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HomeMy WebLinkAbout8.2 Police Svcs ContractCITY CLERK FILE # 0600-40 AGENDA STATEMENT CITY COUNCIL MEETING DATE: June 20, 2,00 SUBJECT: Police Services Contract Evaluation ,,Prepared by: Richard C. Ambrose, City Manager, Gary Thuman, Chief of Police, and Police Services Staff ATTACHMENTS: 1) Resolution Approving Proposed Five Year Agreement with Alameda County Sheriffs Office for Police Services/Draft Agreement 2) Report regarding Dispatch Services RECOMMENDATIONS:/~ '~1) Receive Report 2) Adopt Resolution Approving Agreement FINANCIAL STATEMENT: See below- DESCRIPTION: Pursuant io 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 Office. The current contract has a term of five years and expires on June 30, 2000. '" QUALITY OF SERVICES PROVIDED PUBLIC I!N~FORMATION 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 fzom Investigations and Administration Staff. Publie service information is also available and handed out at the Police station. COPIES TO: Sheriff Charles Plummer ITEM NO.~ Be DEPARTMENT VISIBILITY Dublin Police Services continues to maintain high visibility within the community. This 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 263,212 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 completed (570 foot patrols during 1999. Dublin Police Services instituted a part-time bicycle unit during Fiscal Year 1994-95. Since that time the unit has been utilized during the holiday period to provide visibility in the commercial parking areas; during parades to assist with traffic and crowd' control; to provide patrol and traffic control services at f-Iacienda Crossings; and to address specific c~ne 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 when possible. TURNOVER At the request of the CID" Council the following information regarding contract employee turnover has been included in this contract review. Currently, there are 36 sworn and 4 non-sworn contract employees assigned to Dublin Police Services. All of the officers assigned to Dublin Police Services are experienced in patrol duties. The average Sergeant has been assigned to Dublin Police Services for 2.3 years, is 41 years of age and has 17 years of law enforcement experience. The average Patrol Officer has been assigned to Dublin POlice Services for 3 years, is 39.. ye. ars of age and has 11 years of taw _enforcement experience. The following table shows the stuffing changes over the past five years: Sworn Contract Personnel Non-Sworn Contract Personnel 1995 1996 1997 1998 1999 3 7 8 7 1 0 1 0 0 The increased turnover in Calendar Year 1999 can be attributed a variety of circumstances. Of the eleven personnel changes, two (2) personnel were promoted and transferred to other assignrnents within the county; and two (2) officers are on long-term disability and have been replaced by other contract personnel. One (1) sergeant with over thirty-four (34) years of service to the County retired; one (1) officer resigned from the Sheriff's Office and the remaining five (5) personnel were transferred to assignments outside Dublin. 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 through input from the community. The Police Chief and the City Manager regularly receive communications from the community commending Police Services ":,Staff for their excellent work. Staffhas included the following excerpts from some of these commendations. "Every year we are fortunate to have a representative from the Dublin Police Department spend time in each classroom teac ,h~n, g our children about the dangers of drags, alcohol, smoking and stranger safety..." ~ "... a wonderful job taking the girls around the various areas. She presented herself in a very professional manner.., enjoyed her helpful, cheerful work attitude." "...you were friendly and efficient." "...they treated us with re.speet, kindness and enthusiasm... We are happy that Police Departments are doing this kind of service for the security' of our children." "Because of your tireless efforts and excellent child safety resources and'education.., we are .making a significant contribution towards the achievement of this goal." "Your dedication to this program demonstrates that social responsibility is alive and well..." "I was involved in an accident ... I would like to comm. _end him on his demeanor... I really _appreciated his professional behavior. He showed both p-arties kindness and concern and at no -time did h'e rush or aggravate an already upsetting situation." "I did my ride along ... was extremely courteous and informative. He was eager to answer my questions and discuss police procedures. I was impressed by his knowledge and professionalism. He clearly exemplified an attitude of wanting to serve and protect the community." "With the assistance of several of your deputies we were able to locate and arrest the suspects. A short time later we located two more suspects and connected them to the crime." "Thank you so much for all the work you did for me in order to remm my purse to me... I just wanted to let you know how grateful I am for your effgrts." "Our garage door was left open.., workbench lights were illuminated exposing several hundred dollars worth of tools and garden equipment. The officer rang our doorbell to alert us of this and offered to check our premises. We ,feet secure in knowing that our police department displays care, and concern for the security of their citizens. We appreciate the profesSionalism and sincerity this officer showed us .... and thank you for hiring the best to serve in our police deparUnent." During Calendar Year 1999, Dublin Police Services received 38 written commendations, recogn/zing staff's 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 four written citizen complaints. The nature and findings of the complaints were as follows:. Racism - Not Sustained (Allegation can neither be proved or disproved.) Excessive Force - Unfounded (Allegation did not occur.) Rude/Discourteous - Unfounded (Allegation did not occur.) False Report -~ Unfounded (Allegation did not occur.) v II. ADEQUACY OF SERVICES PROVIDED A. PATROL SERVICES Patrol services to the City of Dublin are provided by the Alameda County Sheriffs Office. At this time there are six (6) pa/rol sergeants and seventeen (17) uniformed patrol officers assigned. Additionally, there are two (2) officers and one (1) sergeant assigned to full-time traffic enforcement duties. One (1) full-time officer assigned to investigations augments patrol services when needed. This position is assigned to patrol to support units when crime trends indicate that a shift needs support to address a specific crime problem. Dublin Police Services fields an average of 5 patrol officers (including traffic officers) and 1.9 patrol supervisors (including the traffic sergeant) on the. .day shift (6 a.m. - 2 p.m.); 4.6 patrol officers and 1.6 patrol supervisors on the swing shift (2'P.-ha. - 10 p.m.); and 4 patrol officers and :1.6 patrol-supervisors on the midnight shift (10 p.m. - 6 a.m.). 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 initiate 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 4 criminal activity in the City, utilizing information bulletins that have been developed specifically by patrol staff and investigations personnel for this purpose2 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. Shown below is a comparison of the key patrol service workload indicators for Calendar Years 1995 through 1999: 1995 ~ 19.9.6 1997 1998 1999 Calls for Service 35,780 38,236 39,116 35,981 39,976 Reports Written ~ 3,191 3,205 3,447 5,272 / 4,963 Arrests - All Crimes 764 998 1,340 1,210 1,344 Total Patrol Miles Driven 239,407 235,128 280,075 252.261 263,212 Staff is recommending additional personnel be added during Fiscal Year 2000-2001 in order to maintain the current level of service. (See Recommendations.) TRAFFIC ENFORCEMENT One sergeant and two full-time officers are dedicated to traffic enforcement as mentioned above. During Calendar Year 1999, the traffic unit participated in traffic enforcement, radar speed enforcement, accident response and investigations, commercial vehicle enforcement, community safety awareness programs, child safety seat checkpOints, drunk driving checkpoints, vehicle abatement from private property, and towing of abandoned vehicles from the street. Shown below are some of the key traffic enforcement' ~rkload indicators for Calendar Years --1995 through 1999: 1995 Citations Issued * 6,293 Accidents Investigated 380 Injury Accidents Investigated 15 Non-Injury Accidents Investigated 365 Fatal Accidents InveStigated 0 · Includes citations issued by patrol 1996 1997 1998 1999 6,235 7,211 6,672 7,308 394 403 434 -' 453 49 69 85 110 344 334 349 343 1 0 0 0 Both traffic officers are members of the County Commercial Vehicle Enforcement Unit and the Commercial Officers of Southern Alameda County (COSAC). This unit held two (2) commercial vehicle inspection days in 1999, which resulted in 25 citations issued for overweight and equipment violations of commercial vehicles that operated within the City. These inspection days were conducted at the intersection of Tassajara Road and Interstate 580. Dublin Police traffic officers participated in 10 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 reciprocation for assistance. This allows each participating agency's to have equal access to commercial vehicle inspection days in their respective-jurisdictions. This allows the promotion of commercial vehicle safety for vehicles that travel throughout all the cities and reduces damage to City.streets. During Calendar Year 1999, nineteen (19) inoperative vehicles were abated from private property, and ninety-six (96) abandoned vehicles were towed from City streets. Traffic officers towed thirty (30) vehicles incident to arrest, and towed an additional twenty-five (25) 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 their vehicle speeds. The radar trailer was utilized on 210 days in 1999. 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. Staff is recommending additi~)nal personnel be added during Fiscal Year 2000-2001 in order to maintain the current level of service. (See Recommendations.) CRIMINAL INVESTIGATION The Investigations Section is currently comprised of one (1) full-time Detective-Sergeant position and two (2) Detective-Officers. One (1) additional Detective,Officer is responsible for crime trend investigations. The Narcotic Investigations... So. ction is comprised of one Detective- _Sergeant and one Detective-Officer. "' - PERSONS/PROPERTY CRIMES The Detective-Sergeant and Detective-Officers assigned to general investigations have over thirty years of law enforcement experience. They have received specialized training from:state certified schools for various aspects of criminal investigation including: homicide, sexual assault, vehicle theft, computer crimes, interviewing and interrogations, adolescence communication skills, police bicycle skills, and arson investigation. The Detective-Sergeant and Detective-Officers are responsible for the investigation of all persons/property crimes including, but not limited to: homicide, robbery, assault, burglary, auto theft, forgery, check and credit card fraud, and sex crimes. One Detective-Officer is specifically responsible for the investigation of juvenile crime cases, as well as child abuse and sexual molestation cases. The Crime Trends Officer au~m-nents patrol, and works bicycle patrol and special investigations based on specific crime trends occurring within the City. The Investigations Section maintains a flexibility that allows for any or all of the investigators to conduct either joint or independent investigations depending on the severity of cases received. This flexibility has allowed the Investigations Section to continue to provide a high level of service to the community. Shown below are some of the property/persons workload indicators for the Investigation BUreau for Calendar Years 1995 through 1999: Number of Criminal Investigation Cases Assigned 1995 1996 1997 1998 1999 Property 671 770 580 ,,'~ 809 527 Checks 37 30 83 95 100 Persons 514 399 281 282 214 TOTAL 1,222 1199 944 1186 841 Cases assigned to Investigators decreased 31% between 1995 and 1999. This decYease is attributable to a proactive law enforcement approach on the part of uniformed officers and a related significant increase (24%) in the number of patrol generated arrests of adults. In addition, there has been a marked increase in the utilization of foot patrol within the City from 1995 through 1999, with such patrol efforts increasing by 86%. During the holiday season, Dublin Police Services establishes a multi-faceted task force aimed at minimizing the impact of the.traditionally high crime rate season. The task force is coordinated by the Investigations Section 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/retail areas to provide high profile deterrence. This concept has been in effect for the past nine years and has been well received by the community. The response from both the business and residential communities has been positive and the task force has been successful in preventing criminal activity during the holiday season, .a..t[aditionally active time of the year for law enforcement - - The Sergeant assigned to general investigations, as well as the Narcotics and Crime Prevention Sergeants, are also available to supplement duties as Patrol Watch Commanders when the need arises. NARCOTICS This unit is comprised of two investigators, a Detective-Sergeant who serves as the supervisor of the unit, and a Detective-Officer. The unit's primary, focus is the investigation of narcotics- related violations and complaints from within the community and surrounding areas. Narcotics Investigators also assist patrol officers in the investigation of on-view narcotic violations, interview potential narcotic suspects, generate cases based on information developed wqthin and outside the department, and assist other investigators as required. When the unit is not working on narcotic-related cases, they are 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 narcotics enforcement workload indicators for Calendar Years 1995 through 1999. 1995 1996 1997 1998 1999 Persons Investigated 35 54 43 36 49 Search Warrants 14 15 13 12 17 Cases Assigned 30 29 51 35 33 Drug Seizures ,, ,. ($ Value) $112,136 $124,699 $134,279 $253,752 $101,395 The staffing level required to maintain the current level of service is adequate at this time. CRIME PREVENTION & COMMUNITY PROGRAMS The Crime Prevention Unit is staffed by the following contract employees: one (1) Detective Sergeant and one (1) Officer position. 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 ~'or 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 drag and alcohol abuse, and other safety issues. In a continuing effort to provide professional and the 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 co.~..~ty'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 118 groups, an increase from 79 groups that existed in 1995. New requests for establishment of additional Neighborhood Watch groups continue to be received by the Crime Prevention Unit. Merchant Alert - The Merchant Alert Program currently has 187 active members formed into 13 interlocking alert lists. The Community Safety Assistants coordinate these groups which are designed to provide an information exchange between merchants on topics ranging from suspects and their techniques, to store security evaluations. The Crime Prevention Unit also publishes and distributes a quarterly "Merchant's Alert Newsletter." Seven (7) banks are active in the Merchant's Alert program and are routinely provided with up-to-date crime trend information specific to bank security. Communiw Awareness - Dublin Police Services offers awareness programs that deal with a wide range of issues. During 1999, 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 141 public and private school presentations provided to a total of 3,377 students. Other programs offered through Community Awareness included 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; and child safety seat checks. Bicycle safety, licensing and other, services, such as child fingerprinting, are provided on an as-requested basis to community groups. Safety Literature - Dublin Police Services 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 Services facility and the public library. During 1999, a total of 20,411 pieces of literature were distributed throughout the City. " ~ School Liaison ' Dublin Police Services works closely with the educational community. Dublin Police Services is committed to working with the School District and private school system to assist in fostering student's educational experience and to provide a safe environment in which they may learn. The officer 'liaison with the schools (public and private) promotes good relations between faculty, students and the police. The officer educates both staff and students in regard to available community awaren.ess programs tailored for children from kindergarten, through high school. Staff is recommending additional personnel be added during Fiscal Year 2000-2001 in order to maintain the current level of service. (See Recommendations.) SUPPORT SERVICES Dublin Police Services Support Staff consists of one (!)...S~eriff's Technician, 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 mandating the destruction and/or release of property. She also must conduct extensive research of past cases in order to maintain compliance with property/evidence purging legal requirerdents. The Sheriff's Technician conducts the fingerprinting program available to the public. This program allows citizens to be fingerprinted at Dublin Police Services during pre-determined hours for license applications, passport applications, volunteer positions, etc. In addition to the above tasks, the Sheriff's Technician also takes some misdemeanor or incident counter reports such as: petty thefts, vandalism, lost or stolen property and "cold" auto burglaries. This has assisted the Patrol Section in terms of "freeing up" such staff and allowing them to provide proactive police services. The Specialist Clerks work five days a week, utilizing staggered hours to provide office coverage from 7:30 am to 5:00 pm. The duties of the two Specialist Clerks include records management, legal document processing, parking citation processing, data input of all reports and' citations into the Alameda County mainframe records system, document purging, and general receptionist duties. The Secretary I provides administrative support for the Chief of Police, the Lieutenant and the Detectives. This position performs a wide variety of clerical tasks, including: accounting and monitoring of County budget activity, purchase of supplies from the~County budget, and payroll reporting. Staff is recommending additional city persoimel be added during Fiscal Year 2000-2001 in order to maintain the current level of service. ADMINISTRATION/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 Chief 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 relevant matters. This position is directly responsible for preparation of the budget, review of operations, development of goals and objectives, and long range planning. The Chief' is also responsible to the Alameda County Sheriff's Office for completing his management functions and responsibilities in addition to those required by the City. The Chief supervises one Lieutenant and is responsible for the overall operation of Dublin Police Services. The Lieutenant position is subordinate to the Chief and is available to fill in as acting On-Site Commander in the Chief's absence. In addition, the Lieutenant provides assistance to the Chief in developing and monitoring the department budge, t,..development and implementation of _departmental goals and objectives, and completion of ini§cellaneous projects as assigned. The -Lieutenant .is responsible for case management and supervision of investigations, supervision of patrol sergeant/watch commanders and overseeing patrol operations, support services staff and administrative functions, including direct involvement in development of policy and procedures. He is responsible for Scheduling personnel (staffing/vacation/schools), and development of the annual staff-training plan. He also is the Department's press relations officer. ~. Staff is recommending additional personnel be added during Fiscal Year 2000-2001 in order to maintain the current level of service. (See Recommendations.) G. DISPATCH SERVICE Dispatch Services are provided to Dublin Police Services by the Alameda County Sheriffs Office 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. 10 At the request of the City Council, staff has completed an analysis of the City's dispatch alternatives (see Attachment 2 for a detailed report). Although the City's dispatch costs are rising, staff has determined that it is still less costly to contract with Alameda Count3' for the service, as opposed to the City providing this service in-house. The analysis found that annual costs to operate, an in-house dispatch center are estimated .to be approximately $1,242,706, whereas, the Alameda County Sheriff's Office charge for Fiscal Year 2000-2001 is $678,690, a savings of $564,016. In addition, the City would incur start-up costs $2,405,800. III. COST OF SERVICES Shown below is a historical cost comparison of contract costs for Police Services. DESCRIPTION CURRENT SERVICE ACTUAL BUDGET ESTIMATED LEVEL 1998-99 1999-00 1999-00 2000-01 Personnel "$3,354,855 $3,593,100 $3,716,063 $3,843,562 Vehicles 10,748 14,357 14,357 18,418 Indirect Charges 225,089 238,178 248,346 265,000 ,,~Dispatch 456,424 574,257 568,232 678,690 3rnin. - Financial Services 17,726 18,557 17,468 18,322 Services & Supplies 76,104 56,583 67,593 74,927 Total $4,140,946 $4,495,032 . $4,632,059 $4,898,919 For Fig~al Year 1999-00, projected Police Contract expenditures are approximately $137,027 or 3.0% more than budgeted. This increase is primarily due to higher than estimated costs for personnel overtime and employee benefits and higher than projected costs for services, and supplies necessary to support patrol services. For FisCal Year 2000-01, the cost of maintaining the Current Service Level under the contract is projected at $4,898,919. This amount represents an increase of $266,860 or 5.8% more than estimated 1999-00 expenditures. The primary contributing factors to this increase are as follows. Personnel - salary increases for certain bargaining units within the Sheriff's Office will go into effect in 2000-2001 and additional overtime is recommended which reflects a more historical usage of overtime. Indirect Charges - The Sheriff's Office has reviewed its indirect charges to the City to determine that an increase in the indirect charges is justified. Since 1995, the County has charged the City an indirect charge of 6.47%. This charge is currently applied to all police contract costs other than dispatch and liability insurance costs. (Liability insurance costs are included in the City's 11 Insurance Budget Activity, and the dispatch budget already has the indirect cost included.) For Fiscal Year 2000-2001, the proposed indirect rate is 6.7%. Dispatch Services - The cost for Dispatch Services for Fiscal Year 2000-01 is approximately $110,458 more than Fiscal Year 1999-00. The increased cost is due to increased calls for service and salary and benefit increases for dispatch personnel. ~ ~ In addition to contract services necessary to provide the Current Service Level, four Higher Service Levels which impact this contract are recommended as part of the Fiscal Year 2000-01 Budget. One school resource officer; one traffic officer, two patrol officers, and one sergeant's position upgraded to an operations lieutenant are requegted to address the City's expanding public safety needs. It is estimated that the contract costs related to these additional positions would be approximately $462,801. In addition to the indirect charges identified above, the County charges the City for insuring police services provided under contract. The insurance premium for Fiscal Year 2000-01 is $t24,702 and is included within the City's Insurance Budget Activity. IV. RECOMMENDED MODIFICATIONS TO POLICE SERVICES CONTRACT The City Manager met with the two Assistant Sheriffs to discuss the terms of a new police services agreement between the City and the County. A new five-year agreement for Police Services, terminating June 30, 2005, has been developed for Council consideration. This agreement is substantially the same as the City's current agreement, with the exception of the indirect charges for the term of the contract. The Sheriff has offered the City an agreement, which would in~r&a2se the indirect rate annually. The rate was calculated with a 3.5% cost of living adjustment for each year of the proposed five-year contract. The proposed rates are as follows: Fiscal Year 2000-01 Fiscal Year 2001-02 Fiscal Year 2002-03 Fiscal Year 2003-04 Fiscal Year 2004-05 6.70% 6.93% 7.17% 7.42% 7.68% With respect to the increased services to be provided under the new contract for Fiscal Year 2000-01, the City Manager and Police Chief recommend the following higher service levels to maintain an adequate level of service (See Exhibit A): A. SCHOOL RESOURCE OFFICER One new officer to act as a School Resource Officer at Dublin schools. 12 TRAFFIC ENFORCEMENT One new officer and a motorcycle to be assigned to the Traffic Unit for additional traffic enforcement. PATROL FOR HACIENDA CROSSINGS AND EMERALD GI,EN PARK Two new patrol officers and additional overtime for existing staffto handle increased calls for service and provide proactive patrol services at Hacienda Crossings and Emerald Glen Park. OPERATIONS LIEUTENANT One lieutenant position to manage patrol operations, which would be created through the upgrade of an existing Sergeant's position. V. RECOMMENDATION Staff is recommending that the changes. City Council approve the five-year agreement with the proposed 13 RESOLUTION NO. - 2000 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, 1,9,95; 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 1 attached hereto and by reference made a part hereof. BE IT FURTHER RESOLVED that the Mayor be authorized to execute the agreement on behalf of the City of Dublin. PASSED, APPROVED AND ADOPTED this 20th day of June, 2000. AYES: NOES: ABSENT: ABSTAIN: ATTEST: Mayor City Clerk ATTACHMENT 1 AGREEMENT ENFORCEMENT OF STATE LAWS AND CITY ORDINANCES THIS AGREEMENT, made and entered into this first day of July 2000 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 a~eement with the COUNTY to provide Law Enforcement Services was entered into on July 1, 1995 and expires on 30, 2000. $ 2. The CITY has requested that the Sheriff on 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, 2005. 3. The CITY is desirous of contracting with the COUNTY for the enforcement by the Sheriff of CITY ordinances with the area of the CITY until June 30, 2005. 4. The CITY and COUNTY may review annually, in March of each year, the level of service within the CITY and mutually agree on appropriate adjustments. 5. The CITY and COUNTY agree that there shall be annual cost-of-living adjustments and operational cost increases. Annual cost-of-living adjustments shall include, but are not limited to, salary increases granted by the COUNTY. The COUNTY shall review and update annually, in M/rch-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 ordinance and state laws within the corporate limits of CITY to the extent and in the manner hereina/ter 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 a 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 EXHIBIT 1 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. 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, 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 encour~ered. ~ The CITY may request a modification to Exhibit A that 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 the City decides to reduce the number of uniformed personnel provided by County under this Agreement, it shall provide County with at least ninety (90) dates notice of the intended reduction. If the City decides to reduce the number of non-nniformed personnel, it shall provide County with at least t.e.n (10)days notice of the reduction in force. Upon request by the CITY, the Sheriff or his designated representative shall meet with CITY Manager 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 that are pertinent to the provision of ser~dces 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 fmal decision shall be at the sole discretion of the Sheriff. The rendition of services pursuant to this agreement, the st~'adards of performance, the discipline o--T 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 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 tlznited to vehicles, office furnishings, and equipment. D. Whenever the COUNTY and CITY mutually agree as to the nece. ssity 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 and water, and other utilities. In all instances where special supplies, stationery, 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 of a local administrative office is maintained in the CITY for the Sheriff, such quarters may be used by the 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 the 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 by the COUNTY on an annual basis. Also, there shall be an additional charge for maintenance based on the number of miles of service the vehicle is us~df 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 I. The lease shall be terminated on the 30th day of June following the notice, unless the two parties mutually agree tq 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 provide training for its personnel related to the provision of municipal police services pursuant to this agreement. II. LIABILITY A. Ali 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 compensatior~to COUNTY personnel performing services hereunder fo,r~ CITY, or any liability other than that provided in this agreement. CITY shall not be liable for compensation or indemnity to any COUNTY employee for injury or sic 'kness arising out of his employment. C. Thc CITY will assume liability and pay the cost of defense and hold the COU2xri'Y 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 fmrh 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. Thc COUNTY will assume liability and pay thc cost of defense and hold the CITY harmless from loss, costs, or expenses caused by the p. egligent or wrongful act or omissiOn of COUNTY officers, agents, and employees occurring 'ih:the performance of this agreement. In ~ddition, when liability arises pursuant to Section 830, et seq., of the Government Code, by reason of a dangerous condition ofpubtic 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. 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 actn~! 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 applied against all service costs provided for in this agreement with the exception of dispatch services and the Risk Management Cost Allocation (currently appropriated as an Internal Service Fund). The 4 indirect charge is as follows: 6.70% in FY 2000-01, 6.93% in FY 2001-02, 7.17% in FY 2002- 03, 7.42% in FY 2003-04 and 7.68% in FY 2004-05. 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) da~ys.~,after the date of delivery of said invoice. If such payment is not received by COUNTY at thc office 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 begat 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 The distribution of fmes 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 "Ci~'." VI. COMPLIANCE WITI2I 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"*,ahe control of COUNTY personnel ~efforming 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. VIII. TERMINATION This a~eement shall have an effective date of July 1, 2000, and shall run for a period of five (5) years ending June 30, 2005. 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:. APPROVED AS TO FORM: By:. Mayor ,, ·~, By: .. City Attorney ATTEST: Crystal K. Hishida Clerk of the Board of Supervisors By: Deputy APPROVED AS TO FORM: Richard E. Winnie, County Counsel By:. Deputy ~.'LR. CALPolice a~eement final.doc By: COUNTY OF ALAMEDA President, Board of Supervisors 6 DUBLIN POLICE SERVICES CONTRACT STAFFING CHART " EXHIBIT A Investigations 1 Sergeant 3 Deputies Administration ! Lieutenant I I Narcotics Investigations 1 Sergeant 1 Deputy Assislant Sheriff 10% On-Site Conlnmnder 1 Captain I Clerical Services I Secretary I I ShedffTeclmician 2 Specialist Clerks Crime Prevention I Sergeant I Deputy 1 School Resource Officer Traffic Services 1 Sergeant 3 Deputies Operations 1 Lieutenant 1 Patrol Services 5 Sergeants '~ 19 Deputies City of Dublin Dispatch Option Analysis DESCRIPTION: At the City Council meeting on June 24, 1999, staff was instructed to explore the City of Dublin's alternatives with regard to dispatch. I. BACKGROUND Since incorporation in 1982, the City of Dublin has contracted for Police and Dispatch Services through the Alameda County Sheriff's Office. In 1993, Alameda County completed a cost analysis and restructuring of the Dispatch Center. It was determined during the analysis that Fire Dispatch Service costs were too high and Law Enforcement Service Dispatch costs were too low. In order to produce equity in the costs charged to each category, new fees were calculated on a cost per call basis. The attached letter from the Sheriffs Office dated March 3, 1994, explains the changes. This new fee structure dramatically increased the City of Dublin's contract costs for Dispatch Services. To reduce the immediate impact on the City of Dublin's budget, 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 Services cost, Following 'is the cost for dispatch services prior to implementation of the new costs (1993 - 1994) and the subsequent five years of the incremental plan: FISCAL YEAR COST 1993 - 1994 $183,628 1994- 1995 $220,354 1995 - 1996 $264,464 1996- 1997 $317,309 1997 - 1998 $380,771 1998 - 1999 $456,425 For Fiscal Year 1999 - 2000 dispatch costs are projected to be $568,232, a 24.5% increase from the final year of the five-year incremental plan. II. ALTERNATIVES The City of Dublin has two alternatives for Dispatch Services: continue to contract with the Alameda County Sheriff's Office; or create an in-house dispatch center. The primary advantage to the City of establishing its own dispatch center is direct accountability to the community. The City would have the ability to establish its own performance standards and ensure that high quality services are consistently provided to the community; however, significant start up costs would be incurred if the City of 1 ATTACHMENT 2 Dublin chose to create an in-house dispatch center. Additionally, establishing a dispatch center would be a lengthy process, taking more than a year to complete. The following is a general discussion of the costs associated with establishing a new dispatch center. III. COMPARISON: IN-HOUSE DISPATCH VS. COUNTY DISPATCH A. IN-HOUSE DISPATCH SERVICES 1. Initial Capital Costs The capital costs associated with creating a dispatch center are high. The costs vary depending on the type of equipment and computer systems chosen for the dispatch center; maintenance costs for the computer system; and specialized furniture costs. Radio Equipment The City would be required to purchase new radio equipment compatible with the new dispatch computer system. The radios and related maintenance are currently provided to Police Services under contract for a charge of approximately $5,000 year. Hand held radios and vehicle radios that conform to law enforcement standards cost approximately $2,500 per item. Based on Fiscal Year t 999-2000 staffing levels and the addition of a dispatch unit, approximately forty-two hand held radios, and eighteen vehicle radios would be required. Further costs would be incurred for a transmittal antenna; the cost of which is estimated to be $100,000. The radio equipment would need to be replaced every six years. These capital costs do not include estimates for repair and maintenance of this equipment. Equiliment Hand held radios $ 2,500 Vehicle radios $ 2,500 Antenna $100,000 Unit Cost # Required Total Cost 42 each $105,000 18 each $ 45,000 1 each $100,000 Total cost $ 250,000 Dispatch/Records Management Computer Systems Dispatch software is often integrated with the Records Management Software. Operational efficiency of the Dispatch Center and Records Section would increase with the purchase of integrated software. Integrated systems are more efficient than sepkrate systems, as the information the dispatcher enters can be automatically processed and v,511 appear during the Records Management phase, reducing the duplication of efforts when inputting reports. If the City chose this alternative, consideration should be given to hiring Records personnel that could be cross-trained to backfill in dispatch as needed and the dispatchers could perform a variety of Records functions such as assisting with data input and records maintenance when the call volume is Iow. Costs for hardware and software of integrated Records Management Systems and Computer Aided Dispatch centers range from $I,000,000 to $1,750,000. Costs would .also be incurred to obtain access to necessary computer information systems maintained by the Department of Justice, Department of Motor V~ehicles, National Crime Information Center and Alameda CountY warrant system. These costs again are dependent upon the tYpe of computer system in use and how the system connections are obtained. This is usually an annual access fee that cannot be predicted until hardware and software types are determined. Computer System Maintenance It would be beneficial to purchase a technical support and maintenance contract with the software and hardware as these computer systems are highly specialized. This makes it difficult for a person not familiar with the system to provide trouble shooting, maintenance, and upgrading of the system. These contracts can range from $25,000 to $75,000 per year depending on the level of service desired. Telephone System .. A new phone system for the dispatch center would be required. The system would need to support three types of phone classifications: a 911 system through Pacific Bell, an emergency number system directed to the dispatcher, and business numbers. Available functions would need to include a call recording system with instant call back 'capabilities; and a TDY option for the hearing impaired. Emergency Dispatch phone systems range from $150,000 to $200,000 dollars. The Dispatch Center would require specially desigued'5.uuiture. Three workstations would'be needed to accommodate personnel. One workstation would be designed as a call taker station and the other two would be confi~m.tred for the personnel assigned to the radio channels. Ergonomically designed chairs would be necessary, as the dispatchers are required to sit their entire shift at computer workstations. Furniture costs for dispatch workstations are approximately $75,000. '~ Building Renovation Further costs could be incurred to initially install the computer cabling and electrical system required to support the center. These costs would be dependent on the type of computer system chosen. The Police Services wing of the Civic Center would require some renovation and remodeling to establish the dispatch center. The area, which is currently used as the watch commanders' office, was constructed with sub-flooring under which all the electrical cords and cables could be run. However, the hardware and software for the computer system selected would determine the level of renovation necessary. An estimate of initial capital costs associated with a new dispatch center follows; the highest estimate from each cost range has been used: Radio Equipment Computer hardware & software Technical support contract Phone system Furnishings , Total estimated cost $ 250,000 $1,750,000 $ 75,000 $ 200,000 $ 75.000 $2,100,000 2. Personnel Costs Based on the City of Dublin's call volume, a minimum of two dispatch personnel per shift is required. During high cai1 volume time periods there could be a need for up to three dispatchers per shift. The most common shift configuration among dispatch centers is the eight-hour shift. The eight-hour shift configuration is assumed in this discussion to determine staffing schedu!.es. A total often dispatchers would be necessary to fully staff all shifts. Two dispatch personnel (one dispatcher and one lead dispatcher) would be assigned to each shift with overlapping rotations. One dispatch supervisor would be required to supervise the personnel and operations of the dispatch center..A total of eleven additional city employee positions would be assigned to Police Services. In order to determine the average market pay rate for dispatcher personnel a salary survey was distributed to several bay area cities, responses were received from thirteen of those cities. From those responses an average salary range,for.~ each position was calculated. The following estimates for personnel as shown belo'/~/~se the highest step in the salary range for each position classification. Annual Salary # of Positions Total Annual Salary Position Title And Benefits Required (All positions) Dispatcher $61,136 5 $305,680 Lead Dispatcher $67,735 5 $338,675 Dispatch Supervisor $75,551 t $ 75.551 Total I1 $719,906 These costs do not assume that a shift differential will be paid to employees working swing or midnight shifts. Additional funds would be needed for the hiring of overtime for personnel absent during periods of sick leave, vacation, and training. Dispatch overtime costs are estimated at $70,000, this amount would provide twenty-three days of coverage for each employee. Initially, costs to hire eleven personnel in this classification are estimated to be $30,800. Once the dispatch center has been established hiring costs are estimated to be $2,800 ' annually. This cost assumes there will be turnover of one position annually. 4 3. Services and Supplies Items such as office supplies and copier supplies would increase due to the increased workload completed on-site. These costs are estimated to be $10jl)(J0 annually. In order to ensure that the dispatchers are adequately trained, annual training costs would increase by approximately $6,000 - $8,000 per year. Initially, training costs would be even larger to guarantee that all personnel are trained in the dispatch center's policies and procedures and can correcdy operate the equipment and computer systems. Initial training costs are estimated to be approximately $125,000. This cost includes funding for hiring of a contractor to train of all employees on computer system use, training classes for inexperienced dispatchers, and salary and benefit costs for all employees during the duration of the training process. Dispatch policies and procedures are constantly changing, making it imperative that all dispatchers have the most recent information and training available to them. Additionally, there would be costs of approximately $2,000 associated with meetings and conferences the dispatch ~upervisor would be required to attend to maintain knowledge of innovations in emergency dispatching. 4. Consultant If the City assumed responsibility for dispatch services it would be necessary to hire a consultant who specializes in creating dispatch centers. A consultant would have the 'knowledge and back~ound to make long-term financial decisions about the type of dispatch hardware and software that would be best a:/ld~rovides options to expand the system.., as the City ~ows. A consultant would also have the necessary expertise to establish policies and procedures that would ensure effective and efficient dispatch operations. A consultant would charge $150,000 to undertake a project of this scope. 5. Indirect Costs Several indirect costs would be incurred if the City created an in-house dispatch center. Additional time would be required of Personnel to hire and provide training for the new employees. Insurance and workers compensation premiums would increase due to the increased number of city employees. Information Systems staff would experience a significant increase in time spent providing system maintenance and troubleshooting problems for Police Services. The Finance Department would be required to process payroll for the additional employees as well as process payments for additional vendors and equipment that would be necessary for operations in the dispatch center. With the increase in personnel, utility and maintenance costs would increase also. 6. Summary of Cost to Establish Dispatch Center The estimated start-up costs for creation of an in-house dispatch center are outlined below: Initial Capital Costs $ 2,100,000 Personnel Hiring $ 30,800 Training $ 125,000 Consultant $ 165.000 Total Start-Up Costs ~ $ 2,405,800 The annual estimated operating costs for a dispatch center are outlined below: Personnel (11 positions) $ 789,906 Personnel Recruitment $ 2,800 Training $ 8,000 Computer System Maintenance $ 75,000 Radio Maintenance .- $ 5,000 Meetings/Conferences $ 2,000 Miscellaneous costs (office supplies, copier, postage) $ 10,000 Internal Service Fund Charge $ 350,000 Total annual cost $1,242,706 ALAMEDA COUNTY SI-IE~FF'S OFFII2.ErCONTRACT Alameda County's Fiscal Year 2000-2001 charge for dispatch services is estimated to be $678,690. Under the terms of the agreement, Alameda County is responsible for the hiring, training, and supervision of dispatch personnel. Additionally, the Sheriffs Office provides all the equipment, maintenance and repair, supplies, liability insurance and support staff necessary to operate the center. In the past SheriffPlummer has indicated that he has serious liability concerns about dispatchers, other than those employed by Alameda Coimty, dispatching his police personnel. RECOMMENDATION: Staff recommends that the City Council continue to contract Dispatch Services through the Alameda County Sheriffs Office. The City's annual and initial capital cost savings to contract dispatch services are evident. Staff estimates annual operating savings to be $564,016 in Fiscal Year 2000-200t; and savings of $2,405,800 in initial expenses. In addition to the cost savings it is questionable whether the City would be able to continue to contract with the Sheriffs Office for Police Services if dispatch services were no longer provided by Alameda County personnel. COURTHOUSF., 1225 Fo42..LON STREW, ROOM 10~, OAKLAND, CA 94612-4B~1 CI-LA_RLE$ C. PLL~L~IEP~ S~ER~FF ~tARSHAL - CORONER - PUBLIC AD~f~-ERATOR DERECTOR OF EMERGENCY SERVICES March 3, 1994. James Rose, Chief Dublin Police Services 100 Civid Plaza Dublin, CA 94568 SUBJECT : Change in Calculation of User Fees for Consolidated Dispatch Services - Fiscal Year 1994-1995 Currently, there are two classifications of dispatch users that are billed by Consolidated Dispatch for dispatch services rendered. !. Primary Users: Alameda County Fire Department Sheriff's Department Field Services Emergency Medical Services District Dublin Police Services Dougherty Regional Fire Authority. Secondary Users: a. Alameda County Coroner's Bureau b. District Attorney c. Social Services d. Fairview Fire Department. The current method of billing Primary Users is derived by first compiling workload indicators to determine the percentage of usage of five radio consoles. This percentage is then applied to the entire budget of Consolidated Dispatch to obtain a cost figure for i~dividual-user billing. The applicable theory utilized is that it is necessary to have a dispatcher at the console, twenty-four hours a day to receive and dispatch calls for service, regardless of the actual numbe'r of.calls handled. Each Secondary User pays a percentage of one posted Emergency Services Dispatcher 'II position. The percentage is based on the number of Secondary Users receiving services. After a thorough review of the process, we have determined that the current method of billing Primary and Secondary Users is .. inequitable, particularly as it relates to fire and seconda~y Letter to Subject Dated Page 2 : Chief James Rose : Dispatch Fees : March 3, 1994 users. Recognizing that fire calls represent a'relatively small portion of the total calls for service, an alternative method of billing was explored, based upon actual "calls for service." Using this criteria, the total number of calls dispatched to all users was compiled a~d divided into the total budget cost for Consolidated Dispatch to achieve a "cost-per-call" figure. ~his figume was then applied to the total number of calls for all users. A second method for calculating fees, based upon the "cost per call", divided the budget into two parts: Fire Dispatch Operating Costs and Law Enforcement Dispatch Operating Costs. This produced a separate "cost-per-call" figure for each. individual Primary U~er's fees were then calculated, using the applicable "cost-per-call" figure. Secondary Users in both cases continue to pay a percentage of one posted Emergency Services Dispatcher II position. Beginning in Fiscal Year 199421995, user fees for Consolidated Dispatch Services will be calculated on a per-call basis. Current dispatch costs to Dublin Police Services are $183,628; under the new method, the fees will be ${46,737. This increase will be billed incrementally over a fi%~Lyear period, resulting ~n a 20~ increase as follows: Fiscal Year Amount 1994-95 1995-96 1996-97 1997-98 1998-99 $220,353.60 264,424.32 317,309.18 380,771.01 456,325.21 If you have any questions relative t° this matter, please feel free to contact Dispatch Manager Robert Bassett at (510) 667- 7726. Charles C. Plummet Sheriff CCP:DPG:-msp