HomeMy WebLinkAbout06/07/2005, BUS 3 - CONTINUED REVIEW: PRELIMINARY 2005-07 FINANCIAL PLAN i
council Mfi.D� 6-7-05
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CITY O F SAN LUIS OBISPO
FROM: Ken Hampian, City Administrative Officer
Bill Statler, Director of Finance & Information Technology
SUBJECT: CONTINUED REVIEW: PRELIMINARY 2005-07 FINANCIAL PLAN
CAO RECOMMENDATION
Continue review and discussion of the Preliminary 2005-07 Financial Plan.
DISCUSSION
Background
The Preliminary 2005-07 Financial Plan and supporting documentation (Appendix A:Significant
Operating Program Changes and Appendix B: Capital Improvement Plan) were distributed to
Council members and the public on May 19, 2005. This followed extensive community input
(gathered in a variety of ways), reviews of the City financial condition and fiscal outlook, and
Council goal-setting. As discussed in the Budget Message, the Preliminary Financial Plan as
initially presented closes the projected $2.1 million annual budget gap in 2005-07, and reflects
all of the Major City Goals previously set by the Council. As shown in attached summary, the
Council has held ten workshops and hearings on the Preliminary Financial Plan before tonight's
meeting.
Purpose of the June 7 Meeting
The purpose of the June 7 meeting is to continue the Council's review and discussion of the
Preliminary Financial Plan, and to take further comments from the public. It is also an
opportunity for the staff to follow-up on any requests for further information received from the
Council at the May 26, May 31 or June 2 budget workshops. (In that case, supplements to this
agenda report will be provided to the Council.) If the June 7 meeting provides sufficient
opportunity for the Council to complete their discussion of the Preliminary Financial Plan and
provide final direction to staff, then adoption of the 2005-07 Financial Plan can take place at the
June 21 meeting. If not, then it will be necessary to schedule a special meeting sometime before
June 30, 2005 for this purpose.
ATTACHMENT
Summary of Council Budget Workshops and Hearings
G:Budget Folders/Financial Plans//2005-07 Financial Plan/Preliminary Budget/Agenda Report:Continued Review,June 7.2005
. 3 =
Summary of Council Budget Workshops and Hearings
Preliminary Financial Plan WorkshopsTo-Date
August 17,2004 • Approved Financial Plan process and calendar.
November 18,2004 • Reviewed the status of General Plan programs; long-term capital
Special Budget Workshop: improvement plan (CIP);current Major City Goals; current CIP
"Setting the Table" projects; general fiscal outlook;and "pantry items."
December 14,2004 a Finalized goal-setting process for 2005-07
Special Budget Workshop: • Approved Financial Plan policies.
"Building the Foundation" a Reviewed annual financial report for 2003-04.
• Discussed the results of the five-year fiscal forecast..
January 12,2005 • Considered candidate goals presented by community groups,
Special Budget Workshop: interested individuals and Council advisory bodies.
Community Forum • Reviewed the results of the"Community Budget Bulletin" survey..
January 29,2005 • Considered information presented at the January 14 forum, other
Special Budget Workshop: community input and Council candidate goals.
Council Goal-Setting • Set goals for 2005-07.
February 15,2005 • Approved 2004-05 mid-year budget review.
April 19,2005 • Approved"Strategic Budget Direction."
Special Budget Workshop: • Reviewed and conceptually approved work programs to achieve
Work Programs& Strategic Major City Goals.
Budget Direction
May 26,2005 • Received briefing on the Preliminary Financial Plan.
Special Budget Workshop • Reviewed and discussed General Fund operating programs.
May 31,2005 • Reviewed and discussed General Fund and other non-enterprise
Special Budget Workshop fund CIP projects.
May 29,2003 • Reviewed and approved enterprise fund revenues, operating
Special Budget Workshop programs,CIP projects and rates (water, sewer, parking, transit
Public Hearing and golf).
Remaining . -
June 7,2005 • Continued Financial Plan review.
June 21,2005 • Adoption of General Fund fees and 2005-07 Financial Plan and
Public Hearing 2005-06 Budget
RECEIVED
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FROM: Ken Hampian, City Administrative Officerf_/ wAR DSR -
Bill Stader, Director of Finance & Information Technology � �
SUBJECT: PRELIMINARY 2005-07 FINANCIAL PLAN FOLLOW-UP
Continued review of the Preliminary 2005-07 Financial Plan is scheduled for June 7, 2005. In
preparation for this continued review, the following summarizes supplemental information and
responses to Council questions based on budget workshops through June 2, 2005.
1. Candidate Statements. As requested by the Council at the May 26 workshop, provided in
Attachment 1 is a summary of cost and funding options for candidate statements in the 2006
sample ballot. As reflected in this report, we continue to recommend that candidates fund the
cost of this optional service. However, regardless of who pays for it, we also recommend
going to the less costly 200-word format, with Spanish translations made available upon
request. As shown in the attached report, this is the overwhelming prevailing practice
throughout the State; and this change (from 400 words and providing Spanish translations in
all sample ballots) significantly reduces the cost per candidate by almost 80%, from $1,000
to $220.
2. Response to SLOPOA Budget Reduction Alternatives. At the May 26 workshop, the San
Luis Obispo Police Officers' Association (SLOPOA) presented the Council with their
proposed alternatives to the CAO's budget reduction recommendations in the Police
Department. Provided in Attachment 2 are the Police Chief s responses to this proposal. As
reflected in this response, there are several cases where the recommendations are similar,
such as converting the building maintenance regular position to contract services (with an
estimated annual savings of$25,000); cost reimbursements for parking enforcement ($30,000
annually); and implementation of tow release and collision-only investigation fees. In other
cases, we do not concur with the SLOPOA's proposals, and the attached memorandum
details our reasons for this. In summary, we are not recommending any changes to our initial
budget recommendations, but appreciate and value the SLOPOA's participation in this
process.
3. Major City Goal Work Program Revisions_. At the May 26 workshop, we noted several
areas in the Traffic Congestion Relief major City goal work program where we recommend
"action plan" revisions in the Orcutt Road and Santa Barbara Street widening tasks due to
lack of State funding; and the Prado Road bridge widening, where we have recommended
deferring design of this project until 2008-09 based on the outcome of the San Luis
Marketplace election. (The basis for this recommendation regarding the Prado Road bridge
widening is described in the Financial Highlights section of the Preliminary Financial Plan,
page A-22; the proposed change in the work program is simply to bring it in conformance
with the Financial Plan and the Capital Improvement Plan presented in Appendix B).
Provided in Attachment 3 is an excerpt from the Preliminary Financial Plan (pages B-36 and
37) with a"legislative draft"of the proposed changes.
Preliminary 2005-07 Financial Plan Follow-Up Page 2
4. Planning Commission CIP General Plan Conformance Review. The Planning
Commission is responsible for reviewing the proposed capital improvement plan (CIP) for
conformance with the General Plan. On May 25, 2005, the Planning Commission held this
conformance review, and voted unanimously to forward the CIP to the Council with a
determination that it conforms to the General Plan. As part of their review, the Commission
identified three projects where additional project details and information will be needed at
the time they are developed to ensure General Plan conformity: the Downtown Urban Forest
Management Plan, the Andrews Creek bypass project and the Palm-Nipomo parking
structure.
5. Property Damage Only Collision Investigations. One of our key revenue
recommendations is to charge for discretionary services in conducting property damage only
collision investigations. The purpose and background regarding these proposed fees are
described in the Financial Highlights section of the Preliminary Financial Plan (page A-15
and 16), and in more detail in the April 19 Strategic Budget Direction report to the Council.
As outlined in these reports, we estimate that these fees will generate about $82,000
annually.
One concern that has emerged is the potential for the proposed charge for investigative
services to be confused with charging a fee for duplicating a police report. The City
Attorney is confident that we clearly have the authority to charge for these discretionary
investigative services. However, the potential for misunderstanding emerges based on our
recommended "trigger" for imposing the fee, which is when a copy of the report is requested.
While there are other approaches we could use in assessing the fee, doing so in conjunction
with the request for the report is the simplest, clearest and most efficient method; and it is the
practice used by other agencies that assess this type of fee. On the other hand, the potential
exists to confuse this fee with the cost of duplicating a police report, which cannot exceed the
direct cost of reproducing it. (In our case, the per page copy charge has been set at 35 cents
per page in our master fee schedule.)
While we recognize this possible concern, we continue to recommend that the Council adopt
this fee for the solid reasons previously identified. However, we will take several steps to
avoid possible misunderstandings, including a standard written (but concise) description of
the purpose of the fee with all payment requests; and for clarity, assessing the proposed
investigative fee ($50 per request) along with the standard report duplication fee of 35 cents
per page. We will closely monitor implementation of the fee after adoption, and return to the
Council if we believe that any changes in our proposed method of collecting the fee are
warranted.
6. Multi-Dwelling Rental Fire and Life Safety Inspection Fees. On May 17, 2005, the
Council approved high cost recovery levels and related fees for the "full-compliance" option
in conducting annual fire and life safety inspections. As discussed at this hearing, the rate
structure approved by the Council will result in annual revenues of $370,400. However,
there will be direct costs of$67,600 annually for the approved addition of an Administrative
Assistant position, resulting in net revenues of$302,800. This is very close to the $304,000
"net" revenue estimated in the Preliminary Financial Plan. The final Financial Plan will
reflect these revenue and expenditure changes.
1 i
Preliminary 2005-07 Financial Plan Follow-Up Page 3
7. CHC Review Fees: Revenue Loss Backfill. Based on Council "pantry item" approval in
November 2004, the budget-balancing strategy presented in April 2005 (and thus the
Preliminary 2005-07 Financial Plan as well) assumed $65,000 annually from Cultural
Heritage Committee (CHC) review fees (or $130,000 in 2005-07). However, on May 17,
2005, the Council decided not to go forward with these fees. As presented at the May 26
budget workshop, we recommend closing this resulting $130,000 two-year budget gap as
follows:
• Recent action by the County Board of Supervisors approving a $1.00 addition for
personal vehicle registration fees (and $2.00 for commercial vehicles) for the "CAL-ID"
program means that updating the "LiveScan" fingerprinting system in 2006-07 in the
amount of $40,000 (Appendix B, page 35) will no longer need to be a City cost.
Accordingly, we recommend deleting this project cost in the CIP.
• On March 1, 2005; the Council approved applying for a "work force housing rewards"
grant from the State Department of Housing and Community Development to help offset
the cost of the Augusta culvert and drainage inlet improvements. At this point, it appears
that receipt of these funds for these projects is virtually assured, in an estimated amount
of $65,000. Accordingly, we plan to revise our revenue estimates to reflect the use of
these grant funds for these projects.
• We recommend that the balance of$25,000 come from reserves.
8. Parking Fund: $10,000 Reduced Cost in 2006-07. Based on Council direction at the June
2 meeting, we will delete funding in the final Financial Plan of $10,000 in 2006-07 for the
"pay-on-foot" equipment feasibility study. Instead, the intent will be to do this analysis in-
house. In the event that we subsequently believe that an independent analysis is warranted,
we will return for Council approval of a supplemental appropriation at that time.
Please call Bill Statler at extension 125 if you have any questions concerning these follow-up
items to the Preliminary 2005-07 Financial Plan.
ATTACHMENTS
1. Candidate Statement Cost and Funding Options
2. Response to SLOPOA Budget Reduction Alternatives
3. Work Program Revision: Traffic Congestion Relief Major City Goal
G:Budget Folders/Financial Plans/2005-07 Financial Plan/Preliminary Financial Plan/Agenda Repons/Council Memo,Budget Follow-Up/6-3-05
- Attachment �-
Office of
Memo
To: Mayor Romero and Council Members
Via: Ken Hampian, CAO _
From: Audrey Hooper, City Clerk
Date: June 1, 2005
Re: Costs for Candidate Statements
During the discussion at the May 26, 2005, Budget Workshop, Council members directed
staff to provide additional information regarding the costs related to the publishing of
candidate statements. Following is a chart depicting those costs on a per candidate basis
(note that Option 1 is our current-practice).
Number of Sample Ballot Approximate
Option Words Translation Page Size Total Cost
1 400 En lish/S apish Full Pae $1,000
2 400 English Only* 1/2 Pae $ 440
3 200 English/Spanish 1/2 Pae $ 525
4 200 English Only* 1/4 Pae $ 220
*Spanish translation available upon request.
These estimates are based on information received from the Registrar of Voters in May.
They include page set-up costs, typesetting fees, translation fees ($.42 per word), and
miscellaneous per page charges.
The following summarizes the costs to the City under each of these approaches if
candidates are not responsible for this cost:
Savings from
City Current
Option Cost* Practice.
1 $8,000 No Savings
2 $3,500 $4,500
3 $4,200 $3,800
4 $1,800 $6,200
*Based on 8 Candidates
Costs for Candidate statements Page 2
ALTERNATIVES
There are two separate issues facing the Council regarding the cost and funding of
candidate statements.
1. Type of Statement. Regardless of who pays for it, the cost is driven by the type of
candidate statement, and this is the Council's policy decision to make.
2. Responsibility. Who should pay for this optional service:the community at-large?
Candidates? Or some combination of the two? As presented to the Council previously
(see attached), the overwhelming practice throughout the State is to view this as a
candidate campaign expense. On the other hand, to keep campaign costs down, it is
also the overwhelming practice in the State to use"Option 4"for candidate statements
(200-hundred word/Spanish upon request to be paid for by candidate).
CAO RECOMMENDATION
Staff believes that it is reasonable for candidates to cover this optional cost (candidates are
not required to provide a statement in the sample ballot: this is at their option, even when the
City is paying for this cost), as they do for all other campaign costs.
Staff believes that it is not unreasonable to expect a candidate for office to at least be able to
generate a modest campaign statement fee of$200. We have had past experiences with
candidates who place their names on the ballot, and then not attend candidate orientations,
or forums or actively campaign. Our current practices allow such candidates to rely entirely
on the community at large to support campaign statement costs, which in the 2004 election
were $1,000 per candidate.
Staff also believes that the Council should adopt"Option 4"as the basis for candidate
statement costs, regardless of who pays this cost. With this approach, depending on who
pays, the City would still save between $6,200 and $8,000 compared with our current
practice.
ATTACHMENT
Summary of Practices in Other California Agencies
AttachmOt
n
Offli 0'e.of the City Clerk
Memo RED FILE
MEETING AGENDA
:',TC 5�a"�U�ITEP.I #_ _
To: Mayor Romero and Council M hers
Via: Ken Hampian, CAO {/
From: Audrey Hooper, City ClerV
Date: May 26,.2005
Re: Costs for Candidates' Statements
One of the operating program changes recommended by the City Clerk's office in our effort
to achieve a balanced budget is that of no longer paying costs related to the publishing of
candidates' statements. Prior to making this recommendation, we conducted a survey to
determine, in part, which other cities require candidates to pay these costs. A copy of that
brief survey is attached for Council's consideration. This change in practice would become
effective with the adoption of the 2005-07 Financial Plan.
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Attachment 2 .
council mcmoizanoum
c%. of san. Luis owt o, abmlhistuation 0e aptment
DATE: June 2, 2005
TO: City Council
FROM: Deborah Linden, Chief of Police
VIA: Ken Hampian, CAOKO�
SUBJECT: Response to May 26, 2005 Memo to Council from POA President Dale
Strobridge re: Budget Reduction Options
Introduction:
On May 26, 2005, just prior to the start of the City Council meeting to consider the proposed
General Fund operating budget for FY 2005/07, Dale Strobridge, the President of the San Luis
Obispo Police Officers' Association (POA), delivered to the City Clerk a memo for Council that
contained several suggestions for budget reductions in the Police Department. A copy of a 1995
Police Department Management.Study was attached to the memo. During the Council meeting,
Mr. Strobridge testified regarding the contents of the memo and the study. I have since reviewed
Mr. Strobridge's recommendations and the following is my response to them, as requested by
Council. Mr. Strobridge and I are in agreement on most of the budgeting balancing
recommendations, so my comments will be focused on those we differ on, as well as the process
the Police Department used that led to the recommendations.
Overview and General Comments:
In order to complete the extremely difficult process of identifying budget reduction options, the
Police Department formed a budget committee to discuss and advise me on possible revenue
measures and reduction strategies. Both the POA and the Staff Officers' Association
(SLOPSOA) were represented on the committee. The suggestions made in Mr. Strobridge's
memo to Council, although new to Council members, were raised during our budget discussions
along with many other suggestions, some viable, some not. Ultimately, I submitted a list of
reduction options totaling 4.9% (the required submittal) to CAO Hampian that I strongly
believed balanced the needs and desires of our community with the interests of our department
and employees. CAO Hampian subsequently chose the following reduction options from this list
that equate to 1.5% of our operating budget: elimination of one Maintenance Worker and one
vacant Police Officer position, and the transfer of funds from the Parking Fund to the General
Fund to offset the cost of Police personnel to enforce parking regulations. In addition, CAO
Hampian is recommending that two positions previously frozen in the 2003/05 budget process be
eliminated: one Lieutenant and one Traffic Officer. While it may be true that Mr. Strobridge
does not agree with these recommendations, they were nonetheless made after carefully
considering many different options, including the ones outlined in Mr. Strobridge's memo to
Council.
AttaC� stlt
t�tOur"System of Service":
In his memo, Mr. Strobridge equates "essential public safety services" with patrol officers, and
his reduction suggestions focus on many areas other than patrol. While having enough patrol
officers to respond to emergencies is certainly a critical function of the Police Department, it is
not the only one. Without the appropriate support of many other positions, the ability of the
patrol officers to be successful in their role would be severely compromised. Equally important
to the number of officers are the dispatchers who partner with them; the records personnel who
process their work product and file their cases; the detectives who investigate the complex
crimes; the technicians who process evidence; the supervisors and managers who provide
necessary oversight and support; the personnel who ensure the complex technology officers use
is meeting their needs; the clerical staff who hold everything together; and the many other people
and positions that contribute in numerous ways. In short, the services we provide are all part of a
complex system in which the components are interdependent and necessary for our efficient
functioning. We are a team, and no one part of the team is always more critical than any other.
When deciding which services or positions to eliminate or change, the impact on the entire
system and the long-term implications of each action need to be carefully considered.
Management Study:
In his memo and his testimony to Council, Mr. Strobridge referred to a management study
conducted in 1995. This study is now more than 10 years old and it has significantly less
applicability in 2005. The management study made a number of recommendations, some of
which the Department chose to implement and some not for various reasons. The purpose of a
study is to provide information and perspective in order to assist in future decision-making, not
to mandate change or require the implementation of every suggestion.
Mr. Strobridge commented that the Police Department is almost the same as it was in 1995. This
is not accurate. The Department has changed and developed in many ways, as one would expect.
Our services demands have changed; laws and legal requirements are different; we are dealing
with entirely new types of crimes (i.e. Internet and identity theft); our technology has
significantly advanced; we have taken on additional responsibilities such as the Neighborhood
Services function; many of our personnel are new since 1995; our organizational structure has
changed; and our staffing levels are different. In 1995, the Department had five Lieutenants and
six Sergeants. Today, we have three Lieutenants and eight Sergeants, indicating a significant
reduction in administrative personnel and an increase in direct supervision and support for line
staff. At the same time, since 1995 we have been able to add four police officer positions using
grant funds, one of which was frozen in 2003. This is a different department in many ways and
to base recommendations on what we looked like in 1995 is not valid.
Comments on Specific Recommendations:
In regards to Mr. Strobridge's specific recommendations, I have carefully considered each one,
both during our budget reduction process and again after receiving the memo to Council, and the
following are my comments for each:
• Convert Administrative Captain to a non-sworn position; In his memo, Mr. Strobridge
quotes the management study and strongly implies that this recommendation was made by
the evaluator. This implication is inaccurate; no-where in the study is it recommended to
2
A►UaChMent 2
eliminate or convert this Captain's position to a non-sworn employee. The study actually
recommends retaining both sworn Captain positions (pp. 6 and 45), and reorganizing portions
of the Department to better balance the workload for each. This reorganization has been
done.
The Administrative Captain is responsible for broad oversight of many of the functions of the
Department, including Investigations, Communications, and Records. In addition, the
position is responsible for overseeing personnel investigations (including ensuring the legal
protection of officers' rights), civil litigation, and court demands for officer personnel
records. These are critical and specialized functions that protect our personnel and the City
from undue liability, and ensure we maintain the integrity of the department for our
community. The Captain is also the Acting-Chief of Police in my absence, an assignment
that rotates with the Operations Captain, and will re-assume the primary public information
responsibilities in July. It would not be feasible to shift these duties to lower-level
managers, nor would a single remaining Captain be able to absorb them long-term. Although
civilianizing this position might save some money, the negative impacts on the organization,
the City, and the community, would far outweigh any immediate financial benefit.
• Convert Administrative Sergeant to a non-sworn position: I have carefully considered this
suggestion, especially since it was included in the management study, however I believe the
financial savings would not justify the loss of this position and the impact on the Department.
The study called this position a Training Sergeant since in 1995, training was the primary
focus of this position. Today, the position is the Administrative Sergeant who is responsible
for many more functions in addition to training coordination and compliance. This sergeant
leads and supervises the sworn range master team responsible for all firearm training and
qualification; coordinates the sworn field training program and oversees the Field Training
Officers; conducts background investigations on sworn and non-sworn applicants; handles a
myriad of administrative assignments including leading policy review and special projects;
and reviews a variety of permit applications to ensure legal compliance.
In addition, the Administrative Sergeant provides valuable and necessary support to patrol by
covering for patrol sergeants who are absent due to illness, vacations, schools, etc., especially
on weekend nights when two sergeants are generally required on patrol due to the extremely
high level of activity. The Department also utilizes the Administrative Sergeant as a field
supervisor during special event periods such as Mardi Gras and Open House. For example,
in the past year, our current Administrative Sergeant has worked more than 330 hours on
patrol to assist with coverage - the equivalent of two full months. Converting this position to
a non-sworn employee would eliminate this resource for patrol, and would adversely affect
our emergency response capability, the very focus of Mr. Strobridge's suggestions.
Finally, the Administrative Sergeant position is the only assignment that affords sergeants the
critical opportunity to develop their administrative skills in preparation for promotion to
lieutenant. All of the other Sergeant positions, although they do handle some administrative
duties and projects, are direct field (patrol) or investigative positions and we strive to utilize
them in this intended capacity. Administrative skills are critical to all of the lieutenant and
captain positions and the Administrative Sergeant position provides an important
development opportunity for our Sergeants. Converting this position to non-sworn would
eliminate this opportunity.
3
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• Fund NTF Administrative Assistant with asset forfeiture funds: I researched this option
during our budget committee process and determined that it is not feasible at this time. The
Police Department currently assigns two positions to the County-wide Narcotic Task Force
(NTF): One sworn investigator and one Administrative Assistant. Both positions are filled
by full-time, tenured City employees and both are equally valuable to the task force. The
City has maintained this commitment to NTF for many years, and NTF depends on both
these positions to adequately function.
It is important to note that NTF is not some separate entity to which we "gift" resources.
NTF is a cooperative task force among all the law enforcement agencies in the County
(except the Sheriff's Department which has its own Narcotics unit), the State Department of
Justice, and various other local, state and federal agencies. NTF is governed by a Board
comprised of the Chiefs of Police who dedicate resources to the task force. NTF allows all of
the agencies to pool our resources to investigate drug-related crimes, especially important
and efficient since none of our agencies are large enough to have our own dedicated narcotic
units. The "bang for the buck" we receive from NTF is far greater than the resources we
contribute; we receive the services of a 15-member narcotics team with significant expertise,
and the resources of the Department of Justice to back them up. The City's commitment of
two FTE's is one of the most cost-effective endeavors we have. Eliminating or reducing
either position would be detrimental to the entire task force, especially since the
Administrative Assistant is the only such position assigned to NTF.
The funding of all or part of the NTF Administrative Assistant position with asset forfeiture
funds is extremely risky. These funds are seized from drug dealers and represent an
extremely unstable source of revenue. In addition, the use of the funds is strictly regulated
by State and Federal law. The NTF Board of Governors is responsible for deciding how
forfeiture funds are spent, and they are mostly used to fund necessary equipment, training,
and materials for NTF personnel. Funding a regular City position with forfeiture funds
would not be fiscally advisable, and could jeopardize the ability of NTF to continue to
adequately fund the needs of the task force.
• Eliminate Neighborhood Services Manager: Mr. Stobridge suggests completely eliminating
the Neighborhood Services Manager (NSM) position and distributing the responsibilities and
duties to an officer or Sergeant as "ancillary duties to their current position." In addition, Mr.
Strobridge wrote that, "The elimination of first responder police officer positions should not
be subordinated to non-emergency civilian positions in our view, particularly if provisions
are provided to continue community outreach." I seriously considered the elimination of the
NSM position as a budget balancing measure and, in fact, submitted this option to CAO
Hampian as the final step to reaching our Department's reduction option target (primarily
because the impending vacancy at least demanded that we consider this). At the same time, I
was extremely relieved that our CAO rejected this option because I do not believe the simple
redistribution of duties is feasible or desirable..
The NSM is responsible for much more than "community outreach."The overarching goal of
the NSM is to work with community members and groups to help facilitate their efforts in
maintaining the safety and quality of life of their neighborhoods. This work involves the
coordination of the different City services that comprise the Neighborhood Services Team,
the continual networking with Neighborhood Associations and student leaders, the
organization and maintenance of neighborhood watch groups, the formulation and
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implementation of crime prevention strategies, the monitoring of the physical quality of
neighborhoods for blight and NEO violations, the education of new students, the continual
tracking and analysis of quality-of-life issues in the neighborhoods (such as noise and party
violations), and the management of the City SNAP and NEO programs. In addition, the
NSM is part of the development review process to help ensure new development is designed
to be consistent with current environmental crime prevention strategies.
The work of the NSM helps reduce the workload of the officers by facilitating long-term
strategies to chronic problems that tend to manifest in repeat police response, such as on-
going neighborhood disputes. The new SLO Solutions Community Mediation Program
coordinated by the NSM is a perfect example of this. The value of the NSM cannot be
compared or prioritized to that of a patrol officer in an "either/or" manner; both positions
have great value in different ways, and both compliment each other.
The NSM is a key representative of the City to the community, and the duties of the position
require a full-time employee. In fact, the former NSM frequently exceeded his 40-hour work
weeks in order to fulfill the mission of the job. Simply redistributing these duties to other
members of the department who already have full-time duties is not feasible. The reality is
that if the NSM position is deleted, the Police Department would be unable to continue much
of these tasks. In addition, the City's "community triangle"—consisting of the environment,
economy, and social/neighborhood interests—would be severely compromised.
I will not comment on the other suggestions made in Mr. Strobridge's memo about which we
agree, such as the revenue-generating options. In addition, although Mr. Strobridge initially
suggested converting the DARE Officer position to a '/2 time/no benefits position, he is not
currently suggesting this option to Council so I will not provide detailed comment on this option.
It is worth pointing out that DARE is only one function of this officer position; the officer is also
the School Resource Officer for the Junior High School, and is responsible for investigating
related juvenile crimes. A substantial portion of the officer's time is spent on duties other than
DARE. Eliminating this position or converting it to a non-swom DARE position would actually
increase the workload on patrol officers who would have to take over the Junior High responses
and related investigations. We will continue to evaluate the DARE program and the value it
brings to our community in light of the budget reductions and service demands.
Final Comments:
Finally, I would like to comment on the overall budget reduction process and the involvement of
our employees. Losing needed employee positions of any type is always a painful and difficult
process, particularly to those of us who have to make these difficult recommendations and
decisions. Even so, in making reduction recommendations to the CAO, I must maintain broad
perspective and accountability to all of our employees and the community we serve. I must
assess potential reductions based on their impacts to our community, the City, and to the
department, regardless of what employee groups are affected. In fact, Police Department
employees represent three different employee organizations as well as the Management and
Confidential employee groups. It is not possible to cut services and positions and please
everyone involved. I can only strive to make recommendations that have the least adverse
impact to the community and our employees,and attempt to mitigate the results.
5
At the same time, our employees have been actively engaged and involved in the process. In
fact, the most valuable reduction ideas and revenue proposals came from our employees, many
of whom are POA members. We provided all employees abundant opportunity to be involved
and provide suggestions, and they have been kept well informed during the entire process,
including what my ultimate recommendations to the CAO were and why I made them. The
discussion that has been publicly vetted in these communications should not in any way taint the
efforts of our employees or imply that POA members have not been involved in extremely
valuable ways, in addition to the POA's formal representative on the budget committee. I am
extremely proud of our employees and their involvement in this difficult process, and in their
ability to provide excellent service to this community despite these difficult reductions.
6
Attachment 3
POLICIES AND OBJECTIVES
MAJOR CITY GOALS—TRAFFIC CONGESTION RELIEF
reductions in the Engineering Division, some of the advance development work, including the design, may need
to be contracted out to meet project timelines for grant purposes.
The very large scale projects like the LOVR interchange and Prado Road extension from Higuera to Broad Street
are related to new development projects. The City will continue to pursue the ultimate design of the reconstructed
LOVR interchange, but it may be until summer of 2006 before a Caltrans Project Report can be certified by
Caltrans and the City. As such, as development pressure along LOVR continues, there may be the need to
identify and then pass on phases of the ultimate project (similar to what has been done for Calle Joaquin
Relocation) to improve the facility and mitigate development traffic increases.
The extension of Prado Road through the Margarita Area will be constructed by the properties located within the
Margarita Area Specific Plan (MASP) area and will begin design and environmental in 2006-07. Construction '
level design will begin in 2006-07, with construction of the roadway occurring no sooner than calendar year 2007.
Issues regarding the financing mechanism for the extension will be resolved in summer 2005 as part of project
development and scoping.
ACTION PLAN
Mid-Hi uera Street Widening
1. Complete National Environmental Policy Act(NEPA)document to secure funding for design 12/05
and construction.
2. Complete preliminary design and resolve access issues. 12/05
3. Begin property acquisition negotiations if funding is available. 2/06
4. Complete final project design with in-house staff. 6/07
5. Pursue additional funding as needed to complete Mid-Higuera widening project- Marsh to Ongoing
High Street.
Orcutt Road Widening
6. Review and process EIR for the Four Creeks rezoning project which includes widening of 7/05
Orcutt Road from McMillan to UPRR tracks.
7. Ini ate,Eemplete_Califomia Environmental Quality Act(CEQA)/NEPA environmental 5/06
review.
8. Complete design (Duncan to Laurel Lane) with in-house staff. 8/06
9. Pursue additional funding as needed to complete Orcutt Road widening project(Duncan to Ongoing
Laurel Lane).
. 3"
3/96
_. "6
42/96
B-36
1
Attachment 3
POLICIES AND OBJECTIVES
MAJOR CITY GOALS—TRAFFIC CONGESTION RELIEF
Task -----Date
i n -a aa:«: a aa mpi Santa n � :at a, a: oo ° « � o 3g
..aa
15. n, plot.GEQ n e e.tal review. 3(
Read. �
Prado Road Extension
17. Work with west side Margarita Area Specific Plan(MASP)property owners to resolve Ongoing
funding issues and outline project development schedule.
18. Begin environmental review and technical studies by MASP property owners. 7/05
19. Begin project plans, specification and estimates (PS&E) by MASP property owners. 7/05
20. Complete CEQA environmental review. 2/06
21. Complete PS&E by MASP property owners. 9/06
Si nalization of Broad Street and Pacific Street Intersection_
22. Begin construction. 7/05
23. Complete construction. 12/05
Signalizatibn of Johnson Avenue/Ella Street and Hi" era/Granada.Intersections .
24. Complete environmental review and project design. 11105
25. Begin construction. 3106
26. Complete construction. 8/06
Los Osos Valley Road Interchange
27. Complete Phase 1 of the Caltrans environmental and Project Report process. 7/05
28. Hire consultant to prepare the final Caltrans environmental and Project Report. 7/05
29. Begin CEQA/NEPA EIRIEIS process and hire EIR/EIS consultant. 7/05
30. Complete Calle Joaquin Realignment project. 11/05
31. Complete EIR/EIS. 6/07
32. Implement phase improvements as new development is approved and can be identified. Ongoing
Tank Farm Road..Intersection Improvements,
33. Initiate design of Tank Farm Road widening project. 6/06
RESPONSIBLE DEPARTMENT
The Public Works Department will be responsible for achieving this goal and completing the identified tasks.
The Natural Resources Manager, City Biologist and Community Development Department will assist with
environmental issues that may arise on each of the various projects. The City Attorney will assist with land
acquisition and the Finance&Information Technology Department will assist with funding mechanisms.
B-37
=� SAN LUIS OBISPO POLICE OFFICERS' ASSOCIATION
Post Office Box 1251 • San Luis Obispo, Ca 93406
\� •` ,' 3
(805) 441-3256 * Fax (805) 461-577
RED FILE
MEETING AGENDA
June 7,2005 DATE 6dJ—ITEM # &S-3
C COUNc, , CDD DIR
�EM03&AWDUM ) CAO FIN DiR
i ACAO =IRE CHIEF
ATTORNEY C ?"I DIR
To: Honorable Mayor Romero and City Council' C' RKIORIG ❑ POLICE CHF
CI-PT ' EADS ❑ REC DIR
From: Dale E. Strobridge, President -` — ❑ UTIL DIR
Subject: Continued Review: Preliminary 2005-07 Financial Plan
CC: Ken Hampian, CAO, Deborah Linden, Chief of Police
On May 26,2005, I presented to Council via the City Clerk a preliminary memorandum
viewpoint of the Association's concerns and recommendations to mitigate proposed
budget reductions of approximately 1.5%to the police department's operating budget. The
memorandum was included in the Council red file with courtesy copy to CAO Hampian
and Chief Linden.
Late in the afternoon of June 6,2005, I was informed that Chief Linden submitted a
memorandum to Council in response to the Association's original memorandum to be
included in the Council red file. The Association was not courtesy copied I received the
Chief's memorandum by making a specific request after learning of its existence at close of
business yesterday.
The POA memorandum and presentation to Council was authorized and endorsed by the
POA Board of Directors. The memorandum was shared with the Association membership
and has received a hearty endorsement. Chief Linden's comments suggest in her
memorandum that the POA recommendations are confined to my personal viewpoint. That
simply is not the case and an unfortunate minimizing of the POA position.
I would like to respond to each of the issues raised by the Chief and further illuminate
growing concerns of our employees.
System of Service:
The POA defined"essential public safety services"as the ability to deliver emergency first
responder police officers to the scenes of critical incidents. Certainly,without adequate
support staff,the first responder police officer's safety and effectiveness would be
compromised The POA has not suggested wholesale reduction in support staff. Only one
civilian position would be eliminated under the POA recommendation,the Neighborhood
Council Memorandum
Mayor and City Council
June 7,2005
Page 2
Services Manager that currently is a vacant position as the result of a recent retirement.
Council eliminated the very same equivalent position during the 1992-93 budget reduction.
I appreciate the Chief calling attention to the unsung support professionals within the
police department: the communications technicians,police records clerks,detectives,
evidence technicians, field service technicians and supervising managers. It is a complex
system common to the analogy of a chain, only as strong as the weakest link.
What Council may not be aware of is that chain now is stretched to the breaking point.
Our communication technicians have been working under extremely adverse working
conditions in a communication center that is not ergonomically friendly resulting in
industrial injuries. Staffing is at critical mass with mandatory overtime the norm. Just this
past weekend, a communication technician staffing shortage occurred. There were no
available communication technicians to fill the vacancy. A police officer with minimal and
inadequate training was called in from the field to staff the center.
It is anticipated in the coming weeks that our staffing compliment of ten(10)
communication technicians will be reduced to seven(7)as the result of injury,promotion
and retirement. Ten communication technicians are not adequate to staff the center
previously staffed by twelve. A part time retired communication technician and two police
officers, one of whom was a full time communication technician are the firewall safety net
the center relies on with increasing frequency.
Additionally, our records division staffing was previously reduced during the 1992-93
budget reduction to four and one half(4 '/2)police records clerks. Our clerks have been
without a records manager for nearly one year. One clerk presently acts as the records
manager. The workload increase since 1993 has taken a quantum leap. Our clerks work at
a feverish pace to get the job done. It has been common for the workload backlog to be
three months in arrears on the production of reports. The Stats Department of Justice has
sent warning letters to the department regarding untimely mandatory reporting
requirements. Criminal investigations have gone stale due to the substantial backlog of
incomplete reports.
Management Study
Chief Linden and the POA continue to disagree on the validity of the 1995 POST report.
During my comments to Council May 26th, I represented that the department in essence is
very much the same now as then. This comment referred to the organizational structure.
We have no argument that services, laws and legal requirements have evolved,quite the
contrary. The advancement of technologies large selling point is the reduction of the
previously associated labor costs and completing the tasks more expediently. We are
fortunate to have very progressive technologies implemented,the result,our personnel can
accomplish more with less labor in a more efficient manner.
Council Memorandum
Mayor and City Council
June 7,2005
Page 3
The organizational structure in place October 1994 provided for two bureaus,the
"Operations Services Bureau"and"Administrative Services Bureau." A police captain
commanded each. The POST evaluator identified the under utilization of a sworn
executive manager supervising only nineteen employees. The evaluator recommended a
more balanced structure by realigning the Investigations Division to the purview of the
administrative captain. This remains the current organization structure today.
Convert Administrative Captain to non-sworn position:
The evaluator cautioned against simply eliminating the administrative captain for various
reasons. The POA in 1995 as in 2005 suggested that the administrative captain position be
converted to civilian manager. That the Investigations Bureau be returned to the
Operations Bureau. The civilian administrative manager would be responsible for the
command and supervision of all civilian employees within the department. The operations
captain would then be responsible for the supervision of three lieutenants and their
corresponding subordinates. The civilian manager would be responsible for four bureaus,
communications and records, administrative analysts, civilian training manager and
evidence,property and field service technicians.
As I previously suggested to Council,this recommendation will result in significant
ongoing cost savings thereby redistributing the savings to apply for the fimding of a police
officer position. The civilian manager replacement would be a prudent cost effective
solution to better balance the workload for the bureau and have all civilian personnel
accountable to a civilian manager. Again,this proposal is made possible by the retirement
of the incumbent administrative captain. No loss of personnel would occur.
Convert Administrative Sergeant to non-sworn position:
The POA recommendation to Council is a package proposal. The total cumulative savings
becomes dramatic and provides for the funding of two vacant police officer positions.
Chief Linden is correct;the savings realized converting the administrative sergeant would
not offset the two vacant police officer positions. Chief Linden justifies the administrative
sergeant's position with the following responsibilities. I will comment and have
alternatives to each. Again,no loss of personnel would be realized.
• Range Master Team—Currently, the department conducts six range qualifications
annually. Four well trained police officer range masters design, schedule and
conduct the firearms training. The administrative sergeant is responsible for
oversight. Oversight duties,which can be assigned as ancillary duties to a police
sergeant and are not significant in and of themselves. Similar to other agencies.
• Field Training Officer Program—The department is staffed with four field-
training officers as part of the Master Police Officer Program. FTO duties, which
can be assigned to a police sergeant and are not significant in and of themselves.
Cmmcil Memoranda
Mayor and City Council
June 7,2005
Page 4
• Background Investigations—The department is staffed with many well-qualified
supervisor managers and investigator police officers capable of conducting
background investigations. Additionally, many departments now contract for
background investigations at a cost of approximately$600 each. Agencies also
employ sworn part time reserve police officers at a nominal $25 per hour to
conduct confidential police officer investigations. Very few background
investigations are anticipated due to continued budget constraints.
• Administrative Tasks—A civilian counterpart would be recruited capable of
policy review,approval of permit applications to ensure legal compliance and
special administrative projects. Chief Linden reports the administrative sergeant
worked 330 hours of patrol. Insufficient information was provided to identify the
specific task. Sufficient police sergeants and master police officers are available
to accommodate this need. Re-distribution of the 330 hours to the remaining
seven police sergeants would only realize an annual increase to each of
approximately 47 hours of overtime,less than one hour each week.
• Develop Administrative Skills—Assigning additional organizational
responsibilities to the under utilized traffic sergeant and downtown sergeant,both
of which supervise only three subordinates would be valuable experience gained
by both. The positive effect of sharing the redistributed administrative sergeant
responsibilities that a civilian counter part would more than out weigh any adverse
consequence. More police sergeants would then be able to develop the critical
administrative skill sets that are desirable for elevated ranks.
Fund NTF Administrative Assistant with asset forfeiture funds:
The POA does not disagree with Chief Linden that the Narcotic Task Force is a valuable
asset to the local law enforcement portfolio,quite the contrary. The department now
famishes two full time personnel, one investigator and one administrative assistant. No
other local agency furnishes two personnel other than the District Attorneys Office.
The POA position is that the department should not be eliminating sworn police officer
positions at the expense of providing a disproportionate number of personnel to NTF.
Participating local agencies should share in the cost of the administrative assistant to
include subsidizing the position with the substantial asset forfeiture monies. Monies that
now are utilized primarily for hardware.
Eliminate Neighborhood Services Manager:
Council eliminated the equivalent position during the 1992-93 budget reductions. The
department ad hoc budget committee recommended this position be eliminated as a first
priority when the budget reduction target was proposed at 4.9%. The POA has not
retreated from this position.
Council Memorandum
Mayor and City Council
June 7,2005
Page 5
During the mid 1970's, community policing was making its first debut with the
department. Four police officers were given responsibilities as "Team Leaders"each
responsible for a quadrant within the city. This followed the traditional approach at
community policing whereby a uniformed police officer doing the work made public
contacts,organized neighborhood watches and otherwise met with neighborhood and
student groups. A police sergeant was assigned ancillary duties that each team leader
reported their results and progress.The program was effective for a number of years and
then faded as interest in community policing by the public deteriorated. The program was
disbanded for a number of years until the department hired a civilian to study crime trends
and make public presentations as a"Crime Prevention Coordinator." The CPC was the
position eliminated by Council previously discussed.
The NSM was a position added to the department by assimilating a code enforcement
officer from city general services. This individual due to his personal talents and
qualifications as a prior law enforcement officer developed the position into what we now
know as the Neighborhood Services Manager. The expectation that the next individual
hired will share the same talents,communications skills and knowledge of our community
is unrealistic.
If as the POA recommends,the Council converts the administrative sergeant position to a
civilian,many of the NSM duties may be assigned. Additionally,police officers in the true
community-policing model would assist with community outreach. This is a viable
alternative to the severe recommendation of eliminating two sworn police officers. Again,
due to retirement,this position currently is vacant.
Final Comments:
Any time that an employee organization opposes recommendations of a department head
and CAO, it is not undertaken without due consideration. The POA Board of Directors has
expended considerable time and thought into this recommendation to Council. These
recommendations obviously would not be made if there did not exist key vacancies. The
impacts to the department are a new paradigm shift that management does not readily
embrace. We do not fault management for being reticent in exchanging comfort level with
new ideas.
The POA Board of Directors asks Council to view this proposal as business would. If the
cost savings realized will allow Council to avoid the elimination of two sworn emergency
police officer first responders and maintain an acceptable level of replacement service,it is
worth the discomfort caused to management and a benefit to our community.
The POA simply asks Council to debate these recommendations, weigh the negative
aspects against the positive and make the decision that best protects the public and our law
enforcement professionals. Thank you.