Hinsdale-Clarendon Hills
Police Consolidation Study
Community meeting | September 27, 2012
Agenda
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Introduction
How the discussion started
Why consolidation?
What a consolidated department would look like
Potential cost savings of a new department
Next Steps
Agenda
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If you have a question before, during, or after the
presentation, please raise your hand and a staff person will
bring you a note card. The note cards will be read aloud by a
presenter to the audience and responded to during the
Question and Answer Session after the presentation. We will
not be taking verbal questions.
After the meeting all of the questions we receive and our
responses will be put on our website so residents who could
not attend the meeting can have access to the information
Why Look at Consolidation?
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How the Process Started
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In summer of 2009, Hinsdale invited Village Presidents and Managers of
surrounding communities to a meeting to discuss possibilities of shared
services.
Consensus was to focus on Police Services as this is our largest budget item in
all municipalities.
Municipalities established basis for shared services/consolidation
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Cost control
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Maintain High Service Levels
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Maintain Local Control
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Equal Representation in Governance
The 4 municipalities continued to work on a shared service plan through April
2011.
Why look at Consolidation?
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To allow for an implementation of a plan, in April 2010 Hinsdale moved its
dispatching to SWCD, so all municipalities were on the same communications
system.
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In May 2011 the CH Police Chief resigned which prompted Hinsdale and
Clarendon Hills officials to consider a shared service model between the 2
communities (similar to our Fire Services Agreement).
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In summer 2011, the Police Chiefs explored the potential for a shared service model
between the 2 communities and recommended a consolidation model that would
produce substantial savings for both communities.
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In October 2011 the 2 Villages publically announced that they were engaged in
discussions regarding the possible consolidation of the 2 Police Departments.
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In January 2012, the 2 Villages received a grant from the ICJIA for phase 1 to aid in
the consolidation process.
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During 2012 the Villages have continued to define the model which will be
explained by the Chiefs.
Hinsdale Organizational Chart
Chief of Police
Deputy Chief
Operations
Deputy Chief
Administration
Patrol Shift #1
Days
Patrol Shift #2
Nights
Patrol Shift #3
Days
Patrol Shift #4
Nights
Sergeant
Sergeant
Sergeant
Sergeant
Patrol Officers
Patrol Officers
Patrol Officers
Patrol Officers
Power Shift
Officer
Investigations
Det. Sergeant
Investigators
1 FT
Juvenile Officer
School
Resource
Officer
25 Sworn Officers Authorized
24 Sworn Officers Currently
Crime
Prevention
Dare Officer
Clarendon Hills Organizational Chart
Chief of
Police
Deputy Chief
Vacant
Sergeant
Detective
(1)
Patrol Officers
(2)
Sergeant
Vacant
Patrol Officers
(3)
Patrol Officers
(3)
14 Sworn Officers-Authorized
13 Sworn Officers-Currently
Calls for Service by Time of Day Comparison
Jan 1 2012 thru July 31, 2012
Calls for Service by Day of Week Comparison
Jan 1, 2012 to July 31, 2012
Today’s Patrol Staffing Levels
Hinsdale
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12 hour shift schedule
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6 am to 6 pm and 6 pm to 6
am
1 Sergeant
3 Patrol officers shift
Additional Power Shift
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Clarendon Hills
Wednesday thru Saturday
4 pm to 2 am
Total Patrol Staffing:
As many as 5 officers and not
less than 3 officers.
8 hour shift schedule
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7 am to 3 pm, 3 pm to 11pm
and 11 pm to 7 am
1 Sergeant
2 Patrol officers.
Total Patrol Staffing:
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As many as 3 officers and
not less than 2 officers.
Consolidated Patrol Staffing
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Patrol Officers work 12 hour shifts
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1 Sergeant
5 Patrol Officers
Power Shift Tuesday through Saturday 4 pm to 2 am.
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1 Patrol Officer
As many as 7 officers working but not less than
5 officers at any time.
Consolidated Police Department Organizational
Chart
Total authorized sworn prior to
consolidation 39. Following
consolidation 34.
Police Chief
Deputy Chief
Administration
Investigations
Sergeant
3 Investigators
1 School
Resource Officer
School Liaison
Officer/Crime
Prevention
-1
Police Chief
Deputy Chief
Operations
Patrol Sergeant
Days
5 Patrol Officers
Patrol Sergeant
Days
5 Patrol Officers
Patrol Sergeant
Nights
5 Patrol Officers
-1
Deputy Chief
Patrol Sergeant
Nights
5 Patrol Officers
Positions Reduced:
1 Chief
1 Deputy Chief
3 Sergeants
Power Shift
-3
1 Officer
Sergeant
Standardization Process and Training
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Consolidating agencies requires standardization of practices that
includes:
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Policies and Procedures
Reporting and documentation
Evidence collection
Equipment such as mobile video recording systems.
Training
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Policies and Procedures
Ordinances
Geography
Organizational Structure, Processes, Lines of Authority
Village Practices
HR related issues
Consolidation Efficiencies
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No change in police response times. May actually result in
improved response times.
Increased staffing during simultaneous calls for service for
each community.
Increase investigatory resources.
Supervisory span of control will be 1:6
Increased efficiency in specialized units.
Reduced redundancy in administrative positions.
Governance of New Department
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Intergovernmental Agreement
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Defines organizational relationships
Defines financial obligations
Determines processes for the resolution of conflicts
Provides for the dissolution of a consolidated department, if
desired
Provides for an equal partnership between two “sovereign”
entities
Not a new unit of government- new department would have to
compete for resources and be subject to community oversight just
as today.
Governance of New Department
Current Model
Chief of Police Reports to
Village Manager
Village Manager
Chief of Police
Police Department Staff
Proposed Model
Chief of Police Reports to
Joint Law Enforcement Committee
Joint Law Enforcement Committee
Chief of Police
Police Department Staff
Governance of New Department
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Joint Law Enforcement Committee
 Would meet in sessions open to the public
 6 members:
 Village Presidents (from each community)
 Village Trustee Representatives (from each community)
 Village Managers (from each community)
 Rotating Chairmanship
 Tie votes or disputes resolved via a previously agreed upon arbitrator
 Oversee departmental budget, overall direction and department
standards, and supervision of the Chief of Police
 Most decisions made at Chief of Police level, just as today
 Village Managers would still provide for day-to-day coordination
between joint police department and other Village departments with the
Chief of Police
Governance of New Department
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Consolidated Board of Police Commissioners
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Similar to current Boards of Police and Fire Commissioners
Representatives of each community appointed by the Village
Presidents
Oversee the testing processes for new hires and promotions, as
well as discipline
Currently 3 member Board of Police and Fire Commissioners in
each community.
Would have a merged commission that would handle police issues
only
Make up of committee still to be determined
Governance of New Department
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Pension Fund Board
Under state law: current board has 2 active employees, 1
retiree, 2 village president appointees
New board would have same make-up under law, with each
Village President appointing one-at-large member and the
other members elected by pension participants
Cost Savings Estimates of Merged Department?
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Annual Combined Cost Savings Estimate of $700,000 to $800,000 depending on
various factors including:
 Timing of attrition based staffing reductions to 34 total sworn officers
 Which personnel retire
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Cost Savings Estimate does not include any potential savings from reduction in
capital equipment or facilities. Current plan is to initially keep both facilities
operating as normal.
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Cost Sharing of the Savings between the communities will be based on a model that
would include a combination of population and call volume.
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As a result of the consolidation, a combined Pension Fund would be created.
 Municipalities would retain current liabilities
 Municipalities would share proportionately future liabilities
 Costs would be actuarially determined
 Actuarial Assumptions would need to be adjusted to match
Next Steps
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Further revision of financial model and Intergovernmental
Agreement (ongoing)
Further development and presentation of a bill in
Springfield to remove legal barriers to consolidation
(November, 2012)
Union negotiations with employees (Current contracts
expire April 30, 2013)
Further Public input and decision by Village Boards to
proceed with discussion and merger (December, 2012)
Implementation
 10
Minute Break
 Questions
and Answers