Space Rental -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

Agency Total Available -$ -$ -$ (0.1)$ (0.1)$ (0.1)$ (0.1)$ (0.2)$ (0.2)$ (0.2)$

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General Facility Elements


General Facility

GF-1.1 New Facility Utilities Charges

As utility costs are currently paid through CCB and third-party rent amounts, the estimated utilities cost for the new facility has been included as an offsetting cost.

GF-1.2 Vehicle Rental & Moving Services

Vehicles and moving services will be bid in 2018 by the City to allow for transition to the new facility, with cost-free labor provided by Community Corrections work-release residents.

GF-1.3 CCB Back-Fill Rental Agency Savings

As more than 100,000 square feet are vacated from the CCB, other City and County agencies may be able to end their third-party leases and provide savings by returning to the CCB.

GF-2.1 New Facility Parking Revenues

While employee parking will be cost-free, public parking will be offered at market rates for hourly ($2.00), daily ($12.00), and special events ($12.00), assuming 75% utilization and parking from 7 am to 7 pm.

GF-2.3 APC Facility Land Sale As the existing APC site will be vacated in 2018, the City will begin marketing this parcel for conversion or re-development in parallel with new facility construction.

GF-2.4 Jail II Facility Land Sale As the existing Jail II site will be vacated in 2018, the City will begin marketing this parcel for conversion or re-development in parallel with new facility construction.

GF-2.5 Jail I Facility Land Sale As the existing Jail I site will be vacated in 2018, the City will begin marketing this parcel for conversion or re-development in parallel with new facility construction.

GF-2.6 CCB Back-Fill Rental External Revenues

As more than 100,000 square feet are vacated from the CCB, external entities both public and private will have the opportunity to lease space in the building and provide incremental revenues.



General Facility Contractual Costs GF-1.1 New Facility Utilities Charges -$ -$ -$ (0.9)$ (1.8)$ (1.8)$ (1.9)$ (1.9)$ (2.0)$ (2.1)$ GF-1.2 Vehicle Rental & Moving Services -$ -$ -$ (0.5)$ -$ -$ -$ -$ -$ -$ GF-1.3 CCB Back-Fill Rental Agency Savings -$ -$ -$ 0.5$ 0.9$ 1.0$ 1.0$ 1.0$ 1.1$ 1.1$

Revenues GF-2.1 New Facility Parking Revenues -$ -$ -$ 2.3$ 4.7$ 4.9$ 5.0$ 5.2$ 5.3$ 5.5$ GF-2.3 APC Facility & Land Sale -$ -$ -$ 0.5$ -$ -$ -$ -$ -$ -$ GF-2.4 Jail II Facility & Land Sale -$ -$ -$ -$ 1.7$ -$ -$ -$ -$ -$ GF-2.5 Jail I Facility & Land Sale -$ -$ -$ -$ -$ 1.1$ -$ -$ -$ -$ GF-2.6 CCB Back-Fill Rental External Revenues -$ -$ -$ 0.3$ 0.6$ 0.7$ 0.7$ 0.7$ 0.7$ 0.7$

Agency Total Available -$ -$ -$ 2.3$ 6.2$ 5.7$ 4.8$ 5.0$ 5.1$ 5.3$

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Transition Milestone Plan

A transition milestone plan has been developed to help Stakeholders migrate operations to the new justice center. Stakeholders helped to identify the milestones, assumptions, and dependencies that will underlie the transition from the current state of operations and facilities to the MCJC. Key considerations include:

• Stakeholders are poised to begin the transition process in accordance with the milestone plan. • The milestone plan covers a 3.5+ year period within which Stakeholders must take action. • Actions within the plan include those that can be implemented prior to MCJC occupancy.• Pre-MCJC actions can allow Stakeholders to reserve funds to further facilitate transition.

Active monitoring and management of the milestone plan is necessary to allow Stakeholders to realize cost savings and capture the sources of revenue identified in the affordability analysis.

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Milestone Plan Development

Sheriff

Courts

Comm. Corr.

Clerk

General Facility

Break Ground for Construction

Begin Superstructure Development

Finalize Facility Design

January February March April May June July August September October November December

Implement Medicaid funding advocacy plan.

Develop arrestee transport approach protocol.

Coordinate with City for DOC funding advocacy plan.

Initiate marketing of APC, Jail I, and Jail II facility/land.

Confirm attrition, buyout, and backfill strategy.

Confirm Building Authority lease terms and handover.

Implement arrestee transport approach.



2015

Critical Dates

Explore client fee collection savings opportunities with City.

Implement DOC funding advocacy plan.

Evaluate program provider daily bed costs.

Develop plan for APC operational changes.

Implement plan for APC operational changes.

21


Milestone Plan: 2016

Finalize move date for trial scheduling.

Coordinate scheduling changes across Courts and Sheriff.

Coordinate scheduling changes across Clerk and Sheriff.

Confirm USMS inmate count and per diem.

Complete Enclosure of

Buildings

Coordinate with City for sublet of Traffic Court space.

Revise affordability & operating assumptions.





Coordinate scheduling changes across Courts and Clerk.

Sheriff

Courts

Comm. Corr.

Clerk

General Facility


2016

Critical Dates

Complete space study/planning exercise for the CCB.

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Sheriff

Courts

Comm. Corr.

Clerk

General Facility


2017

Critical Dates

Negotiate and extend Aramark agreement.

Negotiate and extend CCA agreement.

Negotiate program provider daily bed costs.

Negotiate 140 E Washington lease re-let or sublet.

Announce staffing strategies.

Perform Developer Site Bidding Process






Negotiate Traffic Court lease assignment.

23



Sheriff

Courts

Comm. Corr.

Clerk

General Facility


2018

Critical Dates

Finalize cutover migration plan.




Confirm public hourly and daily parking rates.

Monitor facility for shakedown needs.

Complete study of potential revenue opportunities from new

capabilities.

Validate realization of benefits as expected.




Facility Accessible for

Training

Complete Punchlist

Initiate Full Operations Stabilize

Operations

Procure vehicle rental and moving services.

Implement staffing plans.

Explore records management strategies.





Train on new processes.




Facility Available to Initiate

Move-In

Explore records management strategies.

1 draft for discussion purposes only affordability and transition planning mcjc board presentation...

Documents

discussion purposes

sheriffs office budget

scott hohl meetings

affordability transition

sheriffs office projects

slowing of growth

john deiter myra ross

transition planning