HomeMy WebLinkAboutItem 8.1 PoliceSvsContractEval
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CITY OF DUBLIN
AGENDA STATEMENT
CITY COUNCIL MEETING DATE: June 27,1995
SUBJECT: Police Services Contract Evaluation
Prepared by: Richard C. Ambrose, City Manager
& Jim Rose, Chief of Police
EXHIBITS ATTACHED: /Exhibit 1: Resolution Approving Proposed Five Year Agreement
with Alameda County Sheriff's Department for
I Police Services/Draft Agreement
Exhibit 2: Report from Chief of Police Services on the Impact of
B.A.R.T.
RECOMMENDATIONS:
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1) Receive Evaluation
2) Review report'on B.A.R.T.
3) Provide Input on Performance
4) Adopt Resolution Approving Agreement
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FINANCIAL STATEMENT:
See below
DESCRIPTION: Pursuant to City Council policy, contract evaluations are
conducted at the end of the contract term. Staff has evaluated Police Services currently
provided to the City under contract with the Alameda County Sheriff's Department. The
current contract had a term of three years and expires on June 30, 1995.
I. QUALITY OF SERVICES PROVIDED
A. PUBLIC INFORMATION
Public service information is routinely distributed to all segments of the community.
This is accomplished by crime prevention officers, uniformed patrol officers, and also in
the form of special information bulletins from Investigations and Administration Staff.
Public service information is also available and handed out at the Police station.
B. DEPARTMENT VISIBILITY
Dublin Police Services continues to maintain a high visibility within the community. Thi~
visibility not only imparts a feeling of safety and security for the citizens, but also serves
as a deterrent to the criminal element. In addition to 181,605 patrol miles driven, Dublin
Police officers maintained a foot patrol presence in the commercial districts and
residential park areas and assisted Crime Prevention in distributing crime prevention
material to businesses and residences. Officers spent 192 hours on foot patrol
during 1994. Dublin Police Services instituted a part-time bicycle unit during Fiscal
Year 1994-95. This unit has been utilized during the holiday period to provide high
visibility in the commercial parking lot areas, during parades to assist with traffic and
crowd control and to address specific crime trends in the commercial and
residential/community park areas. The bicycle unit has generated positive feedback
from both the business community and the citizens of Dublin. Generally, the feedback
has been to increase the use of the unit if at all possible.
--------------------------,;....--------------------------
COPIES TO:
Sheriff Charles Plummer
ITEMNO.~
680-30
CITY CLERK
FILE ~ ,P,'HT
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C. OFFICER PROFESSIONALISM AND PUBLIC RELATIONS
Positive police contacts with the community promote excellent public relations and
community involvement. Exceptional work, demonstrating a high degree of
professionalism, is reflected by input from the Community. The Police Chief and the
City Manager have received a number of communications from the community
commending Police Staff for their excellent work. Staff has included the following
excerpts from some of these commendations.
"I appreciate the time and information that you shared with me on my ride along. . . I
believe that you have and will continue to serve our community well. ."
"We want to thank you for your gracious handling of the incident with the neighborhood
boy. . . you set such a fine example for our children. . ."
"It is important for you to know that both officers performed in an exemplary manner.
You certainly have good reason to be proud of their heroic performance".
'Thank you for handling the incident at our Murray playground site so efficiently and
professionallyl We appreciate how you followed through. . . . it's good to know that we
can depend on you when we really need heir:>. . . ."
'The members of the Dublin Police Department were instrumental in giving expedient
assistance to our administration, district, students and parents. . . Each officer
consistently demonstrates the highest ideals of professionalism and dedication to
serve. . . "
". . . why we are grateful for their attentiveness and support. . . Please commend your
officers for the help they provided - the kindness was certainly appreciated. . ."
"On various occasions that I have required non-emergency service from your
department I must say 'all of them' have been responded to in a professional and class
manner. . .1 think you and your department needs to have positive reinforcement from
your community - you certainly have mine. . . "
" deeply grateful for their quick response and precision action that placed the various
units into play. Your well trained staff and thoughtful tactics provided safety. "
"Please accept our thanks. your good work and work of officers like you help crime
victims feel a little less victimized. . ."
"The response from your agency to our call for assistance was rapid and effective.
the suspect was quickly apprehended. . ."
". . .1 performed an illegal U-turn at which point I was stopped . . . he was extremely
courteous. . . he showed much kindness and understanding while also making a good
point. . . makes me realize that the Dublin Police Force selects and trains its Officers
very well. . . Congratulations on a wonderful Police Forcelllll"
During Calendar Year 1994, Dublin Police Services received 25 written
commendations, recognizing their commitment to professionalism and courtesy, by the
citizens of Dublin. Police Services personnel have also been the recipients of
numerous verbal commendations from Dublin residents. During the same year, Dublin
Police Services received three written citizen complaints. The nature and findings of
the complaints were as follows:
Vehicle accident - Founded
Bias Police report - Unfounded
Harassment - Unfounded
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II. ADEQUACY OF SERVICES PROVIDED
A. PATROL SERVICES
Patrol services to the City of Dublin are provided by the Alameda County Sheriff's
Department. At this time there are five (5) patrol sergeants and sixteen (16) uniformed
patrol officers assigned. Two (2) of the 16 uniformed patrol officers are assigned to
full-time traffic enforcement duties. One deputy augments patrol, addresses crime
trends, and works bicycle patrol and special investigations for the purpose of reducing
the crime rate. The position is assigned to patrol to support units when crime trends
indicate that a specific shift needs support to attack a specific crime problem.
Dublin Police Services are able to field an average of 4.2 patrol officers (including traffic
officers) and a patrol supervisor on the day (7 a.m. to 3 p.m.) shift; 3.4 patrol officers
and a patrol supervisor on the swing (3 p.m. - 11 p.m.) shift; and three patrol officers
and a patrol supervisor on the midnight (11 p.m. - 7 a.m.) shift.
The patrol sergeants are assigned as 'patrol Watch Commanders, each in charge of
their respective watches. In addition to supervising their assigned patrol persons,
Watch Commanders have full operational responsibility for incidents occurring in the
City. Watch Commanders evaluate crime- statistics, maintain patrol indexes, review
reports prepared by patrol officers, detail patrol officers to specific areas as needs arise,
identify and arrest suspects, investigate crimes, assist in training, assume on-scene
command responsibility at major incidents, study specific crime trends and develop
strategy and prepare crime information bulletins to keep patrol officers aware of recent
criminal activity. Watch Commanders occasionally perform administrative duties at the
direction of the Chief of Police.
Patrol officers assigned to Dublin Police Services have the training and experience to
respond to all calls for service and take initial crime reports. Patrol officers also institute
follow-up investigations in many criminal cases. This action promotes excellent
community-police relations and instills confidence in the ability of the patrol force to
protect the public. Patrol officers are heavily involved in public contact through frequent
"foot patrol" of business areas and neighborhoods including City parks. All patrol
officers are expected to keep abreast of criminal activity in the City, utilizing information
bulletins that have been developed specifically by patrol staff and investigations
personnel for this purpose. Patrol assignments continue to be flexible, allowing specific
assignments to be made as the need arises without disrupting the level of service to
the community.
All of the officers assigned to Dublin Police Services are experienced in patrol duties.
The average Sergeant is 42 years of age with 19 years of law enforcement experience.
The average Patrol Officer is 39 years of age with 14 years of law enforcement
experience.
Shown below is a comparison of the key patrol service workload indicators for
Calendar Years 1992 through 1994:
1992 JJm ~
Calls for Service 32,427 37,499 34,697
Reports Written 3,144 3,143 3,227
Arrests - All Crimes 1,076 1,066 1,018
Total Patrol Miles Driven 240,172 227,631 223,918
The staffing level required to maintain the current level of service is adequate at this
time, but will be impacted by expansion of services to the East. (See
Recommendations)
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B. TRAFFIC ENFORCEMENT
Two full-time Patrol Officer positions are dedicated primarily to traffic enforcement and
are included in the total count of 16 Patrol Officers mentioned above. During Calendar
Year 1994, these officers participated in traffic enforcement, radar speed enforcement,
accident response and investigations, commercial vehicle enforcement, community
safety awareness programs, vehicle abatement from private property and towing of
abandoned vehicles from the street.
Shown below are some of the key traffic enforcement workload indicators for Calendar
Years 1992 through 1994:
Citations Issued
Accidents Investigated
Injury Accidents Investigated
Non-Injury Accidents Investigated
Fatal Accidents Investigated
* Includes citations issued by Patrol
m2
6,290
328
27
301
o
JJm
7,767
332
18
314
o
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6,599*
351
19
332
o
Both traffic officers are now members of the County Commercial Vehicle Enforcement
Unit and the Commercial Officers of Southern Alameda County (COSAC). This unit
held five (5) commercial vehicle inspection days in 1994, which resulted in 88 citations
issued for overweight and equipment violations of commercial vehicles which operated
within the City. These inspection days were conducted at the following intersections
within the City of Dublin: Dougherty & Dublin Blvd., San Ramon Rd. & Dublin Blvd. and
Dublin Blvd. at Hacienda. Dublin Police traffic officers participated in 15 commercial
vehicle inspection days outside of the City as members of the COSAC unit. Officers
that belong to COSAC travel to member jurisdictions to assist member agencies in
commercial vehicle enforcement as part of a reciprocation to an assistance agreement.
This allows each member jurisdiction to have equal access to commercial vehicle
inspection days to promote safety of commercial vehicles that travel through the
individual cities and reduce damage to City streets.
During Calendar Year 1994, four (4) inoperative vehicles were abated from private
property, and 61 abandoned vehicles were towed from City streets. Traffic officers
towed 45 vehicles incident to arrests, and towed an additional 22 vehicles due to
collisions.
Both hand-held and fixed unit radar are in use to enforce speed laws. A radar
controlled speed indicator on a trailer has been used in selected areas to educate
drivers to the speeds of their vehicles. The radar trailer has been an effective tool to
discourage speeders in specific locations where the traffic unit has received complaints
from citizens and/or other officers.
The staffing level required to maintain the current level of service is adequate at this
time, but will be impacted by expansion of services to the East. (See
Recommendations)
C. CRIMINAL INVESTIGATION
The Investigations Bureau is currently comprised of 2.5 full time Detective-Sergeant
positions. In addition, one Detective Sergeant and one Detective-Deputy have the
responsibility for investigation all of the drug/narcotic related offenses. The.5
Detective-Sergeant position handles all juvenile related crimes. The remaining .5 of this
position is responsible for supervision of the Crime Prevention programs. Juvenile
investigation, Crime Prevention and Narcotics Investigation will be addressed
individually in greater detail in separate sections.
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The two Detective-Sergeants assigned to general investigations have over fifty-four
years of law enforcement experience between them. They have received specialized
training from state certified schools for various aspects of criminal investigation
including homicide, sexual assault, officer involved shootings, bank fraud, stolen
property investigation and computer generated crime. They are responsible for the
investigation of all persons/property crimes including; homicide, robbery, assault, sexual
assault, burglary, stolen vehicles, forgery and check fraud cases. The Investigations
Bureau maintains a flexibility that allows for any or all of the investigators to conduct
either joint or independent investigations depending on severity of cases received. This
flexibility has allowed the Investigation Bureau to continue to provide a high level of
service to the community while their case load has continued to increase. Shown below
are some of the property/persons workload indicators for the Investigation Bureau for
Calendar Years 1992 through 1994:
Property
Checks
Persons
TOTAL
Number of Investigation Cases Assigned
m2 . JJm
606 845
47 33
~ --AM
1086 1292
~
737
46
-2M
1447
c.
Cases assigned to Investigators increased 34% between 1992 and 1994. As the City
expands its boundaries, the number of cases reported will continue to rise.
During the holiday season, Dublin Police Services formed a multi-pronged task force
aimed at minimizing the impact of the traditionally high crime rate season. The task
force is coordinated by the Investigations Bureau and targets potential high crime areas
such as: retail shopping centers, commercial parking lots and high volume traffic areas.
The task force reviews crime trends daily and utilizes Crime Prevention personnel,
reserve officers, detectives and regular patrol personnel to address the issues. They
utilize a bicycle patrol unit within the commercial area to provide high profile deterrence.
This concept has been in effect for the past four years and has been highly received by
the community. The response from both the business community and the citizens has
been positive and the task force has been successful in holding the crime rate steady
during a very active time of the year.
Sergeants assigned to Investigations are also available to supplement duties as a
Patrol Watch Commander when the need arises. Detective Sergeants have had to act
as Watch Commanders when circumstances such as: scheduled vacations coinciding
with the unavailability of the vacation relief sergeant or other unforeseen personnel
shortages occur.
Crime trends with regards to fraud investigation have moved into a more sophisticated
use of computers in conjunction with counterfeit credit cards. This type of investigation
is very involved and requires a great deal more time to complete. The case load for
Investigations has reached its maximum level in order to maintain the level of service
the citizens of Dublin are accustomed to receiving. Any expansion to the east or west
end of Dublin will require additional staff or a reduction in the level of service. This
reduction in service would be reflected by some criminal cases (checks, stolen vehicles,
property) receiving no investigative follow up if there are no known suspects.
D. NARCOTICS INVESTIGATIONS
This unit is comprised of two investigators, a Detective-Sergeant who serves as the
supervisor of the unit, and a Detective-Deputy. The unit's primary focus is the
investigation of narcotic violations and of narcotic-related complaints from within the
community and surrounding areas. Investigators also assist patrol officers in the
investigation of on-view narcotic violations, interview potential narcotic suspects,
generate cases based on information developed within and outside the department,
and assist other investigators as required. When the unit is not working on narcotic-
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related cases, they are occasionally utilized to staff special investigations and to target
specific crime trends at the direction of the Chief of Police.
Shown below are some of the key narcotic enforcement workload indicators for
Calendar Years 1992 through 1994.
~ JJm 19M
Persons Investigated 58 48 32
Search Warrants 12 15 9
Cases Assigned 58 54 59
Drug Seizures ($ Value) $159,656 $62,442 $38,608
As the above statistics indicate, the number of cases assigned to the Narcotics Unit in
1994 increased by approximately 2%, when compared to cases assigned to the unit in
1992. The 45% reduction in 1994 narcotic-related arrests and the 76% reduction in
illegal narcotic/drug seizures (in comparison to 1992) is a result of turnover in
personnel. Such turnover was a consequence of normal rotation in the unit, as well as
due to an injury sustained by one of the unit's experienced investigators. Subsequent
to the injured investigator returning to work in May, 1994, unit productivity improved for
the remainder of Calendar Year 1994. An additional factor in the reduction of
narcotic/drug seizures was a change in the type of cases being investigated.
The staffing level required to maintain the current level of service is adequate at this
time.
E. JUVENILE INVESTIGATION
The Juvenile Investigation Unit is currently staffed by one half (.5) Detective/Sergeant
position..
The Detective/Sergeant assigned to this position is responsible for the investigation of
crimes involving juveniles and the investigation of Child Protective Services referral
cases. Particular emphasis is placed on child abuse and sexual molestation cases.
The following statistics outline workloads for this investigative position for Calendar
Years 1992 through 1994, including Child Protective Services cases.
NUMBER OF ~UVENILE CASES ASSIGNED/REFERRED
1992 ~ ~
Property 107 146 211
Persons 247 lli 22Q
TOTAL 354 291 431
As the statistics referred to above indicate, the number of cases assigned to the
Detective/Sergeant responsible for juvenile investigations increased 22% from Calendar
Year 1992 through Calendar Year 1994. However, the impact of the increase in the
number of cases assigned to this position cannot be completely measured in terms of
percentages. .It is important to note the significant change in recent years in regards to
the evolving sophistication of laws pertaining to juvenile investigations, particularly
those cases involving physical or sexual abuse of children. Such changes
considerably add to the amount of time required to investigate each juvenile case and
as a consequence, impose a significant time constraint on the person assigned to the
position.
The staffing level needed to maintain the Juvenile Investigation section at its current
level of effectiveness is considered inadequate for Fiscal Year 1995-96. (See
Recommendations)
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F. CRIME PREVENTION & COMMUNITY PROGRAMS
The Crime Prevention Unit is currently staffed by one half (.5) Detective Sergeant, one
(1) Deputy Sheriff and one half (.5) Community Safety Assistant (City employee)
positions.
Crime Prevention personnel provide services to both City residents and the business
community through "Neighborhood Crime Watch," and "Merchant Alert" programs.
Community Awareness presentations are conducted for the purpose of providing the
public with information relative to public safety issues. Additionally, Crime Prevention
provides for the distribution of safety literature through business, residential, and school
contacts, as well as maintaining the School Liaison Program, which offers education on
drug and alcohol abuse, and other safety issues.
In a continuing effort to provide the finest and most complete safety and information
program available to the citizens of Dublin, the Dublin Police Services Crime Prevention
Unit offers a multi-faceted program that is geared to the community's needs and
structured so that it can be responsive to new ideas and programs.
Neighborhood Crime Watch - This popular program continues to operate within the City.
Its cornerstone program, Neighborhood Watch, currently has 80 groups. New requests
for additional groups continue to come in to the Crime Prevention Unit.
Merchant Alert - The Merchant Alert Program currently has 105 active members formed
into 11 interlocking alert lists. The Community Safety Assistant coordinates this group,
designed to provide information exchange between merchants on topics ranging from
suspects and their techniques to store security checks. The Crime Prevention Unit also
publishes and distributes a quarterly "Merchant's Alert Newsletter". Due to the vacant
Community Safety Assistant position, this newsletter was not published from March
1994 until April 1995.
Bank Alert - The Bank Alert Program has six (6) member banks. The Community
Safety Assistant coordinates this group which was established to maintain
communication between banks. The Crime Prevention Unit also publishes and
distributes a newsletter with information relative to police/banking interests.
Community Awareness - Dublin Police Services offers awareness programs that deal
with a wide range of issues.. During 1994, the Department and the Dublin Unified
School District continued to work together to provide the Drug Awareness and
Prevention Program to all levels of Dublin students with 126 public and private school
presentations to a total of 6,559 students. Other programs offered through Community
Awareness include personal safety and rape prevention; senior safety and security;
home and business security; robbery, shoplifting, check/credit card theft, and fraud
prevention, adult drug awareness and resistance; bicycle safety and licensing' and
other services such a child fingerprinting which are provide on an as-requested basis by
community groups.
Safety Literature - The Dublin Police Service continues to provide a wide range of
safety and security literature to the general public on a variety of subjects. This
information is available to the public, free of charge, at several locations throughout the
City including the Police Station and the public library. During 1994 a total of 6,366
pieces of literature were distributed in the City.
School Liaison - Dublin Police Services works closely with the educational community,
maintaining a seat on the Dublin Joint School District School Attendance Review Board
which monitors children with truancy problems. Dublin Police Services is committed to
working with the School District and private schools system to identify, locate and
reintroduce truants into the school system to foster continuing education for the student.
The officer's liaison with the schools (public and private) promotes good relations
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between the staff, students and the police, and educates staff and students alike to the
availability of a wide range of community awareness programs tailored for school age
children from kindergarten through high school.
The staffing level needed to maintain support services at its current level of service is
considered inadequate for Fiscal Year 1995-96. (See Recommendations)
G. SUPPORT SERVICES
The Dublin Police Services has expanded its Support Services Staff during the present
contract period. The section added one (1) Sheriff's Technician to the existing staff of
two (2) Specialist Clerks and one (1) Secretary.
The Sheriff's Technician is responsible for maintaining custody and control of all
incoming property/evidence. The Sheriff's Technician is also responsible for carrying
out Court orders requiring the destruction and/or release of property. He must also
research past cases in order to conduct an ongoing purge of property no longer
required held by law. The Sheriff's Technician also conducts the fingerprinting program
held for the public. This program allows the public to come in during pre-determined
hours to be fingerprinted for license applications, passport applications, etc.
In addition to the above tasks, the Sheriff's Technician also takes minor counter reports
such as: petty thefts, vandalism, lost or stolen property and "cold" auto burglaries. This
has helped to alleviate the need to bring a patrol officer off the street to write these
reports.
The Specialist Clerks work five days a week (Monday - Friday), utilizing staggered
hours to provide office coverage from 7:30 am to 5:00 p.m.. The duties of the two
Specialist Clerks include records management, legal document processing, parking
citation processing, inventory/stock control, data input of all reports and citations into
the Alameda County mainframe records system and general receptionist duties.
A number of additional tasks have been added to the duties of the Specialist Clerks
during the present contract period. Based on new state law, the City became
responsible for the judicial process regarding all parking citations. The initial
administrative process for all citation appeals is dealt with by the Specialist Clerks. It
also'required a separate filing and tracking system to be set up and maintained. The
City also established some n~w fees regarding release of towed vehicles and the State
instituted a required fee on repossessed vehicles. This added to the administrative
tasks already in place for both Specialist Clerks. One other area that has influenced
the workload of the Specialist Clerks is in the number of requests for public records
from agencies who take the information and use it for commercial purposes. While this
is a legal use, it is time consuming for Staff when requests are made for the copying of
the records. Staff must review the entire record, remove all non-public information and
then make a copy of each record for the requester.
The workload of the Specialist Clerks is going to increase with the implementation of a
State mandated document purge procedure. There are a number of criminal reports
that come under State mandate for purging from the system after specific time periods.
The law also provides for the purging of other documents which meet specific
guidelines. Space limitations have made it necessary to begin the planning and
development of a system for the retention and destruction of police records.
The Secretary I provides administrative support for the Chief of Police, the
Administrative Lieutenant and the Detectives. This position performs a wide variety of
clerical and secretarial tasks including: accounting and monitoring of County budget
service and supply expenditures utilized by the City, compiling of monthly crime
statistics and payroll reporting.
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The staffing level needed to maintain support services at its current level of
effectiveness is considered inadequate for Fiscal Year 1995-96. (See
Recommendations)
H. ADMINISTRA TION/ON-SITE COMMAND
Dublin Police Services is commanded by a Captain who is the On-site Commander and
functions in the capacity of Chief of Police. The On-site Commander is responsible to
the City Manager. He attends the weekly department head meetings and meets on an
as-needed basis with the City Manager for the purpose of briefings and discussion of
local matters. This position is directly responsible for preparation of the budget, review
of operations, development of goals and objectives and long range planning. The On-
site Commander is also responsible to the Alameda County Sheriff's Department for
completing his management functions and responsibilities incidental to those required
by the City. The On-site Commander directly oversees the Lieutenant and his
operations, Crime Prevention/Community Services and the Narcotic Investigations
Un~ .
The Lieutenant position is a direct subordinate to the Captain and is available to fill in
as acting On-Site Commander in the Captain's absence. In addition, the Lieutenant
provides assistance to the Chief in developing and monitoring the department budgets,
development and attaining department goals and objectives and development of
administrative projects as assigned. The Lieutenant is responsible for case
management and supervision of investigations, supervision of patrol sergeant/watch
commanders and overseeing the patrol operations, supervision of support services staff
and administrative functions, including direct involvement in development of policy and
procedures. He provides liaison with City, County, State and Federal agencies for
utilization and implementation of statistical reporting and legal opinions. He is
responsible for scheduling personnel (staffing/vacation/schools), development of annual
staff training plan and coordinating all budget purchases. He also is the Department's
press relations officer.
I. DISPATCH SERVICE
Dispatch Services are provided to Dublin Police Services by the Alameda County
Sher:iff's Department consolidated dispatch center. Dispatch activities include: (1)
receiving calls for service; (2) broadcasting details to patrol officers; (3) completing
checks of computer records for officers in the field; (4) notification of other agencies or
emergency service organizations; and (5) other related duties.
Alameda County is responsible for the hiring, training, and supervision of their dispatch
personnel. The consolidated dispatch center provides its service 24 hours per day and
utilizes the Computer Aided Dispatch (CAD) program as its method of operation.
III. FUTURE IMPACTS ON POLICE SERVICES
A. EASTERN DUBLIN ANNEXATION NO.1
The approved annexation of property located in eastern Dublin will increase the scope
of responsibility for Dublin Police Services on October 1, 1995. Police Services is
currently responsible for an area that encompasses approximately 9.01 square miles.
The annexation will increase the area of responsibility to 11.41 miles. Such an increase
will place a greater demand on Police Services in terms of calls for service, traffic
enforcement, officer initiated observations, and high visibility patrol. In order to maintain
the current level of service to the community once the annexation is realized, it is
recommended that two (2) patrol officers and the associated equipment be added to
supplement existing Police Services Staff.
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B. HOMART PROJECT
The proposed Homart Project is a commercial development similar in size to the
existing area of Dublin that includes the area bordered by Dublin Blvd. on the south,
Amador Valley Blvd. on the north, Regional Street on the west, and 1680 on the east.
By utilizing the area described as a basis for comparison, it is projected that there will
be 4,028 police contacts a year at the Homart Project for Police Services. The
completion of the Homart Project will significantly affect the ability of Police Services to
maintain the current level of service provided to the community. Consequently, such an
effect will result in the need for additional Police Services personnel.
It is recommended that upon completion of Phase I of the Homart Project, two (2) patrol
officers and associated equipment be added to the existing Staff at Police Services.
Also at the time of the staffing analysis.it was determined that .5 of a clerical position
would be needed to handle the added workload once Phase I of the project is
completed. However, further evaluation'shows that an Administrative Assistant position
is needed to accomplish mandated support functions, not a clerical position. Once the
development becomes fully occupied or generates a substantial workload it is
recommended that an additional one (1) patrol officer position and one (1) investigator
position be added to Police Services as a means of meeting the increased demands
resulting from the Homart Project. The addition of the proposed Staff will also facilitate
the implementation of a "beat system" for Police Services, an element believed to be
necessary to insure a high level of service as the community continues to expand. The
need for the additional personnel related to the completion of Homart Phase I is not
anticipated until Fiscal Year 1996-97.
C. DUBLlN/PLEASANTON BART STATION
It is anticipated that BART will become operational in the City of Dublin during Fiscal
Year 1996-97. Once the Eastern Dublin BART Station is open, it is anticipated that
additional impacts on Police Services workload will occur as described in the attached
report from the Police Chief. The impact of BART on the community and the ability of
Dublin Police Services to maintain the current level of service provided to the
community will require close monitoring in the future.
VI. COST OF SERVICES
Shown below is a historical cost comparison of contract service costs for Police Services.
CURRENT
SERVICE
BUDGET ESTIMATED LEVEL
DESCRIPTION 1994-95 1994-95 1995-96
Personnel $2,590,842 $2,555,002 $2,572,813
Vehicles 16,065 11 ,276 16,491
Indirect Charges 152,294 150,183 171,328
Dispatch 220,354 220,354 264,424
Admin - Financial Svcs 14,769 14,512 14,769
Services & Supplies 36.094 40.199 43.962
Total $3,030,418 $2,991,526 $3,083,787
For Fiscal Year 1994-95, projected Police Contract expenditures are approximately $39,000
less than budgeted. This decrease is primarily due to a lower amount of overtime costs
experienced than projected.
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For Fiscal Year 1995-96, the cost of maintaining the Current Service Level under the contract
is projected at $3,083,787. This amount represents an increase of $92,171 or 3% more than
estimated 1994-95 expenditures. The primary contributing factors to this increase are as
follows.
1. Personnel - salary increases for certain bargaining units within the Sheriff's Department
will go into effect in 1995-96 and additional overtime is recommended which reflects a
more historical usage of overtime. It is important to note that the projected personnel
costs for the Current Service Level does not include the results of a negotiated salary
increase for the Deputy Sheriff's Association, which could take place in November of
1995.
2. Indirect Charges - The Sheriff's Department has recently reviewed its indirect charges
to the City to determine that an increase in the indirect charges is justified. Since 1982,
the County has charged the City an indirect charge of 5.73%. This charge is applied
currently to all costs other than dispatch. costs which already has the indirect cost built
into the Dispatch Service cost.
The Sheriff has offered the City two options with respect to indirect charges. The first
option would be a three year agreement which would lock in an indirect charge of
7.81%. The second option would be a five year agreement which would lock in an
indirect charge of 6.47%. Staff is recommending that the Council approve a five year
agreement at an indirect charge of 6.47%.
3. Dispatch Services - In 1994-95, the Sheriff notified the City that the County's
Consolidated Dispatch Operations had been evaluated and it had been determined that
Fire Dispatch Service costs were too high and Law Enforcement Service Dispatch costs
were too low based on cost per call experience for each service. Last year the Sheriff
indicated that based on this new method, the City of Dublin's Dispatch Service cost
would total $446,000. Since this would be a significant increase in the City's Dispatch
Services costs, the Sheriff proposed phasing in the implementation of the new Dispatch
Service costs over a five year period with a 20% increase each year. Fiscal Year 1994-
95 was the first year for the implementation of the new Dispatch Service cost. Fiscal
Year 1995-96 is the second year of the phase in program. The cost for Dispatch
Services for Fiscal Year 1995-96 are approximately $44,000 more than Fiscal Year
1994-95.
In addition to contract services necessary to provide the Current Service Level, two additional
patrol officers to serve the Eastern .Dublin Annexation Area #1 are recommended effective
October 1, 1995. It is estimated that the contract costs related to these two positions would be
approximately $129,000.
In addition to the Indirect Costs identified above, the City also is charged by the County for
insuring services provided under contract which include Police, Animal Control, and Traffic
Signal Maintenance. Although services other than Police are covered by this insurance, the
primary exposure is for Police Services. The insurance premium for Fiscal Year 1995-96 is
$23,198 and is included within the City's Insurance Budget Activity.
VII. COMPARISON OF CITY VERSUS CONTRACT POLICE COSTS
Personnel
Staff has reviewed the costs of providing contract Police personnel versus In-House Police
and determined that the costs of providing personnel for an In-House Police Department
would be higher than under the current contract arrangement. It should also be pointed out
that the current contract provides certain advantages with respect to the provision of personnel
by the County. These advantages include:
1) The County is able to spread Workers' Compensation costs and other benefits over a
larger base. This provides advantages potentially unavailable to a smaller Police
Department.
11
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2) The contract requires the County to replace Personnel when individuals are absent ten
or more days due to illness or injury. This avoids the impact of increased overtime or
understaffing which would occur with a City Police Department.
3) The contract arrangement provides a direct relationship for the Alameda County
Sheriff's Department, which increases access to the resources of the Sheriff's
Department in the event that mutual aid is required.
4) The contract provides for the County to assume all aspects of Personnel,
Administration, (i.e. hiring, training, discipline, collective bargaining, etc.) which if the
City had to provide for an In-House Police Department, there would be the need to hire
additional employees in other City Departments to support the Police Operation.
Dispatch
Although as noted above, the City's Dispatch costs are rising and will have substantially risen
by the Fiscal Year 1998-99, Staff has determined that there is still a cost saving in having
Alameda County provide Dispatch as opposed to the City providing Police Dispatch In-House.
Although the savings are not as great as they were in previous years, they are still enough to
continue to contract for Dispatch Services. .
It is Staff's conclusion that the provision of Municipal Police Services through a contractual
arrangement with the Alameda County Sheriff's Department still has many advantages to the
City and is the most cost effective method of providing quality Police Services to the Dublin
community.
VIII. RECOMMENDED MODIFICATIONS TO POLICE SERVICES CONTRACT
The Mayor and City Manager have met with Sheriff Plummer to discuss the terms of a new
agreement between the City and the County. A new agreement for Police Services has been
developed for Council consideration which is substantially the same as the City's current
agreement, with the exception of the term of the agreement (five years) and specifying the
indirect charge for the term of the contract.
With respect to the services to be provided under the new contract for Fiscal Year 1995-96,
the City Manager and Police Chief recommend the following levels of services.
A. PATROL
Two new patrol officers for Eastern Dublin Annexation #1
B. JUVENILE INVESTIGATION
Increase amount of overtime (see 1995-96 Budget) to handle increased investigation
workload.
C. CRIME PREVENTION
Increase amount of overtime (See 1995-96 Budget) to provide adequate supervision to
Crime Prevention Activity.
D. SUPPORT SERVICES/CLERICAL
Increase amount of overtime (See 1995-96 Budget) to provide adequate service until
new Support Service position is added following new development in Eastern Dublin.
The amount of overtime will fluctuate for B, C, & D above with the case/workload experienced
in 1995-96.
h1pollcelcontractlrev3
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RESOLUTION NO. - 95
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF DUBLIN
***************************
APPROVING THE AGREEMENT BETWEEN
THE CITY OF DUBLIN AND THE COUNTY OF ALAMEDA
FOR LAW ENFORCEMENT SERVICES
WHEREAS, the County of Alameda and the City of Dublin entered into an
agreement for Law Enforcement Services on July 1, 1992; and
WHEREAS, the current agreement will expire on June 30, 1995; and
WHEREAS, the City of Dublin wishes to continue contracting for Law
Enforcement Services with the CountY of Alameda.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City
of Dublin does hereby approve the agreement by and between the City of Dublin
and the County of Alameda for Law Enforcement Services as described in
Exhibit A attached hereto and by reference made a part hereof.
BE IT FURTHER RESOLVED that the Mayor should be authorized to execute
the agreement on behalf of the City of Dublin.
PASSED, APPROVED AND ADOPTED this th day of June, 1995.
AYES:
NOES:
ABSENT:
Mayor
ATTEST:
City Clerk
cldoclagenda/resopolc
EXHIBIT 1
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AGREEMENT
ENFORCEMENT OF STATE LAWS AND CITY ORDINANCES
THIS AGREEMENT, made and entered into this first day of July, 1995 by and between the COUNTY OF ALAMEDA,
hereinafter referred to as "COUNTY", and the CITY OF DUBLIN, hereinafter referred to as "CITY";
RECITALS
(1) The CITY's current agreement with the COUNTY to provide Law Enforcement Services was entered
into on July 1, 1992 and expires on June 3D, 1995.
(2) The CITY has requested that the Sheriff of the COUNTY of Alameda continue to provide law
enforcement services in the enforcement of State laws within the area of the CITY until June 30, 2000.
(3) The CITY is desirous of contracting with the COUNTY for the enforcement by the Sheriff of CITY
ordinances within the area of the CITY until June 30, 2000.
(4) The CITY and COUNTY may review annually, in March of each year, the level of service provided
within the CITY and mutually agree on appropriate adjustments.
(5) The CITY and COUNTY agree that there shall be annual cost-of-Iiving adjustments and operational
cost increases. Annual cost-of-Iiving adjustments shall include, but are not limited to, salary increases granted by the
COUNTY. "
The COUNTY shall review and update annually, in March of each year, the cost of providing services to the
CITY and provide the CITY with projected cost adjustments.
THEREFORE, THE PARTIES HERETO AGREE AS FOllOWS:
I. SERVICES TO BE PERFORMED
(a) The COUNTY agrees, through the Sheriff of the COUNTY of Alameda, to enforce CITY ordinances
and State laws within the corporate limits of CITY to the extent and in the manner hereinafter set forth.
The enforcement of such CITY ordinances shall be in connection with, and as an incident to, the
performance of the Sheriff's law enforcement functions within the area of the CITY.
The level of enforcement services shall be that same basic level of service as shown on the
organization chart attached hereto as Exhibit A and made part hereof by this reference.
On an annual basis, the CITY shall review the desired level of enforcement services with Sheriff's
Department representatives. Exhibit A shall reflect the number of personnel assigned pursuant to the terms of this
agreement. Exhibit A may be modified on an annual basis to reflect desired changes in the level of service. Such
modification shall be effective upon approval by City Council and COUNTY. In no case shall the level of service
provided be less than that which is provided to the unincorporated area. The COUNTY shall strive to meet the
requested level of service, provided that the request would not be detrimental to the provision of adequate police
enforcement.
When the CITY requests a modification to Exhibit A which requires additional personnel, the COUNTY
shall make every effort to provide said personnel within ninety (90) days. If the increase in personnel will be delayed,
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the COUNTY shall notify the CITY of the anticipated date beyond 90 days the additional personnel will be assigned.
Said notice shall also indicate the reasons why a delay is encountered.
The CITY may request a modification to Exhibit A which requires a decrease in personnel. If
personnel reduction occurs in accordance with the annual contract review, said reduction shall be effective July 1 of the
affected Fiscal Year; However, CITY shall give the COUNTY a minimum of 30 days notice. If personnel reduction
occurs during the course of the Fiscal Year, said reduction shall occur within ninety (90) days.
Upon request by the CITY, the Sheriff or his designated representative shall meet with CITY
representatives who may provide input on the selection of the On-Site Commander. The input shall focus on the type
of background, experience and other factors which are pertinent to the provision of services pursuant to this
agreement. The selection and assignment of the On-Site Commander shall be mutually agreed to by the City Manager
and the Sheriff. In the event of a dispute, the final decision shall be at the sole discretion of the Sheriff.
The rendition of services pursuant to this agreement, the standards of performance, the discipline of
officers, and other matters incident to the performance of such services and the control of personnel so employed, shall
remain in the COUNTY. In the event of dispute between the parties as to the extent of the duties and functions to be
rendered hereunder, or the level or manner of performance of such service, the determination thereof made by the
Sheriff of the COUNTY shall be final and conclusive as between the parties hereto. Services performed hereunder
shall not include the supplying of crossing guards.
(b) To facilitate the performance of the services to be performed pursuant to the agreement, it is hereby
agreed that the COUNTY shall have full cooperation and assistance from the CITY, its officers, agents and employees.
(c) For the purpose of performing the services hereunder, COUNTY shall furnish and supply all necessary
labor, supervision, equipment, communication facilities, and supplies necessary to maintain the level of service to be
"
rendered hereunder. The CITY, in its sole discretion, may choose to furnish and supply certain supplies and
equipment, such as but not limited to vehicles, office furnishings and equipment.
(d) Whenever the COUNTY and CITY mutually agree as to the necessity for the Sheriff to maintain
administrative headquarters in the CITY, CITY shall furnish at its own cost and expense all necessary office space,
furniture, and furnishings, office supplies, janitorial service, telephone, light, water, and other utilities. In all instances
where special supplies, stationary, notices, forms and the like must be issued in the name of the CITY, the same shall
be supplied by the CITY at its expense.
It is expressly understood that the COUNTY shall operate a short-term detention facility located in the
CITY, in accordance with all applicable laws. The facility shall be used to temporarily hold persons arrested by Dublin
Police Services until cited, released, or transported to another facility.
It is expressly understood that in the event a local administrative office is maintained in the CITY for the
Sheriff, such quarters may be used by the COUNTY Sheriff in connection with the performance of its duties in territory
outside of the CITY and adjacent thereto, provided, however, that the performance of such outside duties shall not be
at any additional cost to the CITY. The COUNTY shall reimburse the CITY for the cost of providing such facilities to the
extent that such facilities are used for activities outside the City of Dublin. (This paragraph is not operative under
mutual aid response.)
(e) The COUNTY agrees to provide three (3) unmarked vehicles equipped with police communications
and safety equipment. The age and condition of the cars shall be comparable to vehicles used by Sheriff for similar
duties in the unincorporated area of the COUNTY.
The CITY shall pay to the COUNTY a monthly lease cost for such vehicles which is established on an
annual basis. Also, there shall be an additional charge for maintenance based on the number of miles of service the
vehicle is used.
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The CITY shall have the ability to terminate the lease of the vehicles during the term of this agreement,
provided that the CITY notifies the COUNTY in writing no later than April 1 st. The lease shall be terminated on the 30th
day of June following the notice, unless the two parties mutually agree to a different date.
(f) The COUNTY agrees to replace police or civilian personnel assigned to the CITY who have been
absent from duty for more than ten (10) working days as a result of illness or injury. Replacement shall occur at the
end of the ten (10) day period during which the employee was absent.
In the event of absences due to the use of vacation leave, compensatory time off, retirement! or other
excused absence, the COUNTY also agrees to replace police or civilian personnel when such an absence extends
beyond twenty (20) consecutive working days. The replacement in such situations shall occur at the end of the twenty
(20) day period in which the employee was absent.
(g) The COUNTY will continue to provide training related to the provision of municipal police services to
personnel assigned pursuant to this agreement.
II. LIABILITY
(a) All persons employed in the performance of the services and functions for CITY pursuant to this
agreement shall be and shall remain COUNTY employees, and no person hereunder shall have any CITY pension, civil
service, or other status or right.
"
(b) CITY shall not be liable for any liability for the direct payment of any salary, wages, or other
compensation to COUNTY personnel performing services hereunder for CITY, or any liability other than that provided
for in this agreement.
CITY shall not be liable for compensation or indemnity to any COUNTY employee for injury or sickness
arising out of his employment.
(c) The CITY will assume liability and pay the cost of defense and hold the COUNTY harmless from loss,
costs or expenses caused by the negligent or wrongful act or omission of CITY officers, agents and employees
occurring in performance of this agreement. In addition, when liability arises pursuant to Section 830, et seq., of the
Government Code, by reason of a dangerous condition of public property of the CITY, the CITY shall assume liability
and pay the cost of defense and hold the COUNTY harmless from loss, costs or expenses caused by the negligent or
wrongful act or omission of CITY officers, agents and employees, whether or not arising in the performance of an
agreement between the parties hereto.
(d) The COUNTY will assume liability and pay the cost of defense and hold the CITY harmless from loss,
qosts or expenses caused by the negligent or wrongful act or omission of COUNTY officers, agents and employees
occurring in the performance of this agreement. In addition, when liability arises pursuant to Section 830, et seq., of the
Government Code, by reason of a dangerous condition of public property of the COUNTY, the COUNTY shall assume
liability and pay cost of defense and hold the CITY harmless from loss, costs or expenses caused by the negligent or
wrongful act or omission of COUNTY officers, agents and employees, whether or not arising in the performance of an
agreement between the parties hereto.
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III. INSURANCE
Whatever insurance agreement between CITY and COUNTY is in effect during the term of this contract shall
apply hereto and is fully incorporated herein by reference.
IV. COST AND BILLING PROCEDURES
(a) CITY shall pay for actual cost of services provided under this agreement at rates to be determined by
COUNTY in accordance with the policies and procedures established by the Board of Supervisors. The actual cost of
service shall include an indirect charge of 6.47% applied against all service costs provided for in this agreement with
the exception of dispatch services. The indirect rate of 6.47% shall not be increased during the term of this agreement.
(b) The COUNTY shall deliver to CITY within thirty (30) days after the close of each quarter an itemized
invoice which covers the actual costs of all services performed during said quarter, and CITY shall pay COUNTY
therefore within thirty (30) days after the date of delivery of said invoice.
If such payment is not received by COUNTY at the office which is described on said invoice within
thirty (30) days after the date of receipt of said invoice, COUNTY is entitled to recover interest thereof. Said interest
shall be at the rate of one percent (1%) per calendar month or any portion thereof calculated from the last day of the
month in which the services were performed.
V. FINES & FORFEITURES
"
a) The distribution of fines and forfeitures under Section 1463 et. seq. of the Penal Code shall be made as
though the Deputy Sheriffs performing under this contract were employees of the "City."
VI. COMPLIANCE WITH APPLICABLE LAWS
In performing the services to be provided pursuant to this Agreement, COUNTY shall comply with all applicable
state and federal laws and regulations, including but not limited to laws and regulations relating to discrimination and
laws requiring injury and illness prevention programs.
VII. FORFEITED AND UNCLAIMED PROPERTY
a) Any unclaimed property coming under the control of COUNTY personnel performing the services to be
provided pursuant to this Agreement shall be disposed of pursuant to the provisions of Chapter 2.40 of the Dublin
Municipal Code.
b) When property described in Health and Safety Code Section 11470 is seized by COUNTY personnel
performing the services to be provided pursuant to this agreement, COUNTY shall take such actions as are necessary
to forfeit such property to CITY and where property is forfeited to CITY, the proceeds shall be distributed pursuant to
the provisions of Health and Safety Code Section 11489.
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VIII.TERMINATION
This agreement shall have an effective date of July 1, 1995, and shall run for a period of five (5) years ending
June 30, 2000. The agreement may be modified at any time by mutual written consent or terminated upon six (6)
months prior written notice by either party.
ATTEST:
CITY OF DUBLIN
By:
City Clerk
By:
Mayor
APPROVED AS TO FORM:
By:
City Attorney
ATTEST:
Darlene Bloom
Interim Clerk of the Board of Supervisors
COUNTY OF ALAMEDA
By:
Deputy
By;,
President, Board of Supervisors
APPROVED AS TO FORM:
Kelvin H. Booty, Jr., County Counsel
By:
Deputy
cldoclrca/polcagmt
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DUBLIN POLICE SERVICES
CONTRACT STAFFING CHART
EXHIBIT A
UNDERSHERIFF
10%
ON-SITE COMMANDER
1 CAPTAIN
COMMUNITY SERVICES
.5 PATROL SERGEANT
.5 CRIME PREVENTION SERGEANT
1 OFFICER
NARCOTIC/VICE
INVESTIGATIONS
1 SERGEANT
1 OFFICER
"
SUPPORT SERVICES
1 LIEUTENANT
I
I
PATROL
4.5 SERGEANTS
15.5PATROL OFFICERS *
2 TRAFFIC OFFICERS
CLERICAL SERVICES
1 SECRETARY I
2 SPECIALIST CLERKS
1 SHERIFF TECHNIOAN
INVESTIGATIONS
2.5 DETECTNE SERGEANTS
.5 PATROL OFFICER
* Inc1udes2 Patrol Officers.to be added 10/1/95.
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DATE:
June 16, 1995
~
FROM:
James W. Rose, Chief of Police Services
TO:
City Council
Richard Ambrose, City Manager
SUBJ:
IMPACT OF BART
d
The fact that BART will become operational in the City of Dublin in the relatively
near future will most certainly result in changes to the City, most of which will be
positive. However, although BART will be beneficial to the City for a variety of
reasons, it will also bring with it some concerns. In order for Dublin Police Services
(DPS) to understand and anticipate the effect that BART will have on the City, I
solicited information from my staff, BART Police Department staff, and other law
enforcement agencies who have BART operational in their jurisdictions. Such
information was obtained as a means of gaining insight into the impact and effect of
BART on Dublin.
The following is a summary of what we can expect in Dublin as a result of BART
becoming operational in the city. The primary concerns were addressed in three
different sections, Criminal, Traffic, and Parking. The summary is concluded with a
brief overview of BART crime statistics and a Recommendations/Conclusions section
pertaining to how we should proceed in anticipation of BART becoming operational
in the City of Dublin.
CRIMINAL
I. Activity/Concern - Criminal Activity on BART Property
Criminal activity such as auto thefts and auto burglaries are the most common
crimes that occur on BART property.
Effect on Dublin Police Services:
There will be minimal direct effect on Dublin Police Services. BART P.D. will
handle crimes that occur on their property. In-progress crimes occurring on
EXHIBIT 2
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BART property might require an initial DPS response in the event that BART
P.D. has an extended arrival time. In that event, DPS would be required to .
take such action as stabilize the scene, make detentions of suspects as necess-
ary, summon emergency medical assistance, or set perimeters. Upon BART
P.D. arrival at the scene, they would assume responsibility for the incident.
Other agencies estimate that they assist BART P.D. from twice a month to
twice a week.
Effect on Citizens of Dublin:
Dublin citizens who become victims of crime on BART property will deal
directly with BART P.D.
Bart Action/Response:
BART has a 24 hour operational police department that responds to requests
for police service. BART might on occasion request cover or a supporting role
(collecting evidence, crowd control, etc.) from Dublin Police Services.
Otherwise, BART P.D. is the sole responsible agency for crimes occurring on
BART property.
"
II. Activity/Concern - Criminal Activity to Areas Outside BART Property
Crimes such as auto theft, auto burglaries, robberies, shoplifting, intoxicated
subjects unable to care for themselves, forgery, credit card fraud, "bad"
checks, etc. are expected to occur more frequently at locations outside BART
property.
Effect on Dublin Police Services:
DPS "Calls for Service" are expected to increase, resulting in an increased
workload for Patrol, Investigations, and clerical.
Effect on Citizens of Dublin:.
The effect on the citizens of Dublin who become victimized by crime is
obvious. The increase in criminal activity and the associated "Calls for
Service," will effect the current level of service provided to, and expected by,
citizens of Dublin.
BART Action/Response:
BART P.D. may respond in a supporting role to assist Dublin Police Services in
the investigation of criminal activity. BART may provide cover to DPS
officers, provide intelligence in regards to recent crime trends in the area, and
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BART P.O. has a canine unit available that could be utilized by Dublin Police
Services upon request.
III. Activity/Concern
There is a possibility of an increase in the number of unauthorized solicitors/
peddlers who arrive in Dublin via BART to conduct their business.
Effect on Dublin Police Services:
It is impossible to definitively determine the number of individuals who will
arrive in Dublin via BART to conduct unauthorized solicitation. Any increase
in unauthorized solicitation will undoubtedly result in a related increase in
"Calls for Service" to the Patrol Section.
Effect on Citizens of Dublin:
There is expected to be an effect on the citizens of Dublin in terms of the
the annoyance and frustration resulting from interruptions by peddlers
soliciting at citizen's homes, as well as in and around local Dublin shopping
facilities. ,.
BART Actions/Response:
BART P.O. would have no response to this concern.
IV. Activity/Concern
There is the possibility of an increased presence of gangs from outside areas
arriving in Dublin via BART.
Effect on Dublin Police Services:
Information obtained from other law enforcement agencies has been that on
occasion, inner city gang members may go to other cities for a variety of
reasons. DPS might be effected if this in fact materializes due to gang-related
activity, such as controlled substance violations, violent crime, weapons
violations, graffiti-related vandalism, and general disturbances. "Calls for
Service," number of reports written, etc., could increase. Additionally,
training time regarding outside gang activities and methods of operation
would need to be scheduled and provided for DPS personnel.
Effect on Citizens of Dublin:
Gangs and gang-related activity has been kept to a minimum in Dublin. Any
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increase at all in such activity is undesirable and would have an adverse
effect on Dublin residents.
BART Action/Response:
BART P.D. would be useful in terms of providing information to DPS
pertaining to the arrival of outside gangs to the City of Dublin and any
intelligence information regarding their purpose for being in town. In the
event of a major gang-related incident, BART P.D. could serve in a support-
ing role (cover, etc.).
V. Activity/Concern
Santa Rita releasees walking to the BART station from the jail may be
committing crimes enroute and/or hanging around the BART station and the
surrounding area.
Effect on Dublin Pollee Services:
There will be minimal effect/change in regards to the current situation.
There are currently buses that arrive four times a day on Monday through
Friday at Santa Rita Jail for the purpose of transporting releasees from the
area to a BART station. In the event that a releasee does not choose to wait
at the jail for an available bus, he or she ordinarily will walk to a bus stop in
Pleasanton or Dublin. Once BART becomes operational in Dublin/Pleas-
anton, releasees will depart from the area via the Dublin/Pleasanton BART
station. It Is currently not known whether or not bus service will be provid-
ed from the Santa Rita Jail to the Dublin BART station, or what the
availability of BART express buses will be in Dublin once the BART station
becomes operational. Releasees who are creating difficulties or loitering on
BART property will be dealt with by BART P.D. Releasees who are creating
difficulties in the City of Dublin, away from BART property, will be handled
by DPS, but the current situation is not one that has been marred by serious
and/or consistent problems. As eastern Dublin is further developed, the
situation could possibly become more of a concern.
Effect on Citizens of Dublin:
The current situation is such that the majority of Santa Rita releasees depart
from the area via a bus from the Santa Rita Jail, limiting the contact that
Dublin citizens have with releasees. However, increased releasee contact
with Dublin residents and others utilizing the BART service will occur once
BART becomes operational in Dublin. This will undoubtedly occur due to
the fact that releasees will depart from the area via the Dublin/Pleasanton
BART station, as opposed to departing via a bus from the Santa Rita Jail.
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BART Action/Response:
BART P.O. will handle problems associated with Santa Rita Jail releasees
that occur on BART property.
TRAFFIC
I. Activity/Concern
Dublin Blvd. from Hacienda Dr. to Dougherty Rd. will experience an
increase in traffic when BART becomes operational.
Effect on Dublin Police Services:
It is anticipated that the increased number of vehicles using Dublin Blvd. to
access BART will require an increase in the need for Dublin Police Services
presence in that area.
Effect on Citizens of Dublin:
"
Dublin Senior Civil Engineer Mehran Sepehri has indicated to Dublin Police
Services that Dublin Blvd. from Hacienda Dr. to Dougherty Rd. has
sufficient capacity to handle the increase in traffic in the area due to BART.
Consequently, there will be minimal effect on Dublin citizens.
BART Action/Response:
BART P.O. would not ordinarily be responsible for traffic-related issues on
City of Dublin streets. However, in the event that BART P.O. officers
observe a serious vehicle code violation occur on City of Dublin streets in
proximity to BART property, they have jurisdiction and limited approval
from their administration to enforce the applicable laws.
II. Activity/Concern
There will be an increase in traffic from 1580 onto Hacienda Dr. by citizens
using that route to access BART.
Effect on Dublin Police Service$:
As with Dublin Blvd., increased vehicular traffic on Hacienda Dr. will result
in the need for increased DPS presence.
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Effect on Citizens of Dublin:
Based on current information that indicates Hacienda Dr. has an adequate
capacity to handle increased traffic due to BART becoming operational,
the effect on Dublin citizens should be minimal.
BART Action/Response:
As previously stated, BART P.D. has limited traffic-related authority on
City of Dublin streets.
III. Activity/Concern
Improvements to Dublin Blvd. near the access roads to BART (such as
street lights and sidewalks) are expected to be delayed until areas
surrounding Dublin Blvd. are developed. BART will become operational
prior to that occurring.
Effect on Dublin Police Services:
The lack of improvements to Dublin Blvd. near the access roads to BART,
combined with the increase in BART-related traffic, is considered to be a
potential safety risk. Inclement weather conditions will further effect the
traffic hazards in the area to vehicles, bicycles, and pedestrians. Strict
enforcement of the Vehicle Code by DPS personnel will be necessary in
order to reduce the risk of accident.
Effect on Citizens of Dublin:
lack of lighting and no sidewalks in the area pose a potential safety risk to
Dublin residents and others using that route to access BART. In the event
that BART parking facilities have reached capacity, citizens will seek alter-
native parking arrangements (Pak-N-Save, etc.) and walk on Dublin Blvd. to
access BART.
BART Action/Response:
As previously stated, BART has limited traffic-related authority on City
of Dublin streets.
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PARKING
I. Activity/Concern
There is some concern pertaining to whether or not the Dublin/Pleasanton
BART station will have adequate parking for vehicles. Per BART P.O.
Commander Gary Gee, most BART parking lots are "usually full" by 7:00
A.M. on weekdays. Leo Rachal of the BART Planning Department also
indicated that because the Dublin/Pleasanton station is a "terminal" station,
the available parking will usually be occupied by 7:00 to 7:30 A.M. It is
unclear how soon after the Dublin/Pleasanton BART station becomes oper-
ational that the parking availability at the station will reach capacity. How-
ever, considering the fact that the Dublin/Pleasanton station is a "terminal"
station, and based on the fact that existing BART stations have parking lots
that are "usually full," parking at the Dublin/Pleasanton BART station is a
potential concern. The current estimate for available vehicle parking in the
north {Dublin} lot is 1,317, while the estimate for the south {Pleasanton}
lot is 1,300, for a total parking availability of 2,617.
Effect on Dublin Police Services:
"
Dublin Police Services has been informed by City Engineer Mehran Sepehri
that the two access roads leading from Dublin Blvd. to BART, and Dublin
Blvd. in the area of the BART station, will be marked as "No Parking" zones
Once the BART parking facilities reach capacity, individuals will be search-
ing for areas to park. Some might choose to park where it is prohibited,
requiring DPS enforcement. Individuals will park their vehicles in remote
areas, resulting in thefts from the vehicles, or theft of the vehicles. Con-
sequently, DPS personnel will need to respond for investigation of those and
other crimes.
Effect on Citizens of Dublin:
An obvious inconvenience will be imposed on Dublin residents who choose
to utilize BART services, but who do not have ample parking space in order
to park in proximity to the BART station.
BART Action/Response:
None apparent.
BART CRIME STATISTICS
The following statistics were obtained from BART representatives and have been
utilized by Dublin Police Services as an indicator of what type of criminal activity
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confronts BART P.O. and consequently, BART's patrons. Statistics pertaining to the
Concord station (an "end of the line BART station"), the Pleasant Hill station, and
the Walnut Creek station are illustrated. As a basis for comparison, consider that
the Dublin/Pleasanton BART station will average about 4,200 riders per weekday
after the station becomes established and develops a customer base. The total
number of vehicle parking spaces available at the Dublin/Pleasanton station will be
about 2,617 (including both the north and south lots).
Pleasant Hill Station:
1994 Weekday "Ridership" average:
Available vehicle parking spaces:
1994 BART P.O. Calls for Service:
1994 Part I Crimes:
1994 Auto Burglaries:
1994 Auto Thefts:
1994 Homicides:
1994 Rapes:
1994 Assault With Deadly Weapons:
1994 Robbery:
1994 Other Part I Crimes:
Concord Station:
1994 Weekday "Ridership" average:
Available vehicle parking spaces:
1994 BART P.O. Calls for Service:
1994 Part I Crimes:
1 994 Auto Burglaries:
1994 Auto Thefts:
1994 Homicides:
1994 Rapes:
1994 Assault With Deadly Weapons:
1994 Robbery:
1994 Other Part I Crimes:
Walnut Creek Station:
1994 Weekday "Ridership" average:
Available vehicle parking spaces:
1994 BART P.O. Calls for Services:
1994 Part I Crimes:
1994 Auto Burglaries:
"
6,935
3,245
704
130
33
49
o
o
o
o
48
7,470
2,575
2,160
246
105
40
o
o
2
10
89
5,055
2,293
750
58
18
8
.
e
1994 Auto Thefts:
1994 Homicides:
1994 Rapes:
1994 Assault With Deadly Weapons:
1994 Robbery:
1994 Other Part I Crimes:
13
o
o
o
o
27
CONCLUSIONS
There is no way of telling with certainty what types of incidents, or how many, will
occur that require police personnel. I think by looking at the activity at BART
stations, as well as talking with other law enforcement agencies, we have a pretty
good idea that we can expect the workload to increase. How much of an increase, I
can't say, but when it does, it will impact the level of service we are currently
providing to the community, resulting in the need for additional personnel and
equipment.
The issue of additional personnel and equipment as a result of BART is not of
immediate concern due to the proposed addition of personnel as a consequence of
the Homart project. In the event that the Homart project does not become a
reality, then the need for additional personnel as a result of BART will require
review.
RECOMMENDATIONS
· Dublin Police Services should continue to work with City Planning and
Engineering in addressing infrastructure concerns pertaining to BART.
· Dublin Police Services will continue to participate in open dialogue with
representatives of the BART Police Department as a means of discussing crime
and traffic related issues that concern each respective agency, as well as the
communities that we serve.
· The need for additional DPS personnel as a result of BART should remain open
for consideration, pending evaluation of the effect that BART has on Dublin
residents and DPS, as well as the status of the Homart project and other
proposed eastern Dublin developments.
9