The URL can be used to link to this page

Home My WebLink About8.6 Police Services Eval • CITY CLERK File# f 110 ,O -�Il AGENDA STATEMENT CITY COUNCIL MEETING DATE: June 20, 2005 SUBJECT.: Police Services Contract Evaluation Prepared by: Joni Pattillo,Assistant City Manager, and Amy Cunningham, Sr. Administrative Analyst ATTACHMENTS: 1) Resolution Approving Proposed Five Year Agreement with Alameda County Sheriff's Office for Police Services: Proposed Agreement RECOMMENDATION • 1) Receive Report 2)Adopt Resolution Approving Agreement FINANCIAL STATEMENT : See below DESCRIPTION: Pursuant to City Council policy, contract evaluations are conducted at the end of the contract term. Staff has evaluated Police Services currently provided to the City under contract with the Alameda County Sheriff's Office. The current contract has a term of five years and expires on June 30, 2005. Since County contract and City personnel work together to provide Police Services to the community, information regarding services provided by city employees assigned to Police Services has also been included in this evaluation. The contract review criteria that was used to evaluate the Alameda County Sheriff's services were established in the previous contract reviews and they have served as key indicators that are valuable to the City of Dublin. The criteria categories are as follows: • Category I. Quality of Services Provided • Category II: Adequacy of Services Provided • Category III: Cost of Services • Category IV: Recommended Modifications to Agreement between City and County for Police Services COPIES TO: Sheriff Charles Plummer I ITEM NO. QUALITY OF SERVICES PROVIDED PUBLIC SERVICE INFORMATION AND EDUCATIONAL MATERIALS Public service information and educational materials are routinely distributed to all segments of the community. Distribution of this material is accomplished through Crime Prevention Officers, uniformed Patrol Officers, Community Safety Assistants, and information bulletins from Investigations, and press releases from Administration. Public service information is also available and handed out at the Police station,through Crime Prevention programs, and at special events in the community. DEPARTMENT VISIBILITY Dublin Police Services continues to maintain high visibility within the community. This visibility not only imparts a feeling of safety and security for the citizens, but also serves as a deterrent to the criminal element. In addition to 355,474 miles driven in 2004, Dublin Police Officers maintained a foot patrol presence in the commercial districts and residential park areas and assisted Crime Prevention in distributing Crime Prevention material to businesses and residences. During Calendar Year 2004, a total of 27,164 pieces of literature were distributed. Officers also completed 1,824 foot patrols during 2004. Dublin Police Services instituted a part-time bicycle emit in Fiscal Year 1994-95 that continues to operate. The unit has been utilized during holiday periods to provide visibility in the commercial parking areas; during parades to assist with traffic and crowd control; to provide patrol and traffic control services at Hacienda Crossings; and to address specific crime trends in commercial and residential areas and community parks. The bicycle unit has generated positive feedback from both the business community and the citizens of Dublin. Dublin Police Services instituted the first traffic enforcement motorcycle unit in Fiscal Year 2001-2002. Two additional motorcycles have been added to the unit since that time. The three motorcycles provide additional departmental visibility within the community, most significantly while completing routine traffic enforcement duties and at special community events. OFFICER PROFESSIONALISM AND PUBLIC RELATIONS Positive police contacts with the community promote excellent public relations and community involvement. Exceptional work, demonstrating a high degree of professionalism, is reflected through input from the community. The Police Chief and the City Manager regularly receive communications (approximately three to five per month) from the community commending Police Services Staff for their excellent work. Staff has included the following excerpts from some of these commendations: "His courteous attitude toward out-of-state visitors gave us a very positive picture of your community." 2 tt "... treated my wife with extreme courtesy and seemed genuincly concerned about the incident." "... demonstrated not only a high degree of professionalism but also that he was approachable and empathetic." 'The evening was an extraordinary experience for me and I was very impressed with the professional conduct or the Dublin Police Officers on duty tl1at night." "Altl1ough this was a time1y inconvenienee, I wanted to compliment the officer on his polite and professional manner... Although I do not enjoy being pulled over, this experience had made me appreciate the professional manner in which the City of Dublin, Police Officers perform their jobs." 'The purpose of this Jetter is to commend your officcr for the prompt and efficient service he provided to the bank yesterday when we reported a customer impersonator. He conducted himself in a most pro ressional manner with the least amount of interruption to the staff." "... thank you for the quick response, thoroughness in checking the house and overall kindness and support." "He gave me a speeding ticket, rightly so, and I was terribly rude. He was nice and not ofTensive. T was horribly upset and took it out on him." "... worked diligently at ren10ving a known drug house... Thanks to their hard work the tenants were evicted this past November. We are all extremely grateful for their hard work." "Your officers were very helpful, compassionate and professional throughout the investigation... He offered me reassurancc and direction when I couldn't think straight." Additionally, Dublin Police Services continues to receive numerous verhal commendations from residents and members of the community recognil:íng staff's ongoing commitment to professionalism and courtesy. 3UCf'S' CITIZEN SURVEV Two Citizen Surveys were completed during this contract evaluation period (2001 and 2(04). The surveys were randomly distrihuted to residents and business owners/operators in the community. The surveys are used to assist Staff in identifying community issues and concerns related to Police Services, and the appropriate allocation of future resources. Overall, community members were very satisfied with the law enforcement services provided and held a favorahle impression of the Officers. Tahle I shown below provides a summary oftl1e Citizen Survcy results: Surve s - Distributed: Rcturned Overall A enc Satisfaction Favorable 1m ression or Officers Top 3 Ranked Conununity Concerns 1,100:63 99% 97% 1 - Burglaries 2 ... Traffic Laws 3 - Vandalism 1,200:69 98% 94% I - Burglaries 2 - School Truancy Problems 3 Cried) - Vandalism & Ra e or Sexual Assaults Top 3 Ranked Community Priorities I ... Response Time to CrimelEmergency 2 - Neighborhood Patrol 3 (Tied) - Investigation of Crimes & Traffic EnCorcement! Accident Prevention 1 - Response Time to CrimelEmergency 2 - Neighborhood Patrol 3 -·Investigation of Crimes When presented with a list of fourteen difTerent erimes and community concerns (ranging from rape to vacant lots), respondents ranked burglary as tbeir highest priority Cor both survey periods. There were 120 reported burglaries in Calendar Year 2001, and 139 reported burglaries in Calendar Year 2004, increase of only 19 reported cases in these years. OtÌÍcers continue to focus on traffic safety and vandalism prevention efforts. When asked to rank their top community priorities in order of importance, rcspondents identified response time to crimes/emergeneies as their top concern. Between Calendar Years 2002 and 2004, there has hcen a slight increase, approximately 30 seconds; in call response time (data prior to 2002 is unavailable). Neighhorhood patrols and successful crime investigation continue to be priorities for Police Services. 4 f16? "Õ CITIZEN COMPLAINTS Formal Internal Affairs InvestigatioIls are completed by special1y trained Sheriffs Office staff located in downtown Oakland. Complaints of an informal nature are handled by supervisory and management staff assigned to Dublin Police Services. Table 2 shows the number of Dubin's formal Internal AfIairs Investigations generated by citizen complaints during the past lIve years: TotaIlnvesti ations Com laints Sustained · 0 · Sustained: Aile ation roven to be true. TURNOVER Currently, there are 46 sworn and 2 non-sworn contract employees assigned to Dublin Police Services. All of the Officers assigned to Dublin Police Services are experienced in patrol duties. The average Sergeant has been assigned to Dublin Police Services for 3.4 years, is 43.4 years of age and has 19.0 years of law enforcement experience. The average Patrol Officer has been assigned to Dublin Police Services for 5.4 years, is 32.8 years of age and has 10.6 years of law enforcement experience. Table 3 shows starting changes for Calendar Years 2000 through 2004: Sworn Contract Pcrsonnel Civilian Contract PersonncI 8 8 6 8 9 o I 2 Personnel turnover can be attributed to several factors including: retirements; promotions; assignment changes; separation from employment; inadequate productivity; and unsuccessful completion of field training programs. II. ADEOUACY OF SERVICES PROVIDED PATROL SERVICES Patrol services to the City of Dublin arc provided by the Alameda County Sheriff's Office. At this time there are twenty-live (25) uniformed Patrol Officers; four (4) patrol Sergeants; one (I) training/administrative Sergeant; and one (I) patrol Lieutenant assigned. Additional1y, there are tllree (3) Of1icers and one (I) Sergeant assigned to full-time traffic enforcement duties. 5Db~'ß The Patrol Sergeants are assigned as Patrol Watch Commanders, each in charge of their respective watches. In addition to supervising their assigned patrol personnel, Watch Commanders have full operational responsibility for incidents occurring in the City. Watch Commanders evaluate crime statistics, maintain patrol indexes, review reports prepared by Patrol Officers, detail Patrol Officers to specific areas as needs arise, identify and arrest suspects, investigate erimes, assist in training, assume on-scene command responsibility at major incidents, study spec; fie erime trends and develop strategy and prepare crime information bulletins to keep Patrol Officers aware of recent criminal activity. Watch Commanders also perform administrative duties (including assistance with fleet management) 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 OnIcers often initiate follow-up investigations in criminal cases. 111is action promotes excellent community-police relations and instills conndence in tlte ability of the patrol force to protect the public. Patrol OHlcers are heavi1y involved in public eontact through frequent "foot patrols" of business areas and neighborhoods including City parks. All Patrol Officers are expected to keep abreast of criminal activity in the City, utilizing information bulletins that have been developed speeitlcally by Crime Prevention, Investigations, and other Patrol personnel, for this purpose. Patrol assignments eontinuc to be flexible, allowing specific assigmnents to be made as the need arises with minimum disruption to the level of service provided to the community. 61/) ~ '8 Shown below in Table 4 is a comparison of the key patrol service workload indicators for Calendar Years 2000 through 2004: Calls fo.. Sel'Vice a Avg. Response Time e.. Call P..io..i 1 b Re o..ts W..ittcn A....csts - All Cl"imes Numbe.. of Fleet V chicles 19 25 26 27 27 Police Milcs Driven c 270,968 342,965 363,821 386,782 355,474 Foot Pat..ols 1,266 1,346 1,822 1,618 1,824 (a) Purchase and installation of mobile data terminals in the patrol vehicles has reduced the total count of calls for service as Of/kers now have the ability to complete certain tasks (such as cheeking a vehicle registration) through the computer terminal, instead of requesting this be com leted tlrrou 'h the Dis atch Center. (b) Response time indicated is from Dispatcher's answer of call to Officer arrival at call location; CAD data is purged after 3 years, therefore 2000 and 200 I data is not available; growing traffic con 'estion has sli tl dela ed an Officer's abilit to res ond to ealls. (c) The numher of vehicle miles driven is impacted by increases in reports written, arrests and citations. Administrative paperwork work necessary to complete these activities reduces the number of miles an Officer drives durin his or her shift. 46,970 Not available 3,900 1,272 50,613 Not available 4,106 1,274 0:06:53 4,072 1,243 0:06:49 4,390 1,543 0:07:29 4,442 1,631 Shown below in Tahle 5 are crime statistics for Calendar Years 2000 through 2004: Po ulation * 29,500 31,950 33,500 36,150 38,350 Patil C..imes pe.. 1,000..esidents 21.32 23.76 21.46 20.97 23.34 Total Part I C..imes 629 759 719 758 895 Total Pa..t II c..imes 1,427 1,482 1,437 1,810 1,834 * Population figures obtained through State of Cali fomi a Department of Finance (include Group uarter Po ulation). Alternate Staf1ing - In February 2003, the City Couneil approved a two-year pilot program for implementation of 12-hour shifts fÒr patrol personneL It was expected that this allet11ate work schedule would greatly enhance the delivcry of serviee to thc community while also reducing the overall cost for patrol services. 7 t/b¿<f Dublin Police Services was the last agency in Alameda County to transition to an alternative work schedule. The transition was necessary to cont()rm to the current law enforcement industry scheduling standards; and to continue to attract and retain quality candidates to work at DPS. Alternative Staffing schedules were implemented in March 2003, and the evaluation period ended February 2005. Table 6 re.flecls the workload indicators reviewed during the course of the evaluation period: Overtime Shifts 742.38 423.56 552.65 488.11 Sick Leave Shifts 211.84 163.79 295.0 229.40 Patrol Vehicle Accidents 8 12 10 11 Use of Force Incidents 18 2S 26 25.S Citizen Com laints 4 3 6 4.S Ot1ïeer Initiated Contacts 6,865 6,202 5.443 5,853 Arrests 1,379 1,580 1,704 1,642 % Complaints Char ed 76% 81% 78% 79.5% Citations Issued 10,012 11 ,625 10,922 11,274 There were significant increases in the number of arrests made and citations issued during the pilot period. With such considerable increases in these categories, it would be expected that there would be impaets in other eategories, such as increases in use of force incidents, and decreases in time available for officer initiated contacts. The di ffercnces in the other activity categories arc statistically insignificant. Tnercascd activities also impact tl1e number of overtime hours worked, including additional time necessary at the end of shift to complete arrest reports and testify in court. The increased use of sick leave time during Year 2 was primarily due to two personnel heing on extended leave for a combined total of97.5 shifts, reducing the two year average to 180.65 shifts. Prior to implementation of the alternative staffing schedule, Police Services was able to field an average of6.61 patrol personnel (including traffic personncl and supervisors) on day shift (6 AM 8'tf't to 2 PM); 7.06 patrol personnel on swing shift (2 PM to 10 AM); and 5.25 patrol personncl on midnight shift (10 PM to 6 AM). After implementation of the alternative staffing schedule, Police Services has been able to field an average of 8.34 patrol personnel (including trat1lc personnel and supervisors) on day shift (6 AM to 6 PM); and 7.19 patrol personncl on the night shift (6 PM to 6 AM). Upon implementation 01' the alternative staffing schedule, Dublin Police Services was also able to reduce the total staffing allocation by one Sergeant position. An additional Administrative- Training Sergeant position had heen approved as a higher service level for Fiscal Year 2002- 2003 (to provide additional administrative support for mandated training and supervisor vacation/overtime relief). Due to implementation of the twelve-hour patrol shifts, one Patrol Sergeant position was no longer necessary to maintain operations; therefore, that position was reassigned to the Administrative-Training Sergeant position. Trainim! - Table 7 shows Training/Administrative Aetivíties (primarily completed by the Training Sergeant since Fiseal Year 2002-2003) for Calendar Years 2000 through 2004: Permits Processed: - ABC Licenses 12 14 11 12 8 - Massage Establishment & Teehnicían 18 26 31 33 36 - 2" Hand Dealers 0 0 0 6 2 - Parade I 2 3 4 4 - Peddler 5 5 6 5 22 Trainin Hours: - Total Hours 5,900 6,804 7,209 6,142 5,632 - POST Mandator . 1,695 1,919 2,189 2,245 1,928 - Discretionar 860 860 900 990 856 · In 2004 POST si ,nilíeantl reduced trainin reimbursement due to state fundin shortfal1s The staffing level for Patrol Services required to maintain the current level of service, is adequate tor Fiseal Year 2005-2006. TRAFFIC ENFORCEMENT One Sergeant and three full-time Officers arc dedicated to traffic enforeement as mentioned above. The Trame Unit participates in activities such as: tralTic enforcement, radar speed enforcement, accident response and investigations, commercial vehiele enforcement, community safety awareness progran1s, child safety seat checks and checkpoints, drunk driving eheckpoints, vehicle abatement trom private property, and towing of abandoned vehicles from the street. 9 t1IJ ~~. Three motorcyeJe w1its have been added to the Traffic Unit since the last contract evaluation; and have proven to be invaluable tools in the enforcement of traffic laws throughout the City. Shown below in Table R are some of the key traffic enforcement workload indieators for Calendar Years 200n through 2004: All Citations Issued * 9,624 8,364 10,521 11,081 10,911 Accidents I nvesti ated 442 3R8 384 371 359 Injury Accidcnts Investi ated 83 67 6R 90 92 Non-Injury Accidents Investi ated 359 321 314 281 267 Fatal Accidents Investi ated 0 0 2 0 0 Parking Citations (cff.07101) Ovcrturncd ** ** 60 21R 220 V oluntary Abated Vchiclcs 132 210 256 382 381 Public Propcrty Ahated Vehicles 28 48 47 60 70 Radar Trailcr De 10 ment 120 129 127 113 126 Parking Citations Issued 1,781 1,218 1,080 836 1,0RO Child Safety Seat (eff. 03/03) Ins ections .. ** ** 79 110 Taxi OwnerlDriver Permits Issued 5R 85 45 11 R * All citations issued b DPS ersonnel movin " mechanical and ** Data not availahle durin this time eriod Commercial Oftlcers of Southern Alameda Countv (COSAC) - COSAC Officers promote commercial vehicle safety for vehicles that pass through the participating cities and hclp reduce damage to City streets; the Dublin Tramc Sergeant and one Traffic Officer are members of COSAC. COSAC Officers travel to member jurisdictions, between Fremont and Oakland, to assist participating ageneies in commercial vehicle enforcement as reciprocation for assistance. This allows each agency to have equal access to trained personnel to perforru commercial vehicle inspections in their respective jurisdictions. COSAC events are scheduled two times per month, with Dublin participating in 20 events during Calendar Year 2004. Two events were held in Dublin during Calendar Year 2004, one event at the intersection of Dougherty and Monterey; and 10 'iJ~ one at FallonlEl Charro at Interstate 580. On average, fifleen (15) commereial vehieles are inspected at each event. Combined Intensive Traffic Enforcement (CITE) - Officers assigned to the Dublin Trat1lc Unit also participate in CITE events. On a monthly-rotating basis, CITE, consisting of Officers from Dublin, Pleasanton, Livermore, and California Highway Patrol, provides concentrated tralTic enforcement for spceifically identified problem areas or other locations receiving community complaints. CITE allows participating OClkers to saturate Ülrgeted areas, and complete enforcement actions in Dublin on average thrce times per year. Avoid the 21 CamnaÜm - Three times each year, Officers also participate in the A void the 21 campaign, in conjunction with the other twenty law enforcement agencies in Alameda County. A void the 21 focuses enforcement efforts on reducing drunk driving incidents throughout the county during specified time periods during the year. The following workload indicators in Table 9 shows the number of drunk driving arrests by Dublin Officers from 2000 through 2004, during the Decemher-January Avoid the 21 campaign: DUI Arrests 50 . 2004 efforts were significantly impacted: the length of the Campaign was shortened by lIve days from previous years: and limited personnel were availabJe because of Crime Suppression Team 0 eration durin this same time eriod. Sneed Enforeement Eauinment - Roth hand-held and fixed unit radar are in use to enforce speed laws. Radar controlled speed indicators on trailers have been used in selected areas to educate drivers regarding their vehicle speeds. The radar trailer was utilized on 126 days in 2004. The radar trailer has heen an effective tool to discourage speeders in specific locations where the trame unit has received complaints from citizens and/or otl1er Ofllcers. Child Safetv Scat Insnections - The Traffic Unit hcgan offering child safety seat jnspeetions to the public in March or 2003. By appointment, specially trained and certified Officers will assist community members in properly installing their child safety seats. Additionally, two scheduled child salèly seat installation events arc held in the City during the year. This service has been extremely well received by the community and demand has continued to steadily grow. V chicle Abatement - Traffic Oflicers continue to focus etTorts on vehicle abatement activities. In Calendar Year 2004,381 vehides were voluntarily abated throughout the City, while 132 were abated in Calendar Year 2000. In Calendar Year 2004, 70 vehicles were successfully abated and removed from public property, while 28 were removed in Calendar Year 2000. Taxi Cab Permits - Responsibility for issuance of Taxi permits was assigned to the Trame Unit in 2003. Increasing numbers of taxi companies have heen drawn to the area since the opening of 11 ffb2.-r the BART station, and permit applications I{Jr company owners and drivers have increased steadily. Enforcing compliance with an laws and regulations regarding taxi cab operations ensures the safety of taxi cab serviec customers and other drivers using Dublin's roadways; ensures taxi cab vehicle safety; and ensures that criminal and DMV background checks are completed on all drivers. The staffing level for Traffic Enforcement required to maintain the current level of service, is adequate I{)r Fiscal Year 2005-2006. CRIMINAL INVESTIGATIONS The Investigations Section is currently comprised of one (1) Detective-Sergeant position and three (3) Detective-OtTiccrs. The Narcotic Investigations Section is comprised of one Detective- Sergeant and one Detective-Officer. PERSONS/PROPERTY CRIMES The Detective-Sergeant and Detective-OnIcers assigned to general investigations have over forty years of law enforcement experience. They have received specialized training from state certified schools for various aspects of criminal investigation including: homicide, sexual assault, vehicle theft, computer crimes, interviewing a11d interrogations, identi I'y fraud and theft, and arson investigation. The Detective-Sergeant a11d Detective-Officers are responsible for the investigation of all persons/property crimes including, but not limited to: homicide, robbery, assault, burglary, auto theft, forgery, check and credit card traud, identity theil, and sex cri¡ne~. The Detective-Sergeant is specifically responsihle for the investigation of juvenile crime cases, as well as child abuse, and otl1er sex crime cases. The Investigations Section maintains a flexihility that allows for any or all of the investigators to conduct either joint or independent investigations depending on the severity of cases received. This flexibility has allowed the Investigations Section to continue to provide a high level of service to the community. 12 D'!)2"t" Shown below in Table 10 are some of the property/persons workload indicators f(}r the Investigation Section for Calendar Years 2000 through 2004: Total Cases Assi ned 787 1,414 916 881 853 Case T - Pro ert 495 908 552 528 584 - Cheeks 106 149 230 193 179 _ Persons 186 357 134 160 90 Cases Assigned : Cases Cleared * 787:594 1,176:1,414 1,193:916 841:881 759:853 Arrest & Search Warrants Executcd 29 13 44 42 36 Parole/Prohation Searches Conductcd 25 10 12 14 14 * Cases Cleared: includes cases assigned in previous years, but investigation not concluded until ear indieated. Holidav Crime Suppression Tea1u/Crime Suppression Team (CST) ~ Through 2003, Dublin Police Services operated a multi-faceted task force during the holiday season, the Holiday Crime Suppression Team, aimed at minimizing the impact of the traditionally high crime rate at this time of year. The task force was coordinated by the Investigations Section and targeted potential high crime areas such as: retail shopping centers, commercial parking lots and high volume traffic areas. The task force reviewed crime trends daily and utilized Crime Prevention personnel, reserve Oflícers, detectives and regular patrol personnel to address issues. They utilized a bicycle patrol unit within the commercial/retail areas to provide high profile deterrence. This concept was in effect for thirteen years and was well received by the public. The response from both the business and residential communities was positive and the task force was successful in preventing criminal activity during the holiday season, a traditionally active time of the year for law enforcement. In 2004, this task force was modilied due to implementation of the Crime Suppression Tea1ll. In the fall of 2004, Dublin Police Services established the Ilrst Crime Suppression Team (CST), comprised of patrol and investigative staff working in focused tean1S 10 target specific crime trends that were identified as becoming potentially problematic throughout the City. The CST maintained a high visibility in the eommunity in an effort to curb the sudden rise in Part I crimes, including stolen vehicles, burglaries, larceny theft and assaults. The success of this team was demonstrated by the inereasc in arrests and decrease in Part I crimes during the operational period. CST operations continued through the end of the Holiday season in January 2005. 13'1J ;2. -g'... NARCOTICS This unit is comprised of two investigators, a Detective·Sergeant who serves as the supervisor of the unit, and a Detective-Ol1icer. The unit's primary focus is the investigation of narcotics- related violations and complaints from witl1in the community and surrounding areas. Narcotics Investigators also assist Patrol Officers in the investigation of on-view narcotic violations, interview potential narcotic suspects, generate cases based on information developed within and outside the department, investigate other vice related offenses, and assist the other investigators as required. When the unit is not working on narcotic-related cases, they are utilized to staff special investigations and to target specific crime trends. Shown below in Table 11 are some of the key narcotics enforcement workload indicators for Calendar Years 2000 through 2004: Persons Investi ated 67 106 61 72 112 Search Warrants II 10 12 11 13 Cases Active 42 29 19 48 46 Drug Seizures $ Value $333,655 $70,179 $67,543 $154,691 $176,052 The Sergeants assigned to general investigations and Narcotics, as well as the Crime Prevention Sergeant, will occasionally act as Patrol Watch Commanders, when needed for backfill due to vacation, sick leave, and training. The staffing level in lnvestigations required to maintain the current level of service, is adequate for Fiscal Year 2005-2006. CRIME PREVENTION & COMMUNITY PROGRAMS The Crime Prevention Unit is staffed by the following contract employees: one (1) Sergeant and one (1) Officer. In addition, two (2) full-time Community Safety Assistants (city employees) are assigned to the Crime Prevention Unit. Crime Prevention persOlmel provide services to both City residents and the business community through "Neighborhood Crime Watch," and "Merchant Alert" programs. Community Awareness presentations are conducted for the purpose of providing the public with information relative to public safety issues. Additionally, Crime Prevention provides for the distribution of safety literature through business, residential, and school contacts, as well as maintaining tl1e School Liaison Program, which offers education on drug and alcohol abuse, and other safety issues. Specific services provided by the School Resource Of1ker position are discussed below. 14 "'b2-'\!'" In a continuing effort to provide professional and the most eomplete safety and inf(¡rmation program available to the citizens of Dublin, the Dublin Police Services Crime Prevention Unit offers comprehensive programs that are geared to the community's needs and structured so that they can be responsive to new ideas and programs. Neighborhood Crime Watch - This popular program continues to operate within the City. Its cornerstone program, Neighhorhood Watch, currently has 362 groups, an increase from 147 groups that existed in 2000. New requests tor establishment of additional Neighborbood Watch groups continue to be received by the Crime Prevention Unit. Merchant Alert - The Merchant Alert Program cUlTently has 571 active members, an increase from 284 memhers in 2000. The Community Safety Assistants organize participants into groups, which are designed to provide an in lormation exchange between merehants on topics ranging from suspects and their techniques, to store security evaluations. The Crime Prevention Unit also publishes and distributes a quarterly "Mercbant's Alert Newsletter." Eleven (11) banks/financial institutions arc active in the Merchant's Alert program and are routinely provided with up-to-date crime trend infom1ation specific to bank security. Communitv Awareness - Dublin Police Services offers awareness programs that deal with a wide range of issues. During 2004, Police Services and the Dublin Unified School District eontinued to work together to provide the Drug Awareness and Prevention Program to al1lcvcls of Dublin students, with 128 public and private school presentations provided to a total of 3,315 students. Other programs offered through Community Awareness included personal safety and rape prevention; senior safety and security; home and business security; robbery, shoplifting, check/credit card theft, and fraud prevention, child DNA kits; adult drug awareness and resistance; and child safety seat checks. Bicycle safety, licensing and other services, such as child fingerprinting, are provided on an as-requested hasis to community groups. Safctv Literature - Dublin Police Services continues to provide a wide range of safety and security literature to the general public on a variety of subjects. This information is available to the public, free of charge, at several locations throughout the City, including the Police Services facility and the public library. During 2004, a total 01'27,164 pieces of literature were distributed throughout the City. 15 "!J2'8 Shown below in Table 12 are some of the key Crime Prevention workload indicators for Calendar Years 2000 through 2004: Staffing FY 99-00 FY 00-0 I FY 01-02 FY 02-03 FY 03·04 + 0.5 CSA + 0.0 + 0.0 + 0.5 CSA + 0.0 Total = 3.5 Total = 3.5 Total = 3.5 Total = 4.0 Total = 4.0 Citizen Academy Partiei ants . . . . . - Youth 25 10 0 0 45 - Citizen 0 24 21 0 0 - Senior 0 0 0 30 0 - Other (English as a Second Lan 'ua 'e· 0 0 0 0 42 Neighborhood Crime Watch Grou s 147 217 257 310 362 Merchant Alert Grou s 284 359 395 514 571 School Presentations 149 141 141 106 · 128 School Presentation Attendees 4,055 3,490 3,117 3,679 3,315 Total Safety Literature Distributed (by ieee 25,478 19,856 19,304 18,584 27,164 Environmental Desi n Reviews 73 86 78 76 85 · A drop in school presentations for Calendar Year 2003, was duc to a short-term vacancy of the Crime Prevention Officer osition. The staftlng level for Crime Prevention required to maintain the current level of service, is adcquate for Fiscal Year 2005-2006. SCHOOL RESOURCE OFFICER Dublin Police Services works elosely with tl1e professional education community. Police Services is committed to working with the Dublin Unified School District and private school systems to assist in fostcring students' educational expericnees and to provide a safe environment in which thcy may learn. The School Resource Officer (SRO) works with tbe sehools (public and private) to promote good relations bctween faculty, students and the police. The Officer educates both staff and students in regard to available community awareness programs tailored for youth from kindergarten, through high school. 16Þ{) 2"1 The fom1al SRO position was implemented in 2001, following receipt of a Federal "COPS in Schools" grant. Prior to implementation of the formal SRO position, this Oftleer acted as an informal liaison between Police Services and tl1e schools, providing services when available. Shown below in Table 13 are key workload indicators for the School Resource Of1icer between Calendar Years 2000 through 2004: :1111 Da s Worked * 230 245 210 Calldor Service 1,709 1,935 1,676 Re orts Written 120 96 116 Arrests 43 31 39 Diversion Activities 16 21 23 · Varies de endin on nun1ber of da s used fÖr vacation, sick leave, trainin 230 1,822 120 28 41 , etc. 215 1,650 113 42 30 Pursuant to City Council direetion in April 2005, one additional School Resource Officer position is proposed to he added in Fiscal Year 2005-2006, in order to maintain the current level of service, when Fallon School opens. SUPPORT SERVICES Dublin Police Services contract employee Support Staff consists of one (I) Sheriffs Technician and one (I) Secretary 1. In addition, four city employees, (3) Office Assistant II's and one (I) Sr. Administrative Analyst, support Police Services operations. The Sheriffs Technician is responsible for maintaining custody and control of all incoming property/evidence. The Sheriffs Technician is also responsible for carrying out Court orders mandating the destruction and/or release of property. She must conduct extensive research of past cases in order to maintain compliance with property/evidence purging legal requirements. The Sheriff's Technician conducts the fingerprinting program available to the public. This program allows citizens to be fingerprinted at Dublin Police Services during pre-determined hours for license applications, passport applications, volunteer positions, etc. In addition to the above tasks, the Sherifrs Technician is occasionally asked to take misdemeanor or incident counter reports such as: petty thefts, vandalism, lost or stolen property and "cold" auto burglaries. This assistance has allowed Patrol staff to provide proactive police services by reducing the time they are required to spend on minor, and "not in progress", ineidents that require documentation, and are enabled to spend more time in the fIeld. The Secretary I provides administrative support for the Chief of Police, the two Lieutenants, the six Detectives, assists the Sr. Administrative Analyst with Vicious Dog Hearings, and supports Crime Prevention as time permits. This position performs a wide variety of clerical and 17 '1j-t! secretarial tasks, including: ordering of office supplies, maintenance or records for CALEA (Commission on Accreditation for Law Enforcement Agencies) compliance, and maintenance of county payroll and benefit reporting doeumentation. The three Omce Assistants are assigned to the Police Records Unit, working five days a week, utilizing staggered hours to provide office coverage Iroll1 7:30 am to 5:00 pm. The duties of the Office Assistants include records maintenance, legal document processing, citation processing, data input of all reports and citations into the Alan1eda CO\U1ty Records Management System, document imaging and purging, and general receptionist duties with customers on the phone or at the counter. Since the last contract evaluation conducted in 2000, these positions were tra11sitioned from county employees (Specialist Clerks) to city employees, resulting in salary and henetlt cost savings, and additional staffing flexihility, to better meet departmental operating needs. The Senior Administrative Analyst performs a variety of administrative duties for the Department; including management or the Records Unit; fleet management duties in conjunction with Patrol starr; and purchasing, budgetary and financial management for Police Services; and a variety of special projects. This position is also responsible for management of Animal Control activities, including conducting Vicious Dog Hearings. Shown below in Table 14 are some key workload indicators for Support Services I<:)r Calendar Years 2000 tltrough 2004: Staffing FY 99-00 FY 00-01 FY 01-02 FY 02-03 FY 03-04 +0.0 + 1.0 OAIl + 0.0 +00 + 0.0 Total = 5.0 Total = 6.0 Total = 6.0 Total = 6.0 Total = 6.0 Evidence Items Processed 3,559 3,889 4,008 3,709 3,680 Re orb Processed 3,900 4,106 4,072 4,390 4,442 Supplemental Re orb Processed 3,041 4,715 4,123 3,213 3,064 Impounded / Released V chicles 389 486 507 901 1,066 Staff is rccommcnding additional Support Services personncl be added during Fiseal Year 2005- 2006, in order to maintain the current level of service. ON-SITE COMMAND Dublin Police Services is commanded hy a Unit Commandcr who is the on-site Commander and functions in the capacity of Chief of Police. The Chief is responsible to the City Manager. He attends the weekly department head meetings and meets on an as-needed basis with the City 18 f>;t.1f \ Manager fì)r the purpose of briefings and discussion ofrelevant matters. This position is directly responsible for review of operations, development of goals and objectives, and long range planning. The Chief is also responsible to the Alameda County Sheriff's Office for completing his management functions and responsibilities in addition to those required by the City. Due to increasing demands and responsibilities associated with this position, in May 2005, it was agreed that the Captain classification would be upgraded to Unit Commander for Fiscal Year 2005- 2006. The Chief supervises the two Lieutenants, the Secretary I, and the Senior Administrative Analyst, and is responsihle for the overall operation of Dublin Police Services. The two Lieutenants are available to fill in as acting On-Sitc COll1ffiander in the Chiefs absence. In addition, the Lieutenants provide assistance to the Chief in developing and implementing departmental goals and objectives, and completing special projects as assigned. The Administrative Lieutenant is responsible fi.1r case management and supervision ofInvestigations; management of the Crime Prevention Unit; and administrative functions, including development or necessary poliey and procedures. lIe is also responsible for scheduling pcrsonnel (staffing/vacation/schools), and functions as the Department's press rclations Officer. The Patrol Lieutenant is responsible for management of patrol and traffic operations; supervision of the patrol and traffic Sergeants/Wateh Commanders; and management and supervision or the Property/Evidence function. With the previously discussed upgrade of the Unit Commander position, the staffing level required to maintain the current level of service is adequate for Fiscal Year 2005-2006. DISPATCH SERVICE Dispatch Services are provided to Dublin Police Scrvices by the Alameda County Sheriffs Ofllce Dispatch Center. Dispatch activities include; (1) receiving calls for service; (2) broadcasting details to Patrol Oflicers; (3) completing checks of computer records for Of1ícers in the field; (4) notification of other agencies or emergency service organizations; and (5) other related duties. Shown below in Table 15 are key workload indicators for Dispatch Serviees for Calendar Years 2000 through 2004:d 19'D ;t!" In early 2004, the Sheriff's Office clarified the methodology used to allocate dispatch costs to each of their contract users. The clariíìcation was provided primarily to reduce the confusion associated with terminology. Previously two difIerent activities, ealls Cor service and dispatch activities were labeled "calls f~)f service" The costs arc apportioned to service users based upon a specific workload distribution within the dispatch center called "dispatch activities." Dispatch activities include; Trame Stops; Ollker Observations; Primary Unit Assigrnnent to Calls; Baek-up Unit Assignment to Cal1s; Unassigned Calls. The total numher of dispatch aetivities wil1 vary for each call for service. Dublin's cost represents the percentage of dispatch activities applied to the total operating cost I,)r SherifCs Office Console 2 (the dispateh console providing service to the Dublin community). A "Cal1 for Service" is one specillc incident. For example, one traffic stop is counted as one call for service, but could consist of several "dispatch activities", including the Otlicer's initial traf1ic stop; assigmnent of a secondarylback-up unit; the driver's criminal history check; and activity outcome (sueh as recording of driver's arrest and subsequent vehicle tow for an outstanding warrant in local, county and state databases). Shown below in Table 16 is the City of Dublin's cost for activities perfom1ed on Dispatch Console 2: 20 Þ"f:> 2.!' lll. COST OF SERVICES HISTORICAL CONTRACT COSTS Shown below in Table 17 is a historical comparison of actual contract costs for Police Services for Fiscal Year 2000-2001 through Fiscal Year 2004-2005: Total DPS Personnel 47.5 52.5 54.0 * 54.0 ** 54.0 Contract Personnel 44.0 49.0 49.0 48.0 48.0 Cit Personnel 3.5 3.5 5.0 6.0 6.0 * One clerical position was converted from County to City in FY 02-03. ** One additional clerical osition was converted from Count to Cit in FY 03-04. ;' Personnel Vehicles Indirect Char es Di~P~Iò!!" Admin. Services Services & Su lies $5,722,066 $20,000 $431,820 $822,035 $21,510 $59,600 '.',.!I',' $5,998,595 $14,651 $435,271 $861,088 $15,200 $25,111 'I $6,955,319 ~24,415 $541,01? $927,175 $?3,038 $42,000 For Fiscal Year 2004-2005, projected Police Contract expenditures are approximately $8,512,985, a savings of approximately $17,500 from the adopted budget; primarily due to anticipated savings in the cost for dispatch services. For Fiscal Year 2005-06, the cost of maintaining the Current Service Lcvelunder the contract is projected at $9,589,511. This an10unt represents an increase of $1,076,526 or 11% more than estimated 2004-05 contract expenditures. Thc primary contributing factors ofthis increase arc as follows: 1. Personnel - salary and retircmcnt benefit increases for certain bargaining units within the Sheriffs Office (including an anticipated retirement enhancement of 3% at 50) will go into effect in 2005-2006, and additional overtime to increase frequcncy of the Crime Suppression Team operation is recommended. 2t'7l8' 2. Indireet Charges - The Sheriff's Office has reviewed its indirect eharges to the City to determine that an increase in the indirect charges is appropriate. Indirect rate proposals for future years are discussed below in Table 18. In accordance with the current agreement for police services, the County has charged the City indirect rates as fol1ows: Fiscal Y car 2000-2001 Fiscal Year 2001-2002 Fiscal Y car 2002~2003 Fiscal Year 2003-2004 Fiscnl Yenr 2004-2005 6.70% 6.93% 7.17% 7.42% 7.68% 3. Dispatch Services - The cost for Dispatch Services for Fiscal Year 2005-06 is approximately $17,094 more tban Fiseal Year 2004-2005. The increased cost is due to an increased number of dispatch activities in Calendar Year 2004 and salary and benefit increases for dispatch personnel. 4. The addition of one School Resource Officer, including neeessary supplies and equipment for the position, in order to maintain the current level of service, when Fallon School opens, per City Council direction. In addition to contract services necessary to provide the Current Service Level, four Higher Service Levels, one of which specifically impacts the contract personnel allocation, are recommended as part of the Fiscal Y ear 2005~06 Police Services Operating Budget. One (1) sheriffs teclmician (contract county position) and one (I) administrative aide (city position) are requested to address the City's expanding public safety needs. As discussed above, one additional School Resource Officer has been added to the Fiseal Year 2005-2006, Current Service Level Operating Budget, per City Council direction. In addition to the indirect charges identified above, the County charges the City for insuring police services provided under contract. The public liability insurance premium for Fiscal Year 2005-06 is $49,871, and is ineluded within the City's Insurance Budget Activity. AGENCY COST ANALYSIS In an effort to evaluate the cost effectiveness of law enforcement services provided to the Dublin community by the contract with Alameda County SheritÏ's Office, projections for staffing and personnel costs were completed to estimate the cost of providing services in-house. The current contract with Alameda County Sheriffs Office provides several costly services partially offset by the contract's indireet rate, ineluding: training; safety equipment and firearms; personnel costs (hiring, labor relations, background checks, Intemal Affairs investigations); 22 0/1/ payrol1 and benefit administration and processing; some legal services; some information systems services (Computer Aided Dispatch and Records Management Systems, CRIMS (Consolidated Records Information Management System), etc.); and financial services. When needed, the City of Dublin also benefits trom Alameda County Sheriff Office's fully trained SRlJ (Special Response Unit); crime lab evidence technicians; and supplemental personnel at major crime scenes. Further, the eontraet provision requiring the replacement of contract persoill1el absent for ten (10) working days due to illness or injury, is invaluable in delivering quality services to the community. ASSUMPTIONS To maintain the current level of service, additional positions are included in the in-house staffing model (note that the model assumes that all Fiscal Year 2005-2006 Higher Service Level requests are approved). The model also assumes that Dispatch operations will be provided directly by the City, with indusion of aU capital depreciation and operating costs associated witl1 the service. To aIJow for proper functioning and operation of a fully operational Poliee Department, the staffing model is substantially different from the existing organizational structure of DPS. Table 19 provides a comparison of the eXlstlllg allocation of all DPS posItions and the assllinptions used in the in-house staffing model, to provide tbe current lcvcl of service: Chief 0 ] Formalize Police Chief oSitIOn COllUnander I 0 Classitied as Chief throu h the contract Captain 0 I Provides managerial oversi ght for all o erational areas Lieutenant 2 3 Lieutenant's maintain management responsihility over three operational areas (Patrol; Support Services; Investigations); this change is primarily necessary due to the in-house dispatch function and the performance of additional personnel related activities currently being provided throu 'h the contract Sergeant 9 10 One additional position to perform administrative duties (such as the personnel and training functions - background and internal afliÜrs investigations, and training coordination currentl rovided thrOlL h contract) Deputy/Ot1icer 35 35 Palrol and Investigative functions sta\Ted to maintain similar level of service 23 Þ() ¿~ Community Service Officer o Sheriffs Technician 2 Community Safety Assistant 2 o o o I Office Assistant 3 Secretary Finance Technician Administrative Aide o 1 2 PerfÖm1s same duties as Sheriffs Technician (Property/Evidence function, fleet mana 'ement, etc. Classification unique to ACSO, replaced b Communit Service Ofìicer Crime Prevention function adequatcly staffed with inclusion of Administrative Aide performing some crime analysis duties Provides dis atch services in-house Provides dis atch services in-house provides dis atch services in-house These duties are reallocated to Lieutenants; Sergeants; Finance Teehnician; and Administrative Aide All Records functions, including warrant checks, restraining order processing, firearms entries, etc. perlÜm1ed in-house, currently some of these services are rovided throu 'h the contract Additional support needed for Lieutenants and administrative functions, including personnel and training related functions erformed b Ser 'eants Performs finance and urchasin activities Provides additional support services, including statistical analysis and administrative duties o 2 I 5 5 o 4 2 I 1 24 'fJ ]. .g' The total personnel allocation would increase from fifty-seven (57) to an estimated seventy-three (73), an increase of sixtecn (16) positions. Eleven (11) of these additional positions are directly assoeiated with providing in-house dispatch services; as described in the above table, the other five (5) positions are necessary to provide services currenlly performed by persOlmel assigned to other duty stations in the Sheriff s Office. ANNUAL OPERATING COSTS Table 20 compares: (I) the Fiscal Year 2004-2005 Police Services adopted operating hudgct; (2) the adjusted cost of contracting .tOr Police Services to include the additional School Resource Officer, and an assumption that the FY 2005-2006 Higher Service Levels for tl1e additional Sheriffs Technician and Administrative Aide are approved; and (3) the cost for providing services in-house. The in-house DPD projections bclow are based upon Fiseal Year 2004-2005 adjusted contract cost figures, and the dispatch study completed as part of the 2000 Police Services Contract Evaluation: $10,048892 7,469,798 1,498,605 537,445 45,073 485,461 12,510 $10,435,536 7,811,250 1,509,883 556,959 45,073 499,861 12,510 $11104,569 8,380,488 1,707,677 60,000 943,894 12,510 These are preliminary cost estimates only, rel1ecling annual operating costs based upon numerous operational and departmental policy assumptions. Start-up capital, training, consultant, signitlcant police building modillcations necessary to house the additional personnel, and transition costs would be substantial, but are not reflected in the above comparison. The cost and impact 01' other activities cannot be estimated with any accuracy; due to this difficulty, increased costs for items such as liability insurance (in the City's Insurance Budget) and worker's compensation costs have been estimated. IMP ACT TO OTHER CITY DEPARTMENTS In addition to the changes identified above, it would he nceessary to increase stafllng levcls in other city departments to support the increased number of city personnel and related activities assoeiated with an in-house poliee department. 25 ð'[) 2 'Z" Table 21 identifies the necessary additional support personncl, assigned to operating departments other than Police: Information Systems Info Systems Technician Assist with recruitments and beneìlt administration. Process payroll and benefits for additional cit em 10 ees Provide additional IT support f()r Computer Aided Dispatch and Records Managemcnt Systems, Mobile Data Terminals, etc. that are currently supported through the con tract Human Resources Administrative Analyst Finance Senior Finance Technician Table 22 identi tIes the minimum estimated personnel and legal eontract costs to provide the additional level of support: Total Other De artmcnts Costs N on-Police Persormel Costs Le . al Services $314747 276,747 38,000 The projected costs for Legal, Finance, Personnel; and Information Systems services are not comprehensive, hut should be considered preliminary estimates only to provide a starting point in determining the financial impact to areas other than Police. Costs for supplies and equipment necessary to support the additional statY and services arc not included in this projection. Table 23 compares the adjusted total cost to provide law enforcement services through the contract and the estimated total eost to providc a similar level of service in-house: $10,435,536 $11,419,316 10,435,536 11,104,569 o 314,747 26 f1J 2-'8' Based upon the ractors discussed above, the preliminary cost estimates reflect a savings of $983,780, through the eontract with Alameda County SherirPs Office for Fiscal Year 2004-2005, clearly demonstrating that the contract is a cost effective way to deliver law enlorcement services to the community. A consultant, with expertise in forming police departments, would have the ability to provide a more aceurate estimate of the start-up and operational costs, and assess the other community impacts a transition to an in-house p01ice department would create. IV. RECOMMENDED MODIFICATIONS TO AGREEMENT BETWEEN CITY AND COUNTY FOR POLICE SERVICES The City Manager has met with Sheriffs Office personnel to discuss the terms or a new police services agreement between the City and the County. A new five-year agreement for Police Services, terminating June 30, 2010, has been developed for Council consideration. This agreement is substantially the same as the City's current agreement, with the exception of the indireel charges for the term of the contract; and updated language regarding public liability. INDIRECT RATE The Sherif(' has offered the City an agreement, which would increase the indireel rate aunually. This rate was calculated with a 0.25% adjustment for each year of the proposed five-year contract; these incremental increases are based upon County cost increase projections for services not directly identitlcd in the contract (i.e. payroll, benetlt and finance services; training coordination; etc.). The proposed rates are shown below in Table 24: Fiscal Year 2005-2006 ._._-,~-~'_._. Fiscal Year 2006-2007 Fiscal Year 2007-2008 Fiscal Year 2008-2009 Fiscal Year 2009-2010 8.00% 8.25% 8.50% 8.75% 9.00% HIGHER SERVICE LEVELS With respect to the increased personnel related services to be provided for Fiscal Year 2005- 2006, the City Manager and Police Chief recommend the following new positions to maintain an adequate level of setvice: SCHOOL RESOURCE OFFICER One additional Officer to runction as a School Resource Officer, and the necessary supplies and equipment to support the position is included in the Fiscal Year 2005-2006 current service level. Pursuant to City Council direction in April 2005, the School Resource Qt1lcer position has heen added in Fiscal Year 2005-2006, in order to maintain the current level of service, when Fallon School opens. 27 "b "2~ l. SHERIFF'S TECHNICIAN One new sheriffs technician (county contract position), and the necessary supplies and equipment to support the position, is recommended for Fiscal Year 2005-2006. The Sheriff's Technician wí1l perform fleet management duties, vehicle abatement, support tranIc control functions, and provide additional support for property and evidence processing. The addition of this position is necessary to keep pace with growth. ADMTNISTRA TIVE AIDE One new administrative aide (city ciassillcation), and the necessary supplies and equipment to support the position and related duties, is recommended for Fiscal Year 2005-2006. The Administrative Aide will provide needed administrative and supervisory support lor the department, and maintain the current level of customer service delivery. V. RECOMMENDATION Stall' is recommending that the City Council approve the attached five-year agreement wilh Alameda County Sheriffs Office for the delivery oflaw enforcement services, with the proposed changes. 28'b~ß Itf) 1-;1.- RESOLUTION NO. - 05 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN ********* APPROVING THE AGREEMENT BETWEEN THE CITY OF DUBLIN AND THE COUNTY OF ALAMEDA FOR LAW ENFORCEMENT SERVICES WHEREAS, the County of Alameda and the City of Dublin entered into an agreement for Law Enforcement Services eommençÍng July 1,2000; and WHEREAS, the current agreement will expire on J\U1e 30, 2005; and WHEREAS, the City of Dublin wishes to continue contracting for Law Enforcement Services with the County of Alameda. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does herehy approve the agreement by and between the City of Dublin and the County of Alameda for Law Enforcement Services as described in Exhibit 1 attached hereto and by reference made a part hereof. BE IT FURTHER RESOLVED that the Mayor be authorized to execute the agreement on behalf of the City of Dublin. PASSED, APPROVED AND ADOPTED this 20th day of June, 2005. AYES: NOES: ABSENT: ABSTAIN: Mayor ATTEST: City Clerk /¿ -·¡;;ð -oS l!.-.6 ATTACHMENT I Zrb v AGREEMENT BETWEEN THE COUNTY OF ALAMEDA AND THE CITY OF DUBLIN REGARDING THE ENFORCEMENT OF ST ATE LAWS AND CITY ORDINANCES IN THE CITY OF DUBLIN THIS AGREEMENT ("the Agreement") is made and entered into this first day of July 2005 by and between the COUNTY OF ALAMEDA, hereinafter referred to as "COUNTY," and the CITY OF DUBLIN, hereinafter referred to as "CITY." CITY and COUNTY are from time to time referred to individually as a "Party" and collectively as the "Parties." RECITALS A. The Parties are parties to tl1at certain "Agreement [for] Enforcement of State Law and City Ordinances," dated July 1, 2000, and expiring on June 30, 2005, under which the COUNTY, through its Sheriffs Office (the Alameda County Sheriffs Office, "ACSO") contracts to enforce State laws and CITY ordinances within the City of Dublin. B. The CITY is desirous of once again contracting with the COUNTY for the enforcement by ACSO of State laws and CITY ordinances within the CITY until June 30,2010, and the COUNTY is willing to provide such services, pursuant to the terms and conditions set forth herein. C. The CITY and COUNTY desire, during the term of the Agreement, to review annually, prior to February 15 of each year, the level of service provided under the agreement and associated costs and mutually agree on appropriate adjustments. THEREFORE, THE PARTIES HERETO AGREE AS FOLLOWS: I. SERVICES TO BE PERFORMED A. ENFORCEMENT OF STATE LAW AND CITY ORDINANCES. The COUNTY agrees, through the Sheriff of the COUNTY of Alameda, to enforce CITY ordinances and state laws within the corporate limits of CITY to tbe extent and in the manner hereinafter set fOrth. Services performed hereunder shall not include the supplying of crossing guards. B. BASIC LEVEL OF SERVICE. The basic level of serviee, in terms of organizational structure and number of personnel, shall be as shown on the Organization chart attached hereto as Exhibit A and made a part hereof by this reference. C. ANNUAL REVIEW OF LEVEL OF SERVICE. Prior to February 15 of each year, the City Manager and ACSO representatives shall review whether the basic level of services set forth in Exhibit A is adequate for the City's needs for the coming fiscal year. Upon eompletion of such review, and no later than May 15 of said year, the City Manager may propose moditlcations to the basic level of services, wbich shall take EXHIRIT 1 ?!>'v the form of an amendment to Exhibit A and which shall become effective on July 1 of said year, provided that both the Sheriff and City Council, through the adoption of the City's budget, approve the amendment to Exhihit A. The Sheriff shall approve the amendment unless he determines that it would be detrimental to the provision of adequate police enforcement in the City. D. OTHER REQUESTS FOR MODIFICATIONS TO LEVEL OF SERVICE. The City Manager may at any time request modifications in the basic service levels set forth in Exhibit A, which the Sheriff shall approve unless he determines that it would be detrimental to the provision of adequate police enforcement in the CITY. If a modification to Exhihit A would require COUNTY to provide additional personnel, the COUNTY shall make every eflbrtto provide such personnel within ninety days of the effective date of the modification to Exhibit A. If the COUNTY will be unable to provide such additional personnel within the 90 day period, COUNTY shall notify the CITY of the anticipated date such personnel will be assigned, which date shall not be later than 150 days after the etrective date of the modification to Exhibit A. If a modification to Exhibit A would require COUNTY to reduce the number of persoill1el assigned to the CITY, the CITY shall provide the COUNTY with ninety (90) days' notice prior to a proposed reduction in uniform.ed personnel and with ten (10) days' notice prior to a proposed reduction in non-uniformed personnel" E. SELECTION OF CHIEF OF POLICE. Upon request hy the CITY, the Sheriff or his designated representative shall meet with the City Manager who may provide jnput on the seleetion of the Chief of Police. The input shall focus on the type of background, experience and other faetors that are pertinent to the provision of services pursuant to this Agreement. The selection and assignment of the Chief of Police shall be mutually agreed to by the City Manager and the Sheriff. In the event of a dispute, the final decision shall be at the sole discretion of the Sheriff. F. SUPERVISION. The Sheriff shall have the responsibility for supervision of law enforcement services, hiring of personnel, establishing employee standards of performance for individual personnel, assignment of persotU1el, determining and eŒecting discipline, delenl1ining required training, maintaining personnel files, and other matters relating to the performance of employee services and control of personnel. In the event of a dispute between the parties as to the manner of performance by persotU1el of required services, the CITY shall be consulted and a mutual determination thereof shall be made by the Sheriff and the City Ma11ager. In recognition of the Sberiff's professional expertise in the area of law enforcement, it is agreed that, in any unresolved dispute related to personnel, the Sheriff shall have the final and conclusive detem1ination as between the parties. G. CITY COOPERATION. To facilitate the performance of the services to be perfo!1l1ed pursuant to the Agreement, it is hereby agreed that the COUNTY shall have full cooperation and assistance from the CITY, its offkers, agents, and employees. %rV H. PROVISION OF LABOR, SUPPLIES, AND EQUIPMENT. For the purpose of pertom1ing the services hereunder, COUNTY shall furnish and supply all necessary labor, supervision, equipment, cOll1ffiunication facilities, and supplies necessary to maintain the level of service to be rendered hereunder. The CITY, in its sole diseretion, may choose to, or pursuant to the terms of this Agreement shall, furnish and supply certain supplies and equipment, such as but not limited to vehicles, officc furnishings, and equipment. Notwithstanding anything to the contrary herein, and \U1less otherwise agreed to by ilie Parties, the Party providing such supplies and cquipment shall be the owner of such supplies and equipment. I. CITY-SUPPLIED ADMINISTRATIVE HEADQUARTERS, The parties have determined iliat it is necessary for the Sheriff to maintain administrative headquarters in the CITY, in order for the Sheriff to provide adequate services to the CITY pursuant to this Agreement. 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 necessary for the Sheriff to maintain the administrative headquarters in the CITY. In all instances where special supplies, stationary, notices, forms and the like must be issued in the name of the CITY, the same shall be supplied by the CITY at its expense. It is expressly understood that the COUNTY will operate a short-term detention tàeility located in the CITY, in accordance with all applicable laws. The facility shall be used to temporarily hold persons arrested by Dublin Police Services until cited, released, or transported to another facility. It is expressly understood that the Sheriff may use the administrative headquarters supplied by the CITY in conneetion with the performance of his duties in territory outside of the CITY and adjacent thereto; provided, however, that the performance of such outside duties shall not be at any additional cost to the CITY. The COUNTY shall reimhurse the CITY for tl1e cost of providing such l'acilities to thc extent that such facilities are used for activities outside the City of Duhlin. (This paragraph is not operative under mutual aid response.) J. COUNTY-SUPPLIED VEIIICLES. 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 hy the Sheriff for similar duties in the unincorporated area of thc COUNTY. The CITY shall pay to the COUNTY a monthly lease cost for such vehicles, which shall be established by the COUNTY on an armual basis. Also, there shall be an additional charge to and payment by CITY for maintenance based on the n\U11ber of miles of servicc the vehicle is used. The CITY shall have the ability to terminate the lease of the vehicles during the tcrm of this Agreement, provided that the CITY provides 90 days' notice to the COUNTY K. REPLACEMENT OF PERSONNEL. The COUNTY agrees to replace police or civilian personnel assigned to the CITY who have been absent from duty for more than ten (10) consecutive 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. 13f1/j'-¡' In the event of absences due to the use of vacation leave, compensatory time off, retirement, or other excused absence, the COUNTY also agrees to replace police or civilian personnel when such an absence extends beyond twenty (20) consecutive working days. The replacement in such situations shall occur at tbe end of the twenty (20) day period in which the employee was absent. 1. TRAINING. The COUNTY will provide all necessary training for its personnel to provide police services pursuant to this Agreement. II. LIABILITY A. PERSONNEL ARE COUNTY EMPLOYEES, All persons employed in the perfonnance of the services and functions for CITY pursuant to this Agreement shall be and shall remain COUNTY employees, and no person hereunder shall have any CITY pension, civil service, or other status or right. The COUNTY is not a member of the California Public Employees Retirement System ("PERS"), and therefore the COUNTY employees providing services under this Agreement are not enrolled in PERS. Instead, COUNTY employees providing services under this Agreement arc enrolled in the COUNTY's retirement system. The CITY indirectly makes contributions to the COUNTY's retirement system on behalf of the COUNTY employees providing services pursuant to this agreement by virtue of its obligation under seetion III.A of this Agreement to pay the COUNTY'S actual costs of providing services, as shown in Exhibit B. The CITY is a member of PERS, and its employees are enrolled in PERS. Notwithstanding any other City, state, or federal policy, rule, regulation, law, or ordinance to the contrary, COUNTY agrees that employees providing services under this Agreement shall not qualify for or become entil1ed to, and hereby agree to waive on behalf of such employees any and all claims to, any compensation, benefit, or any incident of employment by CITY, including but not limited to cligibility to enroll in PERS as an employee of CITY and entitlement to any contribution to be paid by CITY for employer contributions and/or employee contributions for PERS benefits. B. CITY NOT LIABLE FOR COMPENSATING COUNTY EMPLOYEES. CITY shall not be liable for any liability for the direct payment of any salary, wages, or other compensation to COUNTY personnel performing services hereunder for CITY, or any liability other than that provided in this Agreement. CITY shall not be directly liable for compensation or indemnity to any COUNTY employee I()f injury or sickness arising out of his employment, exeept as part of CITY'S payment of indirect costs and Risk Management costs to COUNTY. C. CITY'S DUTY TO INDEMNIFY COUNTY. The CITY will assume liability and pay the cost of defense and hold the COUNTY harmless fiom loss, costs, or expenses arising out of or resulting from perl(Jrmance of this Agreement including negligent or wrongful acts or omissions of CITY officers, agents, and employees. In addition, when liability arises pursuant to Section 830, et seq., of the Government Code, by reason of a dangerous condition of publie property of the CITY, the CITY shall assume liability and pay the cost of defense and hold the COUNTY harmless from loss, (p 'b 17,.- costs, or expenses caused by the negligent or wrongful act or omission of CITY officers, agents, and employees, whether or not arising in the performance of an agreement between the parties hereto. D. COUNTY'S DUTY TO INDEMNIFY CITY. The COUNTY wiH assume liability and pay the cost of defense and hold the CITY harmless from loss, costs, or expenses arising out of or resulting from performance of this Agreement including negligent or wrongful acts or omissions of COUNTY officers, agents, and employees. In addition, when liability arises pursuant to Section 830, et seq., of the Government Code, by reason of a dangerous condition of public property of the COUNTY, the COUNTY shan assume liahility and pay cost of defense and hold tl1e CITY harmless from loss, costs, or expenses caused hy 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. In the event that any COUNTY employee providing services under this Agreement is determined by a eourt 0 I' competent jurisdiction or PERS to be eligible for enrollment in PERS as an employee of CITY, COUNTY shaH indemnify, defend, and hold harmless CITY for the payment of any employee and/or employer contributions for PERS benefits on behalf of COUNTY employees, as weH as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of CITY. E. INSURANCE. The CITY acknowledges that the COUNTY is a se1t: insured entity and that it requires its individual departments to contribute a speeitled amount armually for the costs of maintaining se1t:insurance. COUNTY's self insurance currently provides, and the COUNTY agrees to eontinuc to provide, the foHowing self- insurance coverage: workers' compensation as required by law, general commercial and automobile liability, and professional liability. The scope, limits, and forms of the County's self-insurance coverage are as set forth in the certificates of self-insurance attached hereto as Exhibit C. COUNTY agrees to provide CITY with written notification of any changes in coverage applicable to this Agreement and shall do so within thirty (30) days of the change or within ten (10) days in the event tl1e change results in the termination of coverage(s) applicahle to this Agreement. In the event COUNTY determines that it is unable to maintain the insurance coverage at the scope, limits, and fonns set forth in Exhibit C, the COUNTY shaH eonfer with the CITY, and if the CITY determines that the coverages are inadequate, the CITY shaH have the right to immediately terminate this Agreement. III. COST AND BILLING PROCEDURES A. CITY TO PAY COUNTY ITS ACTUAL COSTS OF SERVICES. CITY shaH pay tl1e COUNTY'S actual cost of providing services \U1dcr this Agreement. The COUNTY'S actual costs of services may include an indirect charge to cover that portion of the COUNTY'S indirect or overhead costs that are attributahle to the provision of services pursuant to this Agreement. The indirect charge shaH be a percentage 0 f aH the Î~I¥ COUNTY'S actual cost of providing services under this Agreement, but shaH not apply to the Risk Management Cost Allocation (currently appropriated as an Internal Service Fund). The Sheriff shall maintain his discretion on an arumal basis to waive or not the indirect charges for dispateh services. The indirect charge percentage shall be aslollows during tl1e term of this Agreement: 8.00% in FY 2005-06, 8.25% in FY 2006-07,8.50% in FY 2007-08, 8.75% in FY 2008-09, and 9.00% in FY 2009-10. B. ANNUAL BUDGET For the purposes of allowing the CITY to budget for the costs of scrvices under this Agreement, the Sheriff or his designated representative shall prepare and submit to the City Manager a budget for the suceeeding fiscal year that estimates the COUNTY's actual costs of providing serviccs under this Agreement, including the indirect charges. The budget shall be submitted in the general form set forth in Exhibit B and in accordance with CITY's budget instructions and required deadlines. C. BILLING AND PAYMENT. The COUNTY shall delivcr to CITY within thirty (30) days after the close of each quarter an itemized invoice that covers the actual costs of all services performed during said quarter, and CITY shall pay COUNTY therefore within thirty (30) days atìer the date of dclivery of said invoice. CITY acknowledges tl1at the fourth quarter bill of each year may be unable to reflect the final and complete actual costs of that fourth quarter and that the final and complete actual costs will be included as an adjustment with the first quarter bill of the next fiscal year. If such payment is not received by COUNTY at the otTice described on said invoice within thirty (30) days after the date of receipt of said invoice, COUNTY is entitled to recover interest thereof. Said intcrest shaH be at the rate of one percent (I %) per calendar month or any portion thereof calculated from the last day of the month in which the services were perfom1ed. D. BILLING DISPUTES. In the event that the City disputes any portion of the quarterly invoice submitted by COUNTY pursuant to section III.C, the Sheriff shan mect with the City Manager, and the SherifI and the City Manager shall attempt to resolve the dispute. If the dispute is not resolved to the satisfaetion of the CITY or COUNTY, either party may seck any available legal or equitable remedies. IV. FINES & FORFEITURES The distribution of fines and forfeitures under Section 1463 ct. seq. of the Penal Code shall be made to the CITY. V. COMPLIANCE WITH APPLICABLE LAWS In performing the services to be provided pursuant to this Agreement, COUNTY and CITY shall comply with all applicable state and fedcrallaws and regulations, including but not limited to laws and regulations relating to discrimination and laws requiring injury and illness prevention programs. ~'b'j. VI. FORFEITED AND UNCLAIMED PROPERTY A. Any unclaimed property coming under the control of COUNTY personnel performing the services to be provided pursuant to this Agreement shall be disposed of pursuant to the provisions of Chapter 2.40 of the Dublin Municipal Code. B. When property described in Health and Safety Code Section 11470 is seized by COUNTY personnel performing the services to be provided pursuant to this Agreement on behalf of and for the benefit of CITY, COUNTY shall take such actions as are necessary to fortèit such property to CITY and where property is forfeited to CITY, the proceeds shaH be distributed pursuant to the provisions of Health and Safety Code Section 11489. VIr. EFFECTIVE DATE: TERM: TERMINATION This Agreement shall have an effective date of July 1, 2005, and shall run for a period of live (5) years ending June 30, 2010. The Agreement may be supplemented, amended or modified at any time hy mutual written consent by authorized representatives of both parties or terminated upon six (6) months prior written notice by either party. For the purposes of this paragraph regarding amendments or termination, the Sheriff is the COUNTY'S authorized representative. Notwithstanding the foregoing, this Agreement shall be extended from month to month following June 30, 2010 (for a period not to exceed six months) under the terms of the Agreement in existence on that date, if neither party has provided notice to the other party of its intent to terminate this Agreement on June 30, 2010. EXECUTION PAGE FOLLOWS COUNTY OF ALAMEDA By: Date: By: Date: Keith Carson President, Board of Supervisors Charles C. Plummer Sheriff-Coroner APPROVED AS TO FORM: Richard E. Wirmie, County Counsel By: ~,~._-,-_..,._~' "-'~ Deputy Beth Kilian, Alameda County Risk Manager By: CITY OF DUBLIN By: t1~ z,. Mayor Date: APPROVED AS TO FORM: City Attorney By: m ¡;¡;¡ u" ~] ¡;¡;¡u mOJO tj~ .....:1 ""¡m ¡t~ 7. ~ ..... - .,..¡ = ¡gð '- 1=1 :::; .¡:: " -= ¡r, ,0 _ 0' .,0 ..- 'õ: .- ~ < ~ f-- ) ~ ... " "'''~ =: ~ :u eI5 ....'"d .. Õ " .. "- "' ",'" Ei u~§ ~,~ u .... -= I vtu_ ., ~ o ) ¡:-. ,,~ - i':' t a ¡j ~ cJJ '-' " ~'" 'ò¡:1 :a.-+ u~ T ~ = .>: - .. .. .- -~ ::ë '" '" = = - ",," r = '5 o·~ "'¡:: ........:I : , - - .~~ = 'ê '" ~ ~ ( 9 ~ § .51 Ii Ë~ ,,'- 10.-' 0' ~ ( ~ =ç.~ 0=" ., ¡j .i::: ~01)t: .- Jj " - - " E ,(:) ,,- , ...~'" ~ '-- J = o ., " ..~~ .- ...... Q.I -;; § .~ " " 1:: ~ ~ '* ~ cJJ (:) .::=: I 1S~- " ~ ... " z ~ ... t: '== ... o t " ~ - J ~~ ~ ~ ., " Q ~ u "'" ~6 ~~O "-'" 1 I"" .".", ~~ '-- ( .. ., :5 E9 t § ., " '" 01) .- ~ - " EcJJ .~ ' .,::. ï¡ '" ~ ., o ._~ - - ~ ., " ~ ,,", " ",,, '-' ~ e!J!f ~~o " 1 1 .. - ,¡::::..- u I...... - I" 9~ ~ g E ¡;;;¡ ~) u .."IE ...",0 ¡.... 1 1 - '" ~~ ., .. "fJ.-. .¡; ¡¡¡ -E :g ~.É t ~ .,1-< " ~ :s~ "'.- '" tJ ~~ tJ 1 10.- o~ ... ~ ) 11)~ /r ~ ---' -«""'" ~o-v; _ f1 g CQ-A~ ~-o ... o OJ) '" <:: ¡;¡;¡t:::~ * t; ~ " ....;¡ " u 'E " C/) ... 15 OJ} æ ~ " ] - ~ '" " -113 1 1 ... t: '== ... 0<;;;- " ~ t ~ =1£: 0:0 &:' - ("'.) g~ -= " cJJ '- J 12~1?- County of Alameda Risk Management Unit 106 Madison Street, Suite 233 Oakland, CA 94607 (510) 272-6920 City of Dublin Dublin, CA EXHIBIT C CERTIFICATE OF SELF-INSURANCE This is to certify that the County of Alameda is self·insured for the following coverages: Self-Insured Limits $1,000,000 per occurrence Public Liability Personal injury, bodily injury, property damage, employment, environmental, ITOrs and omissions Automobile Liability: Vehicles owned, non-owned, hired $1,000,000 per occurrence Statuto Limils Special Terms and Conditions It should be expressly understood that the intent of the insurance evidenced herein follows the provisions of the policies and regulations of the County of Alameda. That it does not permit any assumption of liability, which does not result from and that is not caused by the negligent acts or omissions of its officers, agents, employees or other persons under its direction and control. Any indemnification or hold harmless clause with broader provisions than required under such policies and regulations shall invalidate this certificate. Should any of the above·described programs of self-insurance be modified or canceled before the expiration date shown below, the County of Alameda will provide 30 days written notice to the named Certificate Holder - 1:0 c ~ "" u ~ I ' - --- -·..·-"·..'''1 II II I __n_ ,...____ ___ IIDb 1,7- ~ ~ <I> ~õ "Z 0" !';i; E E H n ~'!1 N E Æ ~ ... ¡¡; s: >: '" I , -f---'c_-- t:t~ìi ~ìiìiìi 't¡¡'" .g>:ï ~" ",¡;¡ H c.., H ~'" 'f ~ ..e ",'" ..1;: u æ<$ ca =c ~.. 51;: I : I _.1-1 Çli'~T~ 0 , I 0000 0,00 CI oooe DOCIe . -- 0004:1 OOQQ OQ DODCI o Q - ¿J"'ç" c¡ C ~ '0 " m ,",","". I,f) rwwil ~ !/.I!W: ~ f- '1'·i;1 ~º ~ ,li:i~~111 ~ ..E 1""1" 0 ~ ~ II -~""p. 111I11 ~ f u Ii i !!iI, I"'''' oJj ~ü<l> I11I11I1I 1"1,11,1"',1" II:ilil 1',,"111, ,II ¡:.,!I¡ ." æ. ~ :1¡ ~ ~. 8:00 I- ",10 _ ~ t-ð:~ o 0 <D ~ ~ ~,]j I ~ U>~ ~ß 'I ~ 15:;: ",., I I I L ~ ê ß 'Ii ~Ij¡ ; ..- C\ ~ ~ E:ii iD! I "'" 0 ~ ~ 1 S C <D ~, ,d J1J I' -" ,::", "'"''' §. '~," ~I, 1'''.. ð5;!;"~~~ ,,-.'Ii';;; . ~ -~ w . ð~ Õ~ 8 i5 0; '" . , 'mÖ ~~~c ~~Qrn~ §~I~rHU~~~êô~ . g ~!ß 8 ~ ß ~ ~ (Q $ $ € $ S " .. õ. "- , "' "~! II i . ~~~s~.< a.1 IJ) ~ U1 ê, ö ¡;;; :: ~tf) ~~~I~ ~~ að ]~$~~~¡~ ~ i£-;ð;i~o~ ,;, <I>~E¡"'º,'!H¡ (/) ~ 1\.1 1:: :J Q} Q,1 ~ I 7ô ~ g.' $"Q.... :5 Q~o ~"ill~ l]1,UU9 ~';: I; ',.,e,'e" 'Q ~ a i,~ li Cn- t- Ii: ~ ¡f. Z w;::!:E .5 ~ ~,~ n ~ i~I~'~ t::t t ~ ~ ~ !:: ~ ----".... ...-..-..- ~..-O:CT""ID ~"<t1.D "'f!if!i~1\ ~~~ ~;c; (õ 10 ID iO/Q fQ I I '" I I & I î '" ~ . o E , " ü ~ ~ " 8 .~ ~ -g :is - . õ-"::¡ ~ -;.!:! ¡:: c.;õ 86'¡: :j 18 I~ II "'..- 000 000 c:ic:i""': ....~ ............ - - æ¡¡ ó'': "'''' £)(J\\b'+.6