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Police chief proposes in‑house record checks to fund camera and radio replacements
Summary
The Siler City Police Chief proposed the department perform background/record checks (3,500–4,000 requests/month) for a private vendor at $5 each, estimated to generate about $210,000 annually to help replace body/in‑car cameras and radios; commissioners voted to enter an agreement and direct staff to implement the service.
The Siler City Police Chief told the board the department could take over routine background and driver‑license record checks now run externally, estimating 3,500 to 4,000 requests a month at about $5 each and saying “this will bring in $210,000 in Revenue” that could fund equipment replacements.
The proposal calls for hiring a full‑time records clerk and adjusting hours so the department could keep public counter hours open later. The chief said the town already has compatible systems through DCI and that a records clerk would need roughly five hours a day to process the expected volume. The department also proposed reclassifying an existing employee, Andrea, to a supervisory title to oversee the process and recommended a salary adjustment to reflect added duties.
The board discussed operational details including staffing, hours (possible coverage until 11 p.m. or midnight), and options for transmitting checks to the requesting agencies. The chief and staff framed the revenue as a way to avoid drawing down general funds for major capital needs: a recent quote to replace the town’s body and in‑car cameras was about $247,000, and a full radio replacement for police and fire was described as “roughly $600 to $700,000.”
Commissioners asked how the revenue would be tracked and whether it should be reserved in a fund for these large purchases. Town staff said the receipts could be tracked and set aside to smooth future costs.
Following the discussion, a motion that the town enter an agreement with the vendor presented (identified in the meeting as I Law) carried unanimously. Staff were directed to proceed with negotiations and bring implementation details back to the board.
Next steps: staff will finalize the contract language, return with proposed job description and salary adjustments for the supervisory role, and present a plan for tracking and reserving revenue for equipment replacement.
