Proposed Sobering Center Presentation Public Safety Committee February 28, 2012

1. Proposed Sobering Center Presentation Public Safety Committee February 28, 2012

2. Background Information • City jail operations cost $25 million per year • An estimated $4-6 million is attributed to public intoxication cases • Incarcerating individuals whose only criminal behavior is public intoxication diverts law enforcement from more serious or life threatening crimes. • Intoxicated individuals often pose a hazard to themselves as well as to the general public. • Best practices elsewhere suggest a more cost effective/long term option approach.

3. Goals of Sobering Center • Provide an alternative to jail • Provide triage, observation and necessary outpatient services to manage intoxication • Provide opportunities for long term treatment by linking detainees to appropriate social service agencies

4. Effects of the Sobering Center • HPD field personnel will use less time processing this target population. • The time savings will allow HPD field personnel to return to their assigned neighborhoods to address more serious crime and disorder problems. • Will increase holding capacity in the city jail for more serious criminals.

5. Operational Details • Officer transports person to the Sobering Center – rather than taking them to jail; judgment by officer on suitability for the Center • Officer completes a one page form (approximately 10 minutes) and returns to duty; no arrest record will be made • Person is identified, logged in and subjected to a health screen (similar to what is currently done in the city jail) • Person is assigned to a “bed” with males and females separated • Person is observed by staff until sober (minimum 4 hours) determined on case by case status • When sober, the person will meet with a counselor to discuss how to address affliction(s) – link to social service agencies • When sober, person without warrants is discharged • When sober, person with city warrants has the option to use video arraignment (refuses option, goes to jail) then discharged

6. Proposed Sobering Center Location • A large number of potential city-wide sites were considered based on: • Appropriate neighborhood • Accessibility for HPD and other police agencies • Recognized need to be near HPD Mental Health Unit • Availability of social services • Houston acquired information from the following agencies: San Antonio “Public Safety Center” San Diego Phoenix Colorado Springs Portland, Oregon

7. Proposed SiteStar of Hope Facility – North Downtown Private/Public Partnership

8. Proposed Sobering Center Concept • A 10-year lease with the Star of Hope (SOH) with two 5-year options to extend: • Estimated costs for lease, utilities and staff of $1.5m/annually to be in the FY 13 budget • SOH will build out existing facility utilizing $3m of available Public Safety Bond funds based on City approval of design • City will monitor construction process and expenditures • HPD’s Mental Health Unit will co-locate on second floor of facility • Lease will be assigned to a Public/Private Partnership • Center will be operated as a secular Public/Private Partnership under a service contract: • Service contract will be signed by thePublic/Private Partnership and the City of Houston • HPD, Health and Human Services and HFD will provide city services at the site

9. Public/Private Partnership • City Council authorizes the creation of a Public/Private Partnership in the form of a “Local Government Corporation” (LGC) for the Sobering Center • The mission of the LGC as a Public/Private Partnership will focus on short term treatment and intervention opportunities professionally delivered • The LGC Board will be comprised of 5 members, including 4 directors and a Chair • 2 City of Houston appointees • 2 SOH appointees • Chair – to be selected by 4 Board Members • All 5 appointees will be nominated by the Mayor and confirmed by City Council • A 501(c) (3) foundation will also be created to aid in future fundraising for operations and possible future expansion

10. LGC Service Contract • The LGC Executive Director will be the key manager, reporting directly to • the LGC Board and will be responsible for all Sobering Center personnel and • operations of this secular facility • The facility will require health screening for entering detainees and the Health • and Human Services Department will provide health screeners - which is done in • jail today • LGC will acquire liability insurance, directors and officer insurance and other • insurance as appropriate • LGC will contract with SOH for lead referral services (SOH has offered a • counselor at no cost) • LGC will facilitate connections with other allied social service providers • and invite their participation

11. Steps to be Taken • March 7 – Advance funding request to complete construction drawings including cost estimates for planning and detailing capital improvements on City Council agenda • End of April or earlier • Facility lease • Documents to create the Public/Private Partnership (LGC) • Operating agreement between the City and the Partnership to include staffing and other procedural agreements and budget basis.

12. Conclusion • The availability of and ready access to ongoing community-based outpatient substance abuse services is a potential cost reduction and productivity improvement step for the City. • The activities of the Sobering Center are fully consistent with Medical Professionals definition of the treatment of addiction as a disease. • Sobering Centers in other cities have proven to be time savers for patrol officers, which allows them to quickly return to their assigned neighborhoods. • With a successful link to social service agencies, there will be fewer public intoxication related calls requiring officer intervention – hence more time they can direct to other more pressing crime and disorder issues.

13. Questions