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HomeMy WebLinkAboutItem 7.01 Police Services Contract Review (2) A CITY OF DUBLIN 5 30 AGENDA STATEMENT CITY COUNCIL MEETING DATE: June 26 , 1990 (Prepared by: Paul S. Rankin, Assistant City Manager and Lieutenant James W. Rose) SUBJECT Police Services Contract Evaluation and Proposed Amendment to Agreement EXHIBITS ATTACHED Exhibit 1: Resolution Amending Agreement with Alameda County Exhibit 2: Current Agreement Exhibit 3 : Dublin Police Services Staffing Analysis and Projections RECOMMENDATIONS P/0 Receive Evaluation, Make Appropriate Comments, and Adopt Resolution FINANCIAL STATEMENT : See Below DESCRIPTION In accordance with previous police contract evaluation criteria, Staff has evaluated those police services presently provided to the City under contract with Alameda County Sheriff's Department. An evaluation form has been attached for City Council use if individual Councilmembers wish to identify areas of improvement for the Police Department. In addition to evaluating service levels, recommendations are included for 1990-91 staffing levels. QUALITY OF SERVICES PROVIDED PATROL SERVICES Patrol service to the City of Dublin is provided by the Alameda County Sheriff's Department. Currently, there are five (5) patrol sergeants and fifteen (15) uniformed patrol officers assigned. Two of the fifteen (15) patrol officers are assigned to full-time traffic enforcement duties. The patrol sergeants are assigned as patrol Watch Commander, in charge of their respective watches. 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 and detectives, detail patrol officers to specific areas as needs determine, 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 -------------------------------------------------------------- COPIES TO: Sheriff Charles Plummer Undersheriff H.T. Garrigan ITEM NO. 1 expected to keep abreast of criminal activity in the city, utilizing information bulletins that have been developed specifically by the patrol staff 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. The officers assigned to Dublin Police Services are experienced in patrol duties. The average Sergeant is 40 years of age with 16 years of law enforcement experience. The average Patrol Officer is 35 years of age with 9 years law enforcement. Shown below is a comparison of the key patrol services provided to the community for calendar year 1989 as they compare with 1988 and 1987: 1987 1988 1989 Calls for Service 23,996 25,274 24,097 Reports Written 3,019 2,947 2,918 Foot Patrol (Hours) 810 314 828 Arrests - All Crimes 893 927 926 Total Patrol Miles Driven 198,762 190, 209 192 ,414 In 1983 , Part I crimes totaled 711, and the population of the city totaled 13 ,496. In 1989 , Part I crimes totaled 747 , and the population totaled 23 ,549. These figures indicate an increase of only 5% in Part I crimes while the population increased over 74%. Staff believes that staffing levels for patrol services are adequate for Fiscal Year 1990/91. TRAFFIC ENFORCEMENT Two full-time Patrol Officer positions are dedicated primarily to traffic control and are included in the total count of 15 Patrol Officers mentioned above. During the calendar year 1989, these officers participated in traffic enforcement, radar speed enforcement, accident response and investigation, commercial vehicle enforcement, community safety awareness programs, vehicle abatement from private property and towing of abandoned vehicles from the street. One traffic officer is a member of the County Commercial Vehicle Enforcement Unit. This unit held 4 commercial vehicle inspection days in the City of Dublin during 1989. The results of these inspections were 219 citations issued for overweight and equipment violations of commercial vehicles operating within the city. During calendar year 1989, 4 inoperative vehicles were abated from private property and 118 abandoned vehicles were towed from Dublin city streets. Both hand-held and fixed unit traffic radar are in use to enforce speed laws. A radar controlled speed indicator is utilized in selected areas to educate drivers to the speeds they are traveling. This equipment is used as part of an educational enforcement program. The goal is to provide driver awareness of their speed. Assigned traffic officers meet regularly with the Traffic Safety Committee (Police, Engineering, Public Works) to identify and solve traffic and safety related issues. This committee serves to reduce community generated complaints and to provide a problem solving mechanism for these citizen complaints. Shown below are some of the key traffic enforcement figures for 1989 as they compare with 1988 and 1987: dO 1 1987 1988 1989 Citations Issued 5456 6162 5504 Accidents Investigated 388 419 413 Injury Accidents Investigated 57 68 81 Non-Injury Accidents Investigated 329 351 332 Fatal Accidents 2 0 0 As part of the Staffing Analysis, the Police Chief has recommended the addition of .5 Sheriff's Technician to perform specified traffic related duties which would include: enforcing the parking ordinances of the City and the State, issuing citations for overtime and illegally parked vehicles; directing traffic at accident scenes or other locations; writing tow authorization reports, having vehicles towed and citing abandoned vehicles. This added position would allow the traffic officers to concentrate their activities to targeted traffic enforcement and work in tandem when needed. The City Manager did not include the additional position in the proposed 1990-91 budget. Although traffic volumes on City streets have increased, the work measures identified above do not reflect a need for additional personnel. The staffing of the traffic activity with two patrol officers was first approved with the fiscal year 1987-88 budget. Staff does not believe that the workload currently warrants an additional .5 full-time equivalent and no change is recommended. CRIMINAL INVESTIGATION The Investigations Division is currently comprised of 2 .5 full time equivalent detective positions. In addition, one Detective-Sergeants and a Detective-Deputy have the responsibility for investigating all of the drug/narcotic related offenses. There is also .5 full time equivalent Detective-Sergeant position that handles all juvenile related crimes and is also responsible for the supervision of the crime prevention programs. Crime Prevention is now staffed with a part-time civilian City employee and a full-time deputy position. Juvenile Investigation, Crime Prevention and Narcotics Investigation will be addressed individually in greater detail in separate sections. The two Detective-Sergeants assigned to general investigations investigate all other persons/property crimes including burglary, robbery, assault, sexual assault, stolen vehicles and check fraud and forgery cases. Together, the combined experience of all Detective-Sergeants brings a total of 90 years of law enforcement experience. Dublin Police Services investigators continued to maintain a high level of case closures in 1989, with a closure rate of all persons crimes at 83% and a closure rate for all property crimes, including check offenses and stolen vehicles at 64%. The following statistics outline workloads for these two investigators. The caseload information was taken from the 1989 annual calendar report. # of Investigation Cases Assigned 1988 1989 Property 582 577 Checks 34 27 Crime Against Persons 224 226 As shown, the investigation cases assigned in 1989 were consistent with the previous year. Although Detectives are assigned to specialized activities, as workloads fluctuate all members of the Investigations Division are capable of conducting investigations in the area where the need is the greatest. During this past holiday season, Dublin Police Services investigators put together a multi-pronged task force aimed at minimizing the impact of a traditionally high crime rate season. The investigators targeted potential high crime areas and times through statistical analysis and utilized a combination of personnel , consisting of crime prevention, reserve officers and beat officers in these areas, also incorporating a walking beat concept through the commercial areas for high-visibility deterrence. Because of the efforts of this task force there was no appreciable rise in crime, either commercial or residential, during the holiday season. The staffing level for general criminal investigations (persons/property/juvenile offenses) is considered adequate for Fiscal Year 1990/91. NARCOTIC INVESTIGATIONS During calendar year 1989, the level of narcotic activity occurring in the City of Dublin continued to increase as it has in past years. Based on seizures and arrests, the most prevalent drugs in this community during the past year have been meth- amphetamine, cocaine and marijuana. In November 1989, a second full-time narcotics investigator was added to the staff. This is a deputy position and he works directly with the Detective-Sergeant assigned to Narcotics. Since that time there has been an increase in the effectiveness of the narcotic unit. The total impact of adding a second position will be more measurable at the end of a twelve month period. Besides measurable increases in productivity, a factor that is difficult to measure, officer safety, has been increased. The team is able to undertake investigations, which typically required the use of personnel assigned to other activities. Also an important factor related to safety is liability risks which have been improved with the added position. The additional position now allows this unit to investigate more complex narcotic cases and investigate complaints related to vice crimes. When this unit is not working on narcotics related cases they provide the flexibility to staff special investigations. Shown below are some key narcotic enforcement workload measures for Calendar Year 1989 compared to 1988 and 1987: Narcotic Activity 1987 1988 1989* Persons Investigated 122 148 126 Search Warrants 12 20 15 Arrests 50 28 23 Drugs Seized ($ Value) $35, 631 $50, 000 $111,320 Asset Seizures ($ Value) 25,581 8 , 500 18, 382 *Second narcotics investigation position was only assigned for the final two months of the calendar year. The staffing level for narcotic investigations is considered adequate for Fiscal Year 1990/91 and staff has not recommended any changes in the proposed budget. JUVENILE INVESTIGATION/CRIME PREVENTION Due to the shared supervisor responsibility for both Juvenile Investigation and Crime Prevention programs, the analysis of these programs have been combined. The Detective-Sergeant assigned to this position is responsible for the investigation of crimes by and against juveniles. Particular emphasis is placed upon child abuse and sexual molestation cases. At the present tiny.., 50% of a sergeants position is dedicated to juvenile investigations and the other 50% is dedicated to community oriented programs, crime prevention and supervision of one full-time Crime Prevention Officer and a part-time civilian position working with crime prevention programs. In November 1989, a full-time Crime Prevention Officer was added to the staff. During the last part of 1989, this officer was primarily involved in orientation and training. He has been given on-the-job instruction and participated in presentations of the joint Dublin School District/Dublin Police Services drug abuse prevention program. The total impact of adding this position will be more measurable at the end of a twelve month period. However, the addition of this position allows for crime prevention to meet and maintain the goals and objectives established by the City Council. The staffing level for Juvenile Investigations/Crime Prevention is considered adequate for Fiscal Year 1990/91 and no changes are recommended. COMMUNITY PROGRAMS Dublin Police Services continues to provide the finest and most complete safety program to the citizen's of Dublin. The crime prevention unit has a multifaceted program that is responsive to community needs. Some of the services provided in 1989 are described below: Neighborhood Crime Watch -- The program continues to be popular and sought after as new neighborhoods are added to the city. One of our cornerstone programs, Neighborhood Watch, has grown to 108 watches in 1989 with additional programs presented in the first part of 1990. Merchant Alert -- The Merchant Alert Program has 98 members participating in 15 interlocking alert lists. A total of 15 new members were added in 1989. However, 22 participating merchants went out of business during this same time. Community Awareness -- Dublin Police Services offers several awareness programs dealing with an exceptionally wide range of issues. During this calendar year, the Department and the Dublin Unified School District implemented the Drug Awareness and Prevention Program into the public school system with 104 individual presentations to approximately 11 ,700 students. The program stresses an increased awareness for children as they grow older and are able to learn and understand more. Other programs offered under the umbrella of public awareness are: 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, earthquake and disaster training, bicycle safety and licensing and several other services presented on request. Safety Literature -- The Dublin Police Services provides a wide range of safety and security literature to the public on a wide range of subjects. This information is available to the public, free of charge, at four locations throughout the city. During the 1989 calendar year, 24, 058 items were distributed. School Liaison -- Dublin Police Services realizes that close working ties with the educational community is vital to rendering the best level of service to the community. The Department maintains a seat on the Dublin Joint School District School Attendance Review Board, which monitors children with truancy problems. Committed to truancy reduction, Dublin Police Services is committed to a program of identification, location and reintroduction of truants into the school system, so they may be successfully educated. In addition to the school drug program, a full range of community awareness programs are available tailored for school age children. BUSINESS OFFICE SERVICES The Dublin Police Services business office operates with a clerical staff of three (3 ) Specialist Clerks. These specialist clerks work five (5) days a week from 7:30 a.m. to 5:00 p.m. The duties of two of the Specialist Clerks include records management, legal document processing, inventory/stock control and general receptionist duties. These two positions involve heavy public contact, both on the telephone and at the business office "counter" . One of the specialist clerks provides administrative support for the Chief of Police and Detectives, performing a wide variety of clerical and secretarial tasks. This position also includes the duties of property/evidence custodian, statistician and payroll reporting. As part of the "Staffing Analysis Report" , The Chief of Police recommends that the Specialist Clerk be upgraded to Secretary I. This classification reflects the level of work currently being performed. This change would also enable this position to act in a supervisory capacity to the two specialist clerks. Currently all three clerical positions are at the same level and therefore, they must be supervised by sworn personnel. This change will relieve the burden on the span of control for sworn personnel. The Police Chief recommended the addition of .5 Sheriff's Technician to handle the duties of property/evidence custodian for the department. This position would also include taking details which now requires an officer at the counter, such as fix-it tickets and some follow-up reports, act as relief for clerical personnel; search and monitor prisoners; perform booking functions; operate radio, teletype and computer equipment; respond to citizen inquiries over the telephone and in person; and perform other duties as required. Staff has analyzed this report for additional staffing. During the past year Dublin Police Services operated for a significant period with only two Specialist Clerks. The understaffing was the result of a reassignment of a clerk position within the Alameda County system. A delay was experienced, due to the lengthy recruitment process by the County, in filling that position. Staff does not believe that additional staffing is warranted at this time. The Department needs to review workload and performance measures based upon a full year of operation at the authorized staffing level. Therefore, the only recommended change included in the 1990-91 budget is to reclassify one Specialist Clerk to Secretary I. The additional salary cost for this change is estimated at approximately $1,600 .00 for the year. In addition, the City will incur certain increases in benefits which are based on salaries. PUBLIC INFORMATION DISSEMINATION Public service information is routinely distributed to all segments of the community. This is accomplished by crime prevention and uniformed patrol. Also, public service information is available and handed out at the Police station. DEPARTMENT VISIBILITY AND IDENTIFICATION Dublin Police Services continues to maintain a profile of 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 over 192,414 miles of mobile patrol driven, the foot patrol logged 828 hours in 1989. This brought the Foot Patrol service up to approximately the same level as had been provided in 1987. In calendar year 1988 this measure had a substantial decrease. ADMINISTRATION/ON-SITE COMMAND As part of the "Staffing Analysis Report" the Police Chief recommends that a new position of Captain be added. At the present time, the Unit Commander (Chief) has full responsibility for the administrG __ve, as well as, all the operational functions of the police department. Since the establishment of Dublin Police Services, the duties, responsibilities and tasks of the Unit Commander have changed and increased tremendously. Staffing of personnel that have a direct impact on this position has increased by 50% (from 20 to 30 personnel) . This broad span of control requires the Chief to make numerous decisions and participate in operating details. Because of the large number of officers reporting directly to the Unit Commander, the task of coordination is increased. The Unit Commander's time is likely to be so occupied that there is little time left to perform the primary administrative tasks. The current organizational structure has the administrative officers responsible for supervising the following areas: CURRENT STRUCTURE On Site Commander-Lieutenant 4 - Watch Commander Sergeants (Patrol Activity) 2 - Detective-Sergeants (General Investigations) 1 - Detective-Sergeant (50% Juvenile/50% Crime Prevention) 1 - Detective-Sergeant (Narcotics Investigations) 1 - Training/Relief Sergeant (Including Facility Management) 9 Positions This results in nine persons with varied assignments reporting directly to the On-Site Commander. In addition, this position is responsible for coordination of administrative activities with both the City Manager and the Sheriff. The proposed organizational change would retain the Lieutenant position and reduce the span of control for the On-Site Commander. The following shows how the responsibilities would breakdown: PROPOSED STRUCTURE On-Site Commander (Captain) 1 Lieutenant 4 Watch Commander/Sergeants (Patrol) 1 Detective-Sergeant (Narcotics) 6 Positions Lieutenant 2 Detective-Sergeants (General Investigations) 1 Detective-Sergeant (50% Juvenile/50% Crime Prevention) 1 Sergeant (Training) 1 Secretary (Administration/Investigations) 5 positions The following will describe the key areas which each of the Administrative functions will supervise: CAPTAIN - Overall Department Head responsible for the operation of Dublin Police Services. This position will directly oversee the patrol function through the supervision of the Sergeants assigned to this activity. The position will also be directly responsible for supervising the narcotics Sergeant. In the area of general administrative duties, the position will also be responsible for attending management meetings of both the City and the Sheriff's Department. This individual will be directly responsible for preparation of the budget, review of operations, development of goals and objectives, and long range planning. LIEUTENANT - As noted above, this position reports to the Captain position. This position would oversee the supervision of Detectives and Support Services. This includes adjusting workloads and regularly reporting to the On-Site Commander activities underwi, This position would also handle: review of all reports to identify sufficiency to allow the District Attorney to press charges, scheduling of all personnel including vacation and training to assure adequate staffing is available, response to citizen and employee concerns, and facility management. As these descriptions note, the Lieutenant position will relieve the On-Site Commander from performing some of the day to day operational tasks. This allows the Captain to perform more of the administrative responsibilities typically handled by a Chief of Police. With the addition of the Captain's position, the existing Lieutenant's position would then be utilized to assume the duties of supervising support services, performance of selective admin- istrative duties as assigned, and act as Facility Manager and DUI Coordinator. This will allow the Unit Commander to function more effectively with operational responsibilities, management and administrative duties. This management staffing allows for the proper control and authority to maintain effective accountability. It balances the management span of control; providing immediate day-to-day operational management; continuity of administration and management, and allows the on-site Unit Commander (Captain) to concentrate on the necessary conceptual planning and research for Dublin Police Services to continue to provide the high quality of service desired. Staff recommends that the City Council approve the proposed staffing change to provide a Captain position which will serve as the on-site commander. The annual cost of this change is approximately $88,454, which reflects the cost of salaries and benefits. In addition, the City will need to purchase one additional ummarked vehicle and office furniture. The total capital outlay associated with adding this position is $18,435 . The funding to implement this change is contained in the Higher Service Level, within the proposed 1990-91 Police Services budget. ADMINISTRATIVE SERVICES COMMUNICATION OF POLICE ACTIVITIES TO CITY MANAGER AND CITY COUNCIL The Police Chief is under the administrative direction of the City Manager. He not only attends the weekly department head meetings but also meets on an as needed basis with the City Manager for the purpose of briefings and discussion of local matters. The Department also provides a monthly statistical report on police activity to the City Manager and City Council. The Police Chief and his staff continue to be readily accessible to meet with any segment of the community. POLICE SERVICE TRAINING To complete the mission of the Dublin Police Services, it is necessary to maintain and enhance a high level of training of departmental personnel. Training needs are evaluated on a continuous basis by both the Alameda County Sheriff's Department Training Section and the Dublin Police Services Chief of Police (on-site Commander) . During 1989 , Dublin Police Services personnel received the following training: 1 - Lieutenant (on-site Commander) attended a two day "Officer Involved Shooting Course" 1 - Lieutenant (on-site Commander) attended a two day "Supervisor's Seminar" 5 - Watch Commanders (Sergeants) attended two, two day "Supervisor's Seminars" 3 - Watch Commanders (Sergeants) attended a five day "Advanced Officer's Cou__a" 1 - Watch Commander (Sergeant) attended a one day "Fire and Life Safety" course 2 - Detective/Sergeants attended a one day "Fire and Life Safety" course 8 - Patrol Officers attended a five day "Advanced Officer's Course" 2 - Patrol Officers attended a five day "Basic Traffic Accident Investigation" course 8 - Patrol Officers attended a one day "Fire and Life Safety" course 4 - Patrol Officers attended a one day "Intoxylizer" training course 1 - Patrol Officer attended a three day "Hazardous Materials Response" course 1 - Patrol Officer attended a one day course on "Under the Influence of Narcotics" 1 - Detective/Sergeant (Narcotics) attended a four day "Narcotics Officer's Training Conference" Given that the duties performed by personnel assigned to Dublin Police Services are not always typical of those performed by personnel elsewhere in the Sheriff's Department, specialized training becomes necessary to maintain a high level of service. As indicated above, during calendar year 1989, 912_hours of training were provided to Dublin Police Services personnel, which represents a cooperative effort by Alameda County to provide municipal type service. LONG RANGE PLANNING As discussed elsewhere in this report, Lieutenant Rose has prepared a comprehensive report analyzing current staffing ad making projections for future needs. The report was also reviewed by the Alameda County Sheriff to assure that the effort was coordinated with County law enforcement efforts and philosophies. The report has attempted to project staffing needs based on possible development scenarios in the western extended planning area. The actual amount of development will not be known until some time in the future and this document is designed to serve as a basic guide. The report has also evaluated staffing levels compared to other agencies of a similar size. The City Council identified the development of a long range organization and staffing plan as a goal in their annual goals and objectives session. As with any long range plan, this report can be considered as an outline based on current information. As more information becomes known about the type of development proposed in both the Eastern and Western extended planning areas; the final recommendations may change. In addition, staff will need to continue to evaluate whether options are available to more efficiently staff the functions associated with the provision of municipal police services. CURRENT AGREEMENT The provision of municipal police services through a contractual arrangement has many advantages. It offers the City the ability to fluctuate service levels depending on local demands. In 1989, the City Council approved a three year agreement which establishes the provision of services through June 30, 1992. The County provides the City with estimated costs which are incorporated in the proposed budget. In addition the City has an opportunity to request an amendment to the staffing level to be provided. The fo:i_ ,,aing sections of the report will discuss the major cost components of the contract. PERSONNEL Alameda County has been successful in negotiating an Agreement with the Deputy Sheriff's Association which runs through November 1993 . This relatively long term agreement avoids the need for the City to budget a contingency for mid-year salary and benefit adjustments. The estimated contract personnel expenses for Fiscal Year 1989-90 total $1,756,440. The cost of maintaining the current level of staffing in Fiscal Year 1990-91 would be $1,958 ,738 . Part of the increase is attributable to the fact that two new positions approved in the 1989-90 budget were only staffed for seven months. The increased cost also reflects the negotiated salary and benefit increases which will be implemented in the upcoming year. Staff has recommended a higher staffing level in the upcoming year, which is included in the proposed budget as Higher Service Level I. This increment will reclassify one Specialist Clerk to Secretary I and it will also add a Captain's position as the on-site commander. The basis for the proposed changes have been outlined elsewhere in this report and are fully described in the Staffing Analysis Report. The additional annual personnel costs associated with these changes equal $89, 964. The total cost of contract personnel recommended in the Fiscal Year 1990-91 Budget is $2,048,702. This represents a significant portion of the City's operating expenditures. As analyzed in the 1989 Contract Review, the contract arrangement provides distinct advantages in the provision of personnel. This includes: - The contract requires the County to provide replacement personnel when individuals are absent 10 or more days due to illness or injury. This avoids the impact of increased overtime or understaffing which may occur without this provision. - The County is able to spread Workers Compensation costs and other benefits over a large base. This provides advantages potentially unavailable to a small department. - The contract arrangement provides a direct relationship with the Alameda County Sheriff's Department which provides an opportunity to access the resources of the County Department in the event that mutual aid is required. The proposed staffing level will allow Dublin Police Services to meet the goals and objectives adopted by the City Council. Given that the City would need to pay salaries competitive with the Sheriff's Department, it is doubtful that personnel cost savings could be achieved from a different structure. In addition, another structure may result in a loss of the advantages stated above. DISPATCH SERVICES The provision of Dispatch Services also represent a significant portion of the agreement for Police Services. The following breakdown shows historical costs for this activity: Actual 1988-89 Estimated 1989-90 Proposed 1990-91 Dispatch $129 , 110 $145,585 $146 ,800 The activity includes: (1) receiving calls for service; (2) broadcasting assignments and details to patrol officers; (3 ) completing checks of computer records for officers in the field; (4) notification of other agencies or emergency service providers; (5) other related duties. Alameda County is responsible for all aspects of hiring, training and supervising this function. In addition, the County is hoping to fully implement their computer aided dispatch program in the upcoming year. The capital cost of the equipment is also handled by Alameda County. Given that the County provides dispatching services for other emergency services, including the Dougherty Regional Fire Authority, the cost is spread among more than one agency. This function must be staffed 24 hours per day, 365 days per year. In order to accommodate this service level solely to a community the size of Dublin, a minimum of 10 personnel are required. It is doubtful that the cost/benefit of a city operated dispatch function would be less than the contract service. The proposed costs for Fiscal Year 1990-91 are proposed to increase by a small amount and contracting continues to represent an effective method of obtaining this service. INDIRECT COSTS The agreement with Alameda County also provides for the City to pay certain indirect charges. In the insurance budget the City has included funding in the amount of $18, 225 for liability insurance provided by Alameda County. This amount covers all County contract services including Police, Crossing Guards, Animal Control and Traffic Signal Maintenance. Although services other than Police are covered the primary exposure is for Police. Therefore, it is anticipated that a significant portion of this expense is associated with the Police contract. The Sheriff's Department under the Police Services agreement also bills for indirect expenses. This would include items such as: personnel support, payroll and other administrative functions. The County has maintained the proposed 1990-91 cost of indirect expenses at 5% of the total contract for services. In the prior contract review a concern with the rate of increase for this line item was noted. However the proposed Fiscal Year 1990-91 costs have remained at the same percentage of the total contract as Fiscal Year 1989-90. The proposed Indirect charges for 1990-91, including the Higher Service Level totals $130, 366 . CONCLUSION As outlined in the report, the City has continued to receive quality municipal police services in a cost effective manner. Staff recommends that the City Council review the services and provide any comments. It is also recommended that the City Council adopt the Resolution approving an Amended Exhibit A to the current agreement. This action will modify the staffing as recommended in this report. Funding to implement this change will require that the City Council adopt the Higher Service Level for Police Services, when the proposed Fiscal Year 1990-91 budget is considered. RESOLUTION NO. 88 - 90 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN *************************** RESOLUTION AMENDING AGREEMENT WITH ALAMEDA COUNTY FOR ENFORCEMENT OF STATE LAWS AND CITY ORDINANCES WHEREAS, the Alameda County Sheriff' s Department provides municipal Police Services to the City of Dublin; and WHEREAS, such services are described in an agreement dated July 1 , 1989; and WHEREAS, said Agreement contains an Exhibit A which reflects the number of personnel assigned pursuant to the terms of the agreement; and WHEREAS, the City desires to modify Exhibit A; and WHEREAS, the modification will reclassify a Specialist Clerk to a Secretary I and add a Captain position to serve as the On-Site Commander; and WHEREAS, Sheriff' s Department representatives concur with the proposed change; and WHEREAS, the change will enhance the provision of adequate police enforcement. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does hereby amend the agreement mentioned above by substituting Exhibit A (1990 ) , attached hereto and by reference made a part hereof, for Exhibit A in the current agreement. BE IT FURTHER RESOLVED that the effective date of this change shall be July 1 , 1990 . The City Manager shall request that Alameda County Sheriff' s Department proceed with implementation of this change as provided for in the Agreement. PASSED, APPROVED AND ADOPTED this 26th day of June, 1990 . AYES: Councilmembers Hegarty, Jeffery, Snyder, Vonheeder and Mayor Moffatt NOES: None ABSENT: None / i � May ATTEST: .0' y Clerk AGREEMENT ENFORCEMENT OF STATE LAWS AND CITY ORDINANCES THIS AGREEMENT, made and entered into this lst day of July, 1.989 by and t between the COUNTY OF ALAMEDA, hereinafter referred to as "COUNTY" , and the CITY OF DUBLIN, hereinafter referred to as "CITY" ; RECITALS: (1 ) The CITY was incorporated on February 1 , 1982 , and has requested that the Sheriff of the COUNTY of Alameda continue to provide law enforcement ser- vices in the enforcement of State laws within the area of the CITY until June 30, 1992. (2) The CITY is desirous of contracting with the COUNTY for the enforce- ment by the Sheriff of CITY police ordinances within the area of the CITY until June 30, 1992 . (3) The CITY and COUNTY may review annually, in May of each year, the level of service provided within the CITY and mutually agree on appropriate adjustments . (4) 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 May 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 police ordinances and State laws within the corporate limits of CITY to the extent and in the manner hereinafter set forth. EXHIBIT �. 1 The enforcement of such municipal police ordinances shall be in con- nection 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. In no case shall the level of service pro- vided 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 enforce- . ment. When the CITY requests a modification to Exhibit A which requires additional personnel , the COUNTY shall make every effort to provide said per- sonnel within ninety (90) days . If the assignment will be delayed, the COUNTY shall notify the CITY of the anticipated date in which the additional person- nel will be assigned. Said notice shall also indicate the reasons why a delay is encountered. The CITY may request to meet with the Sheriff or his designated representative to 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 contract. The actual selection and assignment shall be at the sole discretion of the Sheriff. -2- The rendition of such service, the standards of performance, the dis- cipline 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 per- formance of such service , the determination thereof made by the Sheriff of the COUNTY shall be final and conclusive as between the parties hereto. Ser- vices performed hereunder shall not include the supplying of crossing guards . (b) To facilitate the performance of said functions , 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 said functions , COUNTY shall furnish and supply all necessary labor, supervision, equipment, communication facili- ties, and supplies necessary to maintain the level of service to be rendered hereunder. (d) Whenever the COUNTY and CITY mutually agree as to the necessity for any such COUNTY officer or department 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, 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 in the event a local administrative office is maintained in the CITY for any such COUNTY officer or department, such quarters may be used by the COUNTY officer or department in connection -3- •}y , with the performance of its duties in territory outside of the CITY and adja- cent 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 para- graph is not operative under mutual aid response . ) 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 for similar duties in the unincor- porated area of the COUNTY. The CITY shall pay to the COUNTY a monthly lease cost which is esta- blished 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. The CITY shall have the ability to terminate the lease of the vehi- cles during the term of this agreement, provided that the CITY notifies the COUNTY in writing no later than April lst. 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, compensa- tory time off, or other excused absence, the COUNTY also agrees to replace police or civilian personnel when such an absence extends beyond -4- twenty (20) consecutive working days . The replacement in such situations shall occur at the end of twenty (20) day period in which the employee was absent. (g) The COUNTY will continue to provide training related to the pro- vision of municipal police services to personnel assigned to Dublin. II .LIABILITY (a) All persons employed in the performance of such services and func- tions for CITY shall be COUNTY employees , and no CITY employee as such shall be taken over by COUNTY 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 any COUNTY personnel performing services hereunder for CITY, or any liability other than that provided for in this agreement. Except as herein otherwise specified, CITY shall not be liable for compensation or indemnity to any COUNTY employee for injury or sickness aris- ing out of his employment. (c) The CITY will assume liability and pay cost of defense and hold the COUNTY harmless from loss , costs or expenses caused by the negligent or wrong- ful act or omission of CITY 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 condi- tion of public property of the CITY, the CITY shall assume liability and pay 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. -5- (d) The COUNTI . Il assume liability and pay cosy 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 occurring in the per- formance of this agreement. In addition, when liability arises pursuant to Section 830, et seq. , of the Government Code, by reason of a dangerous condi- tion 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. 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 agree- ment at rates to be determined by COUNTY in accordance with the policies and procedures established by the Board of Supervisors . (b) The COUNTY shall deliver to CITY within thirty (30) days after the close of each calendar month an itemized invoice which covers the actual costs of all services performed during said month, and CITY shall pay COUNTY there- fore within thirty (30) days after date 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 delivery of said invoice, COUNTY is entitled to recover interest thereof. Said inter- est 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. -6- 4 V.TERMINATION This contract shall have an effective date of July 1 , 1989, and shall run for a period of three (3) years ending June 30, 1992. This contract 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 DIUBLIN By: y B . l� rte. ) "16 �- B City Clerk Mayor APPROVED AS TO FORM:(-� By: �'4�m -v 4/lG' ✓ City Attorney ATTEST: William Mehrwe i n OUN Y---0E—XLAMEDA r Clerk of the Board o upervisors By�— `i_� ` By: Deputy Chair an, Board of Supervisors APPROVED AS TO FORM: Richard J. Moore County Counsel C By: y ) L-- Deputy I hereby certify under penalty of perjury that the Chairman of the Board of Supervisors was duly authorized to execute this document on behalf of the County of Alameda by a majority vote of the Board on and that a copy has been delivered to the Chairman as provided by Government Code Section .2,5103.;, Dated: WILLIAM MEHRWETN, Clerk, Board of Supervisors County of Alameda, State of California. a.: Deputy DUBLIN POLICE SERVICES ORGANIZATIONAL/STAFFING CHART ASSISTANT SHERIFF 8. 08% t 1 ON-SITE COMMANDER (A) x H H H a DRUG RECORD CRIME TRAFFIC PATROL ENFORCEMENT JUVENILE INVESTIGATIONS KEEPING PREVENTION ENF. UNIT ' (B) (C) (D) (E) (F) (G) (H) A. Full-Time On-Site Commander B. 5 Patrol Sergeants, 13 Officers C. 1 Detective/Sergeant and 1 Officer D. .5 Detective/Sergeant E. 2 Detective/Sergeants F. 2 Specialist Clerks and 1 Data Input Clerk G. . 5 Detective/Sergeant and 1 Officer H. 2 Officers CITY OF DUBLIN MEMORANDUM TO: Mayor and City Councilmembers FROM: Richard C. Ambrose, City Manager RE: Transmittal of Police Services Staffing Analysis & Projection DATE: June 20, 1990 The attached Staffing Analysis and Projections Report was prepared by the current on-site commander as a guide , for staffing of the Dublin Police Services. The results and recommendations have been ` carefully considered in preparing the 1990-91 Fiscal Year Budget. In addition, the . proposals contained in this report are discussed in the 1990 Dublin Police Services Contract Review. Not all of the report recommendations are proposed to be implemented at this time. The 1990-91 Fiscal Year Budget presented to the Dublin' City Council recommends the reclassification of one Specialist Clerk to Secretary I and the addition, of a Captain, position to serve as the on-site Commander. These changes will allow the organization to operate more effectively. The changes will ` also provide the Department with an appropriate span of control for supervisory personnel. Although not all of . the proposed recommendations are . included in the proposed Budget, this document will serve as a plan for the future. It identifies areas which should be analyzed in future contract evaluations and budget deliberations. The report also attempts to begin the process of evaluating -Police Personnel needs in the event that major development occurs within the extended Planning areas. I would like to acknowledge the efforts of Lt.. Rose and Sheriff Plummer in preparing this document. The`'foundation for quality Police Services in the future can only be built' `upon sound planning. This, report has been invaluable in preparing the 1990-91 Budget and reflects a professional approach to the provision of Police Services ,for; the Dublin community. RCA:slh cc: Sheriff Plummer, Alameda County Sheriff Undersheriff Garrigan Lt. Jim Rose, Dublin Police Services EXHIBUT 3 DUBLIN POLICE SERVICES (A Contract Service of the Alameda County Sheriff's Department) STAFFING ANALYSIS & PROJECTIONS Dated March 16, 1990 Prepared By: Lt. James W. Rose Reviewed By: Charles C. Plummer, Sheriff Alameda County INDEX TITLE PAGE Staffing Projections 1 Proposed Staffing 2 Staffing and Budget Comparisons 6 Analysis of Current Duties of unit Commander 7 Example of Duties of On-Site Commander (Captain) 10 Example of Duties of Lieutenant 12 Span of Control Table (FY 89-90) 14 Span of Control Table (FY 90-91) 15 Organizational Chart (FY 89-90) 16 Organizational Chart (FY 90-91) 17 Staffing Comparison Chart (population 24,500-26,000) 18 Organizational/Staffing Chart (population 35,800) 19 (West Dublin Project) Staffing Comparison Chart (population 35,800) 20 (West Dublin Project) 1990/91 Three position changes are proposed for the 1990/91 budget to keep pace with the growing needs and demands of Police Services: --Add the position of Captain as the On-site Unit Commander (Police Chief) . --Upgrade one Specialist Clerk to Secretary. --Add a Sheriff's Technician (Community Services Officer) . West Dublin Project -- Organizational/Staffing Chart -1- UNIT COMMANDER The Unit Commander (Lieutenant) is the chief law enforcement official for the City of Dublin which includes the majority of the administrative duties and full responsibility for operations. Because of the demands that are put on this position today, the full range of duties can no longer be met effectively by one person. Since incorporation, the duties, responsibilities and tasks of the Unit Commander have changed and increased tremendously. Staffing of personnel that have a direct impact on this position has increased by 50% (from 20 to 30 personnel) . Nine immediate subordinates with varied tasks report directly to him. This broad span of control requires him to make numerous decisions and participate in operating details. Because of the large number of officers reporting directly to the Unit Commander, the task of coordination is increased. The Unit Commander's time is likely to be so occupied that there is little time left to perform the primary administrative tasks. The workload and span of control exceed the level necessary for effective and efficient management. The duties that the Unit Commander performs today are mainly administrative and management. However, administrative support positions have remained non-existent except when taken from other designated positions. Also, the Unit Commander has full responsibility for the immediate day-to-day supervision of the operations of the department which leaves him with little or no time for the necessary conceptual planning, research, budgeting and other administrative functions. If planning and research is attended to, then management of operations suffer and vice-versa. With the growth of personnel and programs it has reached a point where the Unit Commander is spread so thin that he cannot effectively manage what has already been attained; providing only immediate problem solving. Intermediate and long term problem solving is difficult due to the lack of quality time for planning and research. In order for the Unit Commander to provide effective direction, coordination, and control of Dublin Police Services he should not be responsible for the immediate supervision of an excessive amount of subordinates. Typically, at higher levels of authority, there should be fewer employees in the span of control. At present, the Unit Commander is the immediate -2- supervisor of nine sergeants. This increases the difficulty of command and decreases the efficiency of both the Unit Commander and the sergeants. An effective way to meet the change in demands would be for the City to request, from the Sheriff, a new position of Captain to serve as the Unit Commander and retain the existing Lieutenant's position. The administrative duties and responsibilities of the Unit Commander are much more consistent with the rank of Captain than Lieutenant. The Lieutenant's -position should be retained to function as assistant to the Unit Commander and fill in during his absence. The Lieutenant would assume the duties of support services and some administrative duties as assigned, allowing the Unit Commander to function more effectively with operational responsibilities and administrative duties. The Lieutenant's position would also act as Facility Manager and DUI coordinator. This management staffing is necessary not only for the effective and efficient operations of Dublin Police Services, but also allows for the proper control and authority to maintain effective accountability. It balances the management span of control; providing immediate day-to-day operational management; continuity of administration and management, and allows the on-site Unit Commander to concentrate on the necessary conceptual planning and research for Dublin Police services, to continue to provide the high quality of service desired. -3- SECRETARY Upgrade one (1) Specialist Clerk to Secretary. This position is needed to address the increased administrative duties of Police Services management/supervisory personnel. This position would report directly to the Chief of Police and would be responsible for performing a wide variety of difficult clerical and secretarial tasks and for supervising the two (2) Specialist Clerks. The secretary would be responsible for screening phone calls requiring discretion when providing information and initiative in researching it; screening mail and visitors to determine: routing and priority; maintaining management confidential information; handling difficult complaints and requests for information referred from lower levels of the organization; composing a variety of' written documents. This upgrade is required to bring current duties and responsibilities into line with County Job Classifications. -4- COMMUNITY SERVICE OFFICER (Sheriff's Technician) Add one (1) full-time Community Service Officer position. The position would be filled by an Alameda County Sheriff's Technician and is needed to perform a wide variety of technical and clerical support tasks and routine, non-hazardous municipal law enforcement duties for which sworn personnel are not required. The position is non-sworn, but is required to wear a uniform. The Community Service Officer would perform specified traffic related duties which would include enforcing the parking ordinances of the City and the State, issuing citations for overtime and illegally parked vehicles; directing traffic at accident scenes or other locations; writing tow authorization reports, having vehicles towed and citing abandoned vehicles; and other duties as required. This added position would allow the Traffic Officers to concentrate their activities to targeted traffic enforcement. The Community Service Officer would also perform a variety of duties at the station. This would include details which now require an officer at the counter. A survey covering ten weeks of activity showed an average of nineteen counter details per week. Forty-four percent (440) of these details were for fix-it tickets and a large percentage of the remaining details were of a minor nature. These details often required calling a regular patrol officer in off of beat patrol. The average amount of time expended by beat officers on counter reports was approximately five hours per week. The Community Service Officer would also be the evidence custodian for the department. This position would act as relief for clerical personnel; search and monitor prisoners; perform booking functions; operate radio, teletype and computer equipment; respond to citizen inquiries over the telephone and in person; and perform other duties as required. -5- DUBLIN POLICE SERVICES STAFFING AND BUDGET COMPARISONS STAFFING 1982 1989 - CHANGE Captain 0.1 0 (0.1) Lieutenant 1.0 1 Line Staff 19 29 53 Sergeants 6 9 50 Officers 12 17 42 Clerical 1 3 200 Crime Prevention Assistant 0 1 100 .POLICE BUDGET 1982-83 1988-89 TOTAL $1,114,442 $2,047,252 -6- ANALYSIS OF CURRENT DUTIES OF UNIT COMMANDER It would be impossible to list all the varied activities that I get involved in as they range anywhere from City and County to State and Federal. If they are police related they are funneled into my office. What I did try to do, is list all the categories of the main duties performed (the actual task changes depending upon the needs) . Attending scheduled meetings: 20% City staff meeting, City Council meetings, Sheriff's Executive Management Meeting, Sheriff's staff meeting, Dublin Substance Abuse Council meetings and the "Center" meetings. Unscheduled meetings: 5% Building concerns, telephones, security systems; computers (both CAD/RMS and City IBM) ; meetings with other police agencies; District Attorney; personnel interviews and selections; news media; concerned citizens; school officials; business owners. Review of In-tray: 13% Prioritizing personal workload and assigning out tasks and duties that can be delegated. Review daily activity log; memoranda from the City Manager and Assistant City Manager and other department heads; memoranda from Sheriff's manage- ment, General Orders, policy changes, review selective crime reports (no time to read all reports) ; process correspondence from outside contractors regarding sales of police equipment, training material, etc. Scheduling of Personnel: 8% Review scheduling of all personnel assigned to Dublin. This includes approving and signing all requests for time off for vacation and comp time and ensures that proper coverage is -7- maintained, avoiding unnecessary overtime. Also includes schedules for training programs, special or unusual events, range programs, advanced officer courses, supervisors seminars, weekly schedules, semi-yearly rotation; and payroll review. I have delegated most of this scheduling, however, it is necessary for me to review each schedule for content and accuracy before posting. Contact with Watch Sergeants: 10% Ongoing personal contact with Watch Sergeants to discus shift operations, job assignments and performance of their personnel. Average time spent about one hour per week per Sergeant which is definitely not enough time. Constant ongoing communication should be maintained to assist the Sergeants in the performance of their duties and plan pro-active patrol strategy. Contact with Detective Sergeants: 8% Discuss case updates and adjust caseloads. More time is needed to conduct case evaluations and plan pro-active enforcement. Citizen, Employee and City Concerns: 13% Respond to complaints or concerns of citizens, employees and members of the City staff. Listen and address complaints/concerns of citizens who telephone or come into the station. Research and gather information and determine appropriate course of action. Attempt to resolve employees and City concerns. Interruptions: 10% Answer questions for City staff, Sheriff's management or any of the nine subordinates at Dublin Police Services; news media. The remainder of my time is spent working on projects such as -8- the annual report, contract review, budget, goals and objectives, computer installations (both CAD/RMS and IBM System 3600) , purchase vehicles (both marked and unmarked) , operations/ maintenance plan; position justifications and projected staffing; problems associated with the building; inspect and evaluate both building and personnel and other urgent projects that may arise. In addition, if any unexpected operational needs arise, I must stop whatever I'm doing and give them my immediate attention; i.e. the Misheloff kidnapping; serious injury vehicle accident; in-progress major crimes (burglary/assault, etc. ) ; gang activity or hazardous material incidents. Also, I am allocated time off for vacation (25 days per year with Floating Holidays) ; required mandatory training, range programs and seminars or training that the Sheriff or City sends me to. I cannot estimate the exact amount of time spent on these activities or unexpected operational needs, but I can say with certainty that it exceeds the remaining 13% of my time. -9- ON-SITE COMMANDER (CAPTAIN) (Example of Duties) This is a highly responsible administrative position which provides professional guidance and leadership for both uniformed and civilian employees and volunteers of the Police Department and is responsible for the efficient operation of the Department. The Unit Commander determines policy, plans, , organizes, coordinates, controls and directs the operation of the Department. He confers with public officials and citizen groups on law enforcement problems and assists in the development of city ordinances and codes; provides liaison with other agencies; supervises special studies; recommends selection of personnel and enforces discipline, policy and training regulations; directs the assignment of employees and equipment; plans and prepares departmental budget proposals; attends police conferences and meetings; acts in an official capacity in the City's Emergency Organization; acts as a member of the City management team; forecasts police problems and formulates resolutions; and deals with organizational and community change. The Unit Commander attends scheduled and unscheduled meetings which may include but are not limited to: City staff meeting, City Council meetings, Sheriff's Executive Management Meeting, Sheriff's staff meeting, Dublin Substance Abuse Council meetings and the "Center" meetings. Prioritize personal workload and assign tasks and duties that can be delegated. Review daily activity log; memoranda from the City Manager, Assistant City Manager and other department heads; memoranda from Sheriff's management, General Orders, policy changes, review selective crime reports; process correspondence and is available to City Department Heads. Establishment and use of an inspections process as an essential mechanism for evaluating the quality of DPS operations, ensuring our goals are being pursued, identifying the need for additional resources, and ensuring that control is maintained throughout the department. Inspections should include the evaluation of facilities, vehicles, equipment, records, personnel, investigative procedures, crime reporting practices and incident reports. The inspections would be both line and staff. Line inspections should be conducted by the watch commanders and the lieutenant on a daily or weekly basis. Staff inspections would be conducted under the authority of the Unit Commander. -10- Development of guidelines to ensure ongoing monitoring of activities (budget development, forms control, strategic operational planning, traffic analysis, and information management and how they should be organized or assigned. Formulation of a multi-year plan covering successive years beyond the current budget year and containing provisions for frequent updating. The plan should include: - goals and operational objectives - anticipated workload and population trends - anticipated personnel levels - anticipated capitol improvements and equipment needs. -11- LIEUTENANT (EXAMPLE OF DUTIES) Supervision of Detectives and Support Services Under the direction of the Unit Commander, the Lieutenant will review daily staff operations and supervise the Detective Sergeants. Maintaining constant ongoing communication to ensure they are working to capacity. Prioritizing and assigning cases and other duties. Adjust caseloads, encourage self-initiated activity and pro-active enforcement. Conduct evaluations on a continuous basis. Train, counsel and assist the Detective Sergeants in the performance of their duties. Act as the Driving Under the Influence Cost Recovery Program Coordinator. Review of Reports Daily review of all reports for purposes of content and strategical planning. Review all cases that the District Attorney refuses to charge, to achieve improvements and accountability by identifying if the deficiency is a problem of improper review, training or communication. Scheduling of Personnel Responsible for scheduling of all personnel. This includes reviewing, approving and tracking of time off requested to ensure proper coverage and the avoidance of overtime. Schedules include yearly vacation, departmental training, special or unusual events, range programs, advanced officer courses, supervisor's seminars, semi-yearly rotation and posting of schedules. Review all time cards. Citizen and Employee Concerns Respond to complaints or concerns of citizens and employees. Listen and address complaints/concerns of citizens who telephone or come into the station. Research and gather information and determine appropriate course of action. Facility Management Act as the Facility Manager for the Temporary Holding Facility as required by Title 15 of the California Administrative Code. -12- Responsible for all Police Administration Building concerns, maintain station security, regulate proper supplies of equipment and materials. Complete special projects as assigned or initiated. -13- i DUBLIN POLICE SERVICES SPAN OF CONTROL TABLE (F/Y 89-90) ON-SITE COMMANDER SUM14ARY 4 Watch Commander Sergeants Lieutenant 9 - 2 Generalist Detective Sergeants 1 Juvenile Detective Sergeant Mids W/C 4 - 1 Narcotics Sergeant 1 Training/Relief Sergeant Days W/C 6 MIDS WATCH COMMANDER Swings W/C 5 - 4 Patrol Officers Relief W/C 0 DAYS WATCH COMMANDER Vac/CT/Relief - 4 Patrol Officers Training Sgt. 3 - 2 Traffic Officers Gen. Sergeants 0 SWINGS WATCH COMMANDER Juvenile Sergeant 1.5 - 5 Patrol Officer Narcotic Sergeant 1 RELIEF MATCH COMMANDS - None COMMENTARY: VAC/CT=L-IEF TRAINING SGT. To achieve effective direction, coordination, and control , the - 3 Specialist Clerks agency should not place an excessive number of employees 2 GENERALIST DETE&TIVES under the immediate control of a given- None standard ndardappliesoto each s hierarchical level of the ILE DETECTIVE SEGEANT structure. Typically, at higher levels of authority, - 1 Crime Prevention Officer there are fewer employees - .5 Civilian Crime Prevention in the span of control. The addition of employees NARCOTICS SERGEANT increases the difficulty of both the supervisors and their .. 1 Officer Investigator employees. Source: Standards for Law Enforcement Agencies, from the Manual of the Law Enforcement Agency Accreditation Program -14- DUBLIN POLICE SERVICES SPAN OF CONTROL, TABLE (Proposed FY 90/91) ON-SITE COMMANDER (Captain) SWOM" 89-90 90-91 - 1 Lieutenant Captain n/a 6.5 - 4.5 Watch Commander - 1 Narcotics/Vice Sergeant Lieutenant -9- 4.5 LIEUTENANT Mids W/C -4- -4- - 2.5 Detective Sergeants Days W/C -6- -7- - .5 Crime Prevention Sergeant - .5 Training Sergeant Swings W/C -5- -5- - 1 Secretary Relief W/C -0- -0- MIDS WATCH COMMANDER Vac/Comp Sgt. -0- -0- - 4 Patrol Officers Gen. Detective -0- -0- DAYS WATCH COMMANDER Juv. Det. Sgt. 1.5 -0- - 4 Patrol Officers - 2 Traffic Officers Crime Prev. Sgt. -0- 1.5 - 1 Traffic Technician Narc. Sgt. -1- -1- SWINGS WATCH COMMANDER Secretary -0- -2- - 5 Patrol Officers RELIEF WATCH COMMANDER - None VAC/COMPTINEIRELIEFLTRAINING SERGEANT - None 2 GENERALIST .DETECTIVE SERGEANT - None 0.5 JUVENILE DETECTIVE SERGEANT - None 0.5 CRIME PREVENTION SERGEANT - 1 Crime Prevention Officer - 0.5 Crime Prevention Technician NARCOTICS SERGEANT - 1 Officer Investigator SECRETARY - 2 Specialist Clerks -15- DUBL | N POL | CE SERY | CES ^ ORCHN1ZHT | O NAY STHFF | NC CH ART ^ - i98A/ 9O . COMMANDER , | 8 O8 | . HTROL DRUG JUVENILE INVESTIGATIONS RECORD CRIME TRAFFIC / ( B) ENFORCEMENT ( D) ( E) KEEP3NC I PREVENTION ENF . UNIT � ( C) F) | ( C) ( H) � H. Fo | | - Time On- Si to Commander ( L | ooteouot) B. 5 Patrol Soryouots' 13 officer -.:.. C. 1 Dote:t / ; o/Sor0oUot ' 1 Off | o� r D. . 5 Dotoot | ;o/SorQoGot E. 2 Dotoot | ro/Soryouoto F. 3 Spoo | u | | ot Clerks C. . 5 Detoct | ;e/SorQeUot' 1 Off / cop, . 5 Cr / mo Proven t / oo Hoo / otuot H. 2 Off / ooro NOTE denotes uoo / yood por00000 | who perform oorv | 000 from off- o | to | oouti000 . DwUBL | N POL | [E SERY | CES ^ ORCAN | ZAT | ONAL/STRFF | NG CHART ` ^ ( PROPOSED F|Y 90- 910 , UNDERSHERIFF PATROL ON- SITE COMMANDER NORCOTIC/VICE INVESTIGATION 4, 5 Watch Commander CAPTAIN i Sergeant i3 Patrol Officers kw 00 ar. 1 A n Spool a ! investigation.-. Traffic Enforcement Preliminary investigation SUPPORTHERVICE Reserve Program Lieutenant COMMUNITY SERVICES CLERICALISERVICES INVESTIGATIONS 0, 5 Crime Prevention Sergeant Secretary 2 5 Do toot i ve So rgoon ts i Crime Prevention Officer Specialist Clerks 0, 5 Crime Prevent ion Technic , a n 0, 5 Sheri ff Technic i an Pe peon Cir 1 me ` | ` | / e � | Cr | me Prevent | of, Records Management Sox Cr | meo Cr | mo Ana lro / o Porm / to /L/ 000000 [ommoo | tr Ro | ut | 000 Pro0 opt r Man uyomoot School L| u | 000/Trouoor Payroll Eo; | room eota | Ae ; | e wx E; / d0000 Custodi an, Edoout / oou | Programs jot ! Sor; / 000 Tra | o / oy Proyramo - - - - Denotes Services Performed at Off - Site Locuti on STAFFING COMPARISON CHART CITY POPULATION CHIEF COMMANDER LIEUTENANT SERGEANT CORPORAL OFFICER COMMUNITY TOTAL CAPTAIN SERVICE OFFICER Belmont 25,378 1 1 1 5 0 24 0 32 Benicia 23 ,231 1 1 3 6 0 22 0 33 Foster City 26,864 1 3 0 7 8 22 0 41 Los Altos 28,466 1 2 2 6 0 20 0 30 Paradise 25,942 1 0 2 4 0 19 0 26 San Carlos 26 ,472 1 0 3 5 0 27 10 46 i H South 00 Pasadena 24 ,698 1 1 4 4 0 22 0 31 Dublin 24 ,500 1 0 n/a 9 0 17 0 27 (current) Dublin 25,500 1990/91 Projected Each of the Chiefs had a designated secretary. Each Department had at least two ranking officers between the Chief and Sergeants. Two of the departments had three ranking officers, two had four ranking officers and one department had five. It was not possible to compare civilian clerical personnel since in most of the surveyed departments they overlapped with the dispatchers. However, the average was six when the dispatchers were totally excluded. Larry Tong, City Planning Director, provided the current population figure. DUBLIN POLICE SERVICES , ORGANIZATIONAL CHART (Proposed - Population 35,800 ) UNDERSHERIFF 8 .08 % ON-SITE COMMANDER CAPTAIN OPERATIONS SECRETARY SUPPORT SERVICES Lieutenant Lieutenant FIELD PATROL TRAFFIC ENFORCEMENT INVESTIGATIONS ADMINISTRATION - 2 Sergeant - Sergeant - 2 Sergeants - Sergeant Watch Commanders* - 4 Traffic Officers - 5 Officers - Officer - 4 Field Sergeants - 2 Technicians - Secretary/Clerk - 7 Records Clerks - 20 Patrol Officers Front Office - . 5 Crime Prevention Field Patrol Services Targeted Traffic Enforcement General Investigations Training Programs Traffic Enforcement Commercial Vehicle Enforcement Person Crimes Crime Prevention Emergency Services Vehicle Abatement Property Crimes Front Office Initial Investigation Critical Accident Investigation Juvenile Services Records Management Evidence Technician Sex Crimes Permits/Licenses Field Training Officers STAFF Narcotics Enforcement Communications Reserve Officer Program Property Management 1 Captain Payroll *NOTE: 2 Lieutenants Watch Commanders can be *10 Sergeants This staffing level provides Lieutenants or Sergeants - 30 Officers for office staff 24 hours per this should be determined by 2 Technicians day. the City. 2 Secretaries 7 Specialist Clerks 0 . 5 Crime Prevention - Civilian 54 . 5 Total Personnel STAFFING COMPARISON CHART CITY POPULATION CHIEF COMMANDER LIEUTENANT SERGEANT CORPORAL TOTAL CAPTAIN OFFICER Claremont 36 ,170 1 2 5 6 29 43 Monrovia 34 ,573 1 2 5 6 44 58 Pacifica 38 ,144 1 1 3 8 31 44 San Clemente 34 ,662 1 1 4 7 33 46 San Gabriel 34 ,500 1 1 6 6 40 54 0 Dublin (Projected). 35,850 1 0 2 10* 33 46 *NOTE: Two Watch Commanders can be Lieutenants or Sergeants. The average number of non-sworn employees was 11. This number does not include dispatch personnel. More research is needed to determine how we will implement the personnel changes from 25,000 to 35,000. I recommend that we phase these changes in, in increments, as the City develops.