HomeMy WebLinkAbout7.1 Police Svcs Contract Evaluation CITY OF DUBLIN
AGENDA STATEMENT
CITY COUNCIL MEETING DATE: June 9, 1992
SUBJECT Police Services Contract Evaluation
(Prepared by: Lou Ann Riera-Texeira,
-- —' Assistant to the City Manager and
Captain James W. Rose)
EXHIBITS ATTACHED Exhibit 1: Dublin Police Services
Traffic Unit Study
Exhibit 2: Summary of Police
Services Training
Exhibit 3: Resolution Approving
Proposed Three Year Agreement
with Alameda County Sheriff's
Department for Police Services
RECOMMENDATIONS 1) Receive Evaluation
7 2) Provide Input on Performance
v_,/k/ 3) Accept Report on Effectiveness of
Traffic Enforcement Program
4) 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
Department. In addition to evaluating current service and
personnel levels, Staff will present alternate staffing
information. In accordance with the adopted City Council Goals
and Objectives, Staff has also prepared a report on the
effectiveness of the existing Traffic Enforcement Program (see
Exhibit 1) .
OUALITY OF SERVICES PROVIDED
PATROL SERVICES
Patrol service to the City of Dublin is provided by the Alameda
County Sheriff's Department. At this time there are five (5)
patrol sergeants and fifteen (15) uniformed patrol officers
assigned. Two (2) of the fifteen (15) uniformed patrol officers
are assigned to full-time traffic enforcement duties.
Dublin Police Services are able to field an average of five
patrolpersons (including traffic officers) and a patrol
supervisor on the day (7 am - 3 pm) shift; four patrolpersons and
a patrol supervisor on the swing (3 pm - 11 pm) shift; and three
patrolpersons and a patrol supervisor on the midnight (11 pm - 7
am) shift.
The patrol sergeants are assigned as patrol Watch Commanders,
each in charge of their respective watches. In addition to
supervising their assigned patrol persons, Watch Commanders have
full operational responsibility for incidents occurring in the
City. Watch Commanders evaluate crime statistics, maintain
patrol indexes, review reports prepared by patrol officers and
detectives, detail patrol officers to specific areas as needs
arise, identify and arrest suspects, investigate crimes, assist
in training, assume on-scene command responsibility at major
incidents, study specific crime trends and develop strategy and
prepare crime information bulletins to keep patrol officers aware
of recent criminal activity. Watch Commanders occasionally
perform administrative duties at the direction of the Chief of
Police.
COPIES TO: - C. C. Plummer, Sheriff
H. T. Garrigan, Undersheriff
ITEM NO. 47 1
CITY CLERK
FILE L" ' c i
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Patrol officers assigned to Dublin Police Services have the
training and experience to respond to all calls for service and
take initial crime reports. Patrol officers also institute
follow-up investigations in many criminal cases. This action
promotes excellent community-police relations and instills
confidence in the ability of the patrol force to protect the
public. Patrol officers are heavily involved in public contact
through frequent "foot patrol" of business areas and
neighborhoods including city parks. All patrol officers are
expected to keep abreast of criminal activity in the city,
utilizing information bulletins that have been developed
specifically by patrol staff and investigations personnel for
this purpose. Patrol assignments continue to be flexible,
allowing specific assignments to be made as the need arises
without disrupting the level of service to the community.
All of the officers assigned to Dublin Police Services are
experienced in patrol duties. The average Sergeant is 40 years
of age with 17.5 years of law enforcement experience. The
average Patrol Officer is 37 years of age with 11. 3 years of law
enforcement experience.
Shown below is a comparison of the key patrol services provided
to the community for calendar year 1991 as they compare with
1990:
1990 1991
Calls for Service * 23,459 * 33,340 *
Reports Written 2,938 2,914
Citations Issued 6,720 7,694
Arrests - All Crimes 974 968
Total Patrol Miles Driven 195,565 171,065
* Examination of the above statistics showing a comparison
between 1990 and 1991 shows that "Calls for Service"
increased by 42% in 1991. This figure does not reflect a
true comparison. In 1990 this section was titled "Police
Contacts with Public" and was hand-tallied from radio
dispatch logs. In 1991 Dublin Police began using statistics
provided from the newly implemented CAD/RMS (Computer Aided
Dispatch/Records Management System) system that more
accurately captured all patrol activity that may not have
been recorded under the old system. It is important to note
that the increase in numbers does not necessarily mean an
increase in the overall workload; but reflects the ability
to capture workload statistics more accurately with the
implementation of the CAD/RMS system.
As indicated by other workload indicators in the above
table, "Reports Written" and "Arrests" remained relatively
unchanged from 1990 to 1991. This would indicate that
workload did not shift drastically as might otherwise be
assumed if only the "Calls for Service" category were
analyzed.
Staff believes that the level of service currently provided to
the citizens of Dublin can be maintained adequately utilizing
current staffing levels for Fiscal Year 1992/93.
TRAFFIC ENFORCEMENT
Two full-time Patrol Officer positions are dedicated primarily to
traffic enforcement and are included in the total count of 15
Patrol Officers mentioned above. During the calendar year 1991,
these officers participated in traffic enforcement, radar speed
enforcement, accident response and investigations, commercial
vehicle enforcement, community safety awareness programs, vehicle
abatement from private property, and towing of abandoned vehicles
from the street.
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Shown below are some of the key traffic enforcement figures for
1991 as they compare with 1990 and 1989:
1989 1990 1991
Citations Issued 5504 6720 7694
Accidents Investigated 413 363 295
Injury Accidents Investigated 81 85 34
Non-Injury Accidents Investigated 332 278 261
Fatal Accidents Investigated 0 0 0
The Traffic Enforcement Unit, supplemented by patrol officers,
participated in selective traffic enforcement at San Ramon Road
and Dublin Boulevard. This was pursuant to a City Council
request, and was a 1991 Management Objective for the Police
Department. The selective traffic enforcement at this location
was highly successful in detecting unsafe driving practices and
stopping and identifying violators. Additionally, the City
Council identified a report on the effectiveness of the Traffic
Enforcement Program as part of the Goals and Objectives. The
report is attached as Exhibit #1 to this Staff Report.
Exhibit #1 documents the Traffic Enforcement Unit's formation as
a single position in September, 1986. The Unit became a two
officer team in September, 1987; utilizing staggered shifts to
cover high volume traffic hours. As it is currently staffed, the
Traffic Unit is able to devote 35% of its time to pro-active
traffic enforcement. Since 1988, when statistical information
was broken down between patrol and traffic units, the Traffic
Unit has shown a 12% increase in citations issued and a 40%
increase in abandoned vehicle tows. Since the Unit's inception
in 1987, traffic accidents have shown an overall decrease of 15%
and injury accidents have shown a 76% reduction.
Both traffic officers are now members of the County Commercial
Vehicle Enforcement unit and the "Commercial Officers of Southern
Alameda County" (COSAC) . This unit held four (4) commercial
vehicle inspection days in the City of Dublin in 1991 resulting
in 180 citations issued for overweight and equipment violations
of commercial vehicles operating within the city. Dublin Police
traffic officers participated in fourteen (14) commercial vehicle
inspection days outside of the City as members of the County
Commercial Vehicle Enforcement unit/COSAC. Officers belonging to
COSAC travel to member jurisdictions to assist member agencies in
commercial vehicle enforcement as part of a reciprocating
assistance agreement. This allows each member jurisdiction to
have equal access to commercial vehicle inspection days to
promote safety of commercial vehicles traveling through the
individual cities.
During calendar year 1991, 7 inoperative vehicles were abated
from private property, and 76 abandoned vehicles were towed from
Dublin city streets. Traffic officers towed 13 vehicles incident
to arrests and towed an additional 6 vehicles due to collisions.
Both hand-held and fixed unit traffic radar are in use to enforce
speed laws. A radar controlled speed indicator on a trailer is
utilized in selected areas to educate drivers to the speeds they
are traveling. This equipment is used as part of an educational
enforcement program. The addition of the radar display trailer
to the Traffic Enforcement Unit addressed and completed a
Management Objective to implement a Speed Awareness and Warning
Program. The goal is to provide driver awareness of their speed.
Assigned traffic officers meet regularly with the Traffic Safety
Committee (Police, Engineering, Public Works) to identify and
solve traffic and safety related issues. This committee serves
to reduce community generated complaints and to provide a problem
solving mechanism for citizen complaints.
Staff has no projected data regarding increased traffic volume
and calls for service as a result of the development of Dublin
Blvd. and the Hacienda/Dublin connection. Staff believes that
staffing levels required for the maintenance of traffic
enforcement services at their present level, given no dramatic
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increase in traffic volume, are adequate for Fiscal Year 1992/93 .
CRIMINAL INVESTIGATION
The Investigations Division is currently comprised of 2.5 full
time Detective-Sergeant positions. In addition, one Detective-
Sergeant and one Detective-Deputy have the responsibility for
investigating all of the drug/narcotic related offenses. The .5
Detective-Sergeant position handles juvenile related crimes. The
other remaining .5 of this position is responsible for the
supervision of the Crime Prevention programs. Juvenile
investigation, Crime Prevention and Narcotics Investigation will
be addressed individually in greater detail in separate sections.
The two Detective-Sergeants assigned to general investigations
bring with them over 46 years of law enforcement experience.
They are responsible for investigating all persons/property
crimes including homicide, robbery, assault, sexual assault,
burglary, stolen vehicles, and forgery and check fraud cases.
Dublin Police Services maintains the most liberal check
investigation policy in the area, and investigates all cases
falling within the investigative guidelines that are provided to
all merchants in the City.
Dublin Police Services investigators continue to maintain a high
level of case closures. This category includes cases completed
by arrest and/or District Attorney charging of the offender;
recovery of property; linking with related crimes attributed to a
specific suspect; or exhaustion of all investigative leads. In
1991, a closure rate of all persons crimes (homicide, assault,
robbery, sexual assault, harassment, etc) was attained at 84% and
a closure rate for all property related crimes, including check
offenses and stolen vehicles, at 64%. These statistics are
higher than the national average compiled by the F.B.I. and
Department of Justice. The F.B.I. lists a national closure rate
for persons crimes at 45.6% and a closure rate for all property
related crimes at 18.1%.
The expertise of the two Detective-Sergeants contributed to an
impressive closure rate to crimes that often require an extensive
investigation, oftentimes involving multiple agency coordination.
Both of the Detective-Sergeants cover all aspects of
investigations, maintaining a flexibility that allows them to
conduct either joint or independent investigations depending on
the demand and severity of existing cases assigned. The
Detective-Sergeants have received specialized training from
State-certified schools for various aspects of criminal
investigation including homicide, sexual assault, officer
involved shootings, white collar crime, bank fraud, and computer
generated crime.
The following statistics outline workloads for these two
investigators. The caseload information was taken from the 1991
annual calendar report.
Number of Investigation Cases Assigned
1989 1990 1991
Property 577 467 461
Checks 27 43 48
Persons 226 271 323
As shown, property and check offenses remained fairly static
between 1990 and 1991. There was an increase of 19% in persons
related offenses in 1991, including two homicides. Although the
total number of major persons crimes (murder, rape, robbery, and
serious assault) dropped 11% from 1990 figures, misdemeanor
persons crimes (misdemeanor assault and/or battery, harrassment,
harrassing phone calls, etc. ) accounted for the increase in
reported cases.
During this past holiday season, Dublin Police Services
investigators once again formed a multi-pronged task force aimed
at minimizing the impact of a traditionally high crime rate
season. The investigators targeted potential high crime areas
(retailers and adjacent parking lots) and times through
statistical analysis, using a combination of personnel,
consisting of crime prevention, reserve officers, and beat
officers in these areas. They also incorporated a walking beat
concept through the commercial areas for high-visibility
deterrence. Because of the efforts of this task force, there was
no appreciable rise in crime, either commercial or residential,
during the holiday season.
Sergeants assigned to Investigations are also available to
supplement Patrol duties when the need arises. Detective-
Sergeants have had to act as Watch Commanders when the regularly
assigned Watch Commander is unavailable. Some circumstances
rendering the regularly scheduled Watch Commander unavailable
are: scheduled vacations coinciding with the unavailability of
the vacation relief Sergeant (sudden illness/injury, court
appearance, other unforseen conflict) , sickness/injury of the
assigned Watch Commander or other unforseen personnel shortages.
The staffing level required for maintenance of the current level
of services to the citizens of Dublin for general criminal
investigations (persons/property/juvenile offenses) is considered
adequate for Fiscal Year 1992/93.
NARCOTIC INVESTIGATIONS
This unit is staffed with two investigators, a Detective-Sergeant
as supervisor of the unit, and a Detective-Deputy. This team has
the responsibility for investigating narcotics related complaints
within the community. They also assist patrol officers in
investigating on-view narcotics violations, question potential
narcotics violators, and initiate investigations based
on information provided by numerous sources, both from within and
outside the police department. When this unit is not working on
narcotics related cases, they provide the flexibility to staff
special investigations at the direction of the Chief of Police.
During calendar year 1991, the investigators assigned to this
section showed a 48% increase over 1990 in adult male arrests for
drug offenses. Based on seizures and arrests, the most prevalent
drugs in this community during 1991 have been marijuana,
methamphetamine, and cocaine.
Shown below are some key narcotic enforcement workload measures
for Calendar Year 1991 compared to 1990 and 1989:
NARCOTIC ACTIVITY
1989 1990 1991
Persons Investigated 126 87 74
Search Warrants 15 31 17
Arrests 23 41 48
Drugs Seized ($ Value) $111,320 $624,266 $61,812
Asset Seizures ($ Value) $18, 382 $19,039 $7 ,241
The above statistics tend to indicate a decline in workload for
the Narcotics Unit but do not represent manpower requirements for
the Unit. Given their covert nature, narcotics investigations
require at least two investigators to maintain officer safety.
This is vital when conducting a surveillance, dealing with
informants and/or suspects, serving search warrants and arresting
suspects.
The staffing level needed to maintain narcotic investigations at
its current level and to promote officer safety is considered
adequate for Fiscal Year 1992/93 .
JUVENILE INVESTIGATION/CRIME PREVENTION
Due to the shared supervisor responsibility for both Juvenile
Investigation and Crime Prevention programs, the analyses of
these programs have been combined.
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The Detective-Sergeant assigned to this position is responsible
for the investigation of crimes involving juveniles and the
investigation of Child Protective Services referral cases.
Particular emphasis is placed on child abuse and sexual
molestation cases.
The following statistics outline workloads for this investigator
for 1991, including Child Protective Services referral cases.
NUMBER OF JUVENILE CASES ASSIGNED/REFERRED
1989 1990 1991
PROPERTY 12 59 96
PERSONS 57 176 224
The Detective-Sergeant also supervises the Deputy assigned to
Crime Prevention and School Liaison, and the half-time civilian
City employee assigned as Community Safety Assistant. Crime
Prevention personnel provide services to both residents and the
business community through "Neighborhood Crime Watch" and
"Merchant Alert" programs, and Community Awareness presentations
(providing the public with information relative to public safety
issues) ; distribution of Safety Literature through business,
residential, and school contacts; and maintenance of the School
Liaison program (offering education on drug and alcohol abuse and
other safety hazards) .
The staffing level needed to maintain juvenile investigation and
crime prevention at their current level is considered adequate
for Fiscal Year 1992/93.
COMMUNITY PROGRAMS - CRIME PREVENTION
In a continuing effort to provide the finest and most complete
safety and information program available to the citizens of
Dublin, the Dublin Police Services crime prevention unit offers a
multifaceted program that is geared to the community's needs and
structured so that it can be responsive to new ideas and
programs. In 1991 , a new half-time Community Safety Assistant
position was created utilizing a civilian City employee. This
position is programmed 1/2 time in Crime Prevention and 1/2 time
in Disaster Preparedness. This position allowed Police Services
to rejuvenate programs offered through the unit. Some of the
services provided to the citizens of Dublin in 1991 are described
below:
Neighborhood Crime Watch - This popular program continues to
operate within the City. Its cornerstone program, Neighborhood
Watch, currently has 119 groups. New requests for additional
groups continue to come in to the crime prevention unit. The
unit also presented 126 "Operation I.D. Programs" and coordinated
98 "Home Security Surveys" through Neighborhood Watch in 1991.
Merchant Alert - The Merchant Alert Program currently has 87
active group members formed into six interlocking alert lists.
The Community Safety Assistant coordinates this group, designed
to provide information exchange between merchants on topics
ranging from suspects and their techniques to store security
checks (25 Security Surveys conducted in 1991) . The crime
prevention unit also publishes and distributes a quarterly
"Merchant's Alert Newsletter" .
Bank Alert - In addition to the Merchant Alert program, Dublin
Police Services also began the Bank Alert program in 1991. This
program has 9 member banks and seeks to establish and maintain
communication between the banks. The crime prevention unit also
publishes and distributes a newsletter with information relative
to police/banking interests.
Community Awareness - Dublin Police Services offers awareness
programs that deal with a wide range of issues. During 1991, the
Department and the Dublin Unified School District continued to
work together to provide the Drug Awareness and Prevention
Program to all levels of Dublin students with 148 public and
private school presentations to a total of 6,554 students. Other
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programs offered through Community Awareness include personal
safety and rape prevention; senior safety and security; home and
business security; robbery, shoplifting, check/credit card theft,
and fraud prevention; adult drug awareness and resistance;
earthquake and disaster training; bicycle safety and licensing;
and other services such as Child Fingerprinting, which are
provided on an as-requested basis by community groups. During
1991 the Dublin Police Services made five (5) Television
Community Services Messages, five (5) Newspaper Community Service
Messages, and six (6) Interviews relative to community awareness.
Safety Literature - The 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 Station and the public
library. During 1991 a total of 16,591 pieces of literature were
distributed in the City with an additional 1,400 pieces of
literature sent to Dublin residents through a special mailing.
School Liaison - Dublin Police Services works closely with the
educational community, maintaining a seat on the Dublin Joint
School District School Attendance Review Board which monitors
children with truancy problems. Dublin Police Services is
committed to working with the school district and private schools
system to identify, locate and reintroduce truants into the
school system to foster continuing education for the student.
The officer's liaison with the schools (public and private)
promotes good relations between the staff, students and the
police, and educates staff and students alike to the availability
of a wide range of community awareness programs tailored for
school age children from kindergarten through high school.
Utilizing the Deputy assigned to Crime Prevention as the School
Liaison Officer, Dublin Police Services completed the Management
Goal of implementing a Drug and Alcohol Awareness Program for
Private Schools in Dublin (in conjunction with existing programs
for the public schools) .
BUSINESS OFFICE SERVICES
The Dublin Police Services business office operates with a
clerical staff of two (2) Specialist Clerks and one Secretary I.
The Specialist Clerks work five (5) days a week, utilizing
staggered hours to provide office coverage from 7:30 a.m. to 5:00
p.m. The duties of the two Specialist Clerks include records
management, legal document processing, inventory/stock control,
data input of all reports and citations into the Alameda County
mainframe records system computer, and general receptionist
duties. These two positions involve heavy public contact, both
on the telephone and at the business office "counter" .
The Secretary I provides administrative support for the Chief of
Police, the Administrative Lieutenant, and Detectives. This
position performs a wide variety of clerical and secretarial
tasks. Also, this position includes the duties of property and
evidence custodian, statistician and payroll reporting.
During 1991, a Management Objective was completed with the
installation and implementation of the Alameda County
computerized Records Management System. This system stores all
records information (police reports and citation information)
allowing police staff to quickly cross reference suspect
information, compare crime trends, and perform complex records
checks involving multiple subjects and/or vehicles.
The staffing level needed to maintain business office services at
its current level of effectiveness is considered adequate for
Fiscal Year 1992/93 .
PUBLIC INFORMATION DISSEMINATION
Public service information is routinely distributed to all
segments of the community. This is accomplished by crime
prevention officers, uniformed patrol officers, and also in the
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form of special information bulletins from Investigations and
Administration staff. Public service information is also
available and handed out at the Police station.
Dublin Police Services also works closely with the media. Dublin
Police Services has been commended by local media representatives
for its accessibility and cooperation in providing topical news
items and information relative to on-going investigations.
DEPARTMENT VISIBILITY AND IDENTIFICATION
Dublin Police Services continues to maintain a profile of high
visibility within the community. This visibility not only
imparts a feeling of safety and security for the citizens but
also serves as a deterrent to the criminal element. In addition
to 171,065 patrol miles driven, Dublin Police officers maintained
a foot patrol presence in the commercial districts and
residential park areas, and assisted crime prevention in
distributing crime prevention material to businesses and
residents.
OFFICER PROFESSIONALISM AND PUBLIC RELATIONS COMMUNICATIONS
Positive police contacts with the community promote excellent
public relations and community involvement. Exceptional work,
demonstrating a high degree of professionalism, are reflected by
input from the Community and from within the Department. Some of
the phrases communicated to the Police Chief and the City Manager
by the Community to commend staff, and excerpts of Commendations
are as follows:
". . he was so professional, helpful, and, well, nice that
I felt it warranted your attention. "
"It seems that in this day and age you hear to (sic) much of
the bad and never any of the good. The Dublin Police have always
been kind and courteous and I wanted to let you know how much you
are appreciated. "
"We want to thank you for your gracious handling of the
incident . . ."
"Once again we would like to thank you for the outstanding
drug prevention program you brought to our school last week. "
"Both men are to be commended for their very able and
professional assistance . . . I am very impressed by these two
members of your department . . . "
"The officers of the Dublin Police Department deserve a
tribute of great distinction. You should be proud of your
officers . . . "
"He will long be remembered and valued by those involved for
his efforts as a caring human being and a fine police officer. "
"What he did was way beyond the duty of an officer and I am
so grateful to him. . . Men like him are a credit to our Dublin
Police Department."
" . . . greeted me professionally and with a smile. "
During calendar year 1991, Dublin Police Services personnel
received seventeen written commendations, recognizing their
commitment to professionalism and courtesy, by the citizens of
Dublin. Police Services personnel have also been the recipents
of numerous verbal commendations from Dublin residents.
As commendations are received, copies are provided directly to
the City Council. The contract relationship with the larger
Alameda County Sheriff's Department also allows for independent
investigation of any complaints, without involving personnel
assigned to Dublin Police Services.
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ADMINISTRATION/ON-SITE COMMAND
Dublin Police Services is commanded by a Captain who is the on-
site commander in the capacity of Chief of Police. Directly
under the on-site commander is a Lieutenant who supervises
Investigations (with the exception of Narcotics) , Training, and
the Business Office Services. The on-site commander position was
upgraded in 1990 from Lieutenant to Captain and the position of
Lieutenant was retained to assist the on-site commander with
administrative functions and in a direct management role.
The Unit Commander is the chief law enforcement official for the
City of Dublin. The Unit Commander, acting in the capacity of
Chief of Police, is responsible to the City Manager. This
position is directly responsible for preparation of the budget,
review of operations, development of goals and objectives and
long range planning. The Unit Commander is also responsible to
the Alameda County Sheriff's Department for completing his
management functions and responsibilities incidental to those
required by the City. The Unit Commander directly oversees the
Lieutenant and his operations, the patrol operations, and the
narcotics officers.
The Lieutenant position is a direct subordinate to the Captain
and is available to fill in as acting Unit Commander in the
Captain's absence. In addition, the Lieutenant assumes
responsibility for supervision of investigations, training, and
clerical staff, scheduling of personnel (staffing/vacations) ;
reviewing and assigning reports for investigation, and responding
to citizen complaints and concerns.
The current management staffing allows for the proper control and
authority to maintain effective accountability. It balances the
management span of control; providing immediate day-to-day
operational management. The management team promotes continuity
of administration and management, and allows the on-site Unit
Commander to concentrate on the necessary conceptual planning and
research for Dublin Police Services to continue to provide the
high quality of service desired.
ADMINISTRATIVE SERVICES
COMMUNICATION OF POLICE ACTIVITIES TO CITY MANAGER AND CITY
COUNCIL
The Police Chief is under the administrative direction of the
City Manager. He attends the weekly department head meetings and
meets on an as-needed basis with the City Manager for the purpose
of briefings and discussion of local matters. The Department
also provides a monthly statistical report on police activity to
the City Manager and City Council. The Police Chief and his
staff continue to be readily accessible to meet with any segment
of the community.
POLICE SERVICE TRAINING
To complete the mission of the Dublin Police Services, it is
necessary to maintain and enhance a high level of training of
departmental personnel. Training needs are evaluated on a
continuous basis by both the Alameda County Sheriff's Department
Training Section and the Dublin Police Services Chief of Police
and Lieutenant. Dublin Police Services personnel, both officers
and civilian personnel, receive training from formal schools and
from in-service training sessions presented by training
personnel. Exclusive of in-service training, Dublin Police
Services personnel attended 2 ,024 hours of formal training in
calendar year 1991. A complete listing of all training received
is attached as Exhibit #2 to this report.
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COST OF SERVICE
The provision of municipal police services through a contractual
arrangement has many advantages. It offers the City the ability to
fluctuate service levels depending on local demands. In 1989, the
City Council approved a three year agreement which establishes the
provision of police services through June 30 , 1992. The County
provides the City with estimated costs which are incorporated in the
proposed budget. The following sections of the report will discuss
the major cost components of the contract.
PERSONNEL COSTS
The estimated contract personnel expenses for Fiscal Year 1991-92
total $2, 202, 842. Included in these costs are salaries and benefits
(e.g. , retirement, health, dental and workers compensation
insurance) . This estimate exceeds the budgeted amount by $34, 488
( approximately 1 . 6%) . The primary reasons for the difference are
shown below:
- Net increases in retirement plans were not included in the budget
numbers provided to the City last year.
- 9 . 6% increase in health insurance was not included in the budget
numbers provided to the City last year.
- FICA, FICA-HI and SDI calculations made by the County Auditor' s
Office have traditionally been over appropriated; adjustments are
expected at the year end.
The estimated contract personnel expenses for Fiscal Year 1992-93
total $2,330,210 . This estimate represents a 5 . 8% increase over the
estimated personnel expenditures for FY 1991-92. The increase can be
attributed to projected 1992-93 salary and benefit increases per
current labor agreements.
Currently, Alameda County Sheriff Department personnel are
represented under three separate contracts. The status of each
contract is shown below:
o The Alameda County Management Employees Association, including
sworn management staff ( Captain and Lieutenant) , was ratified
this past year. The current contract runs from January 1991 to
January 1994 . Salary increases of 6% will be effective January
1993 .
o The Deputy Sheriff Association contract includes a 6% salary
increase effective November 1992 . This agreement covers Sergeants
and Patrol Officers. The current contract expires November 1993 .
o The current S.E.I .U. contract expires August 1992. This agreement
covers the Secretary and Specialist Clerks. Contract negotiations
and salary increases are pending. A 4% salary increase is
anticipated for this group and is included in the FY 1992-92
projections.
The projected contract personnel expenses for Fiscal Year 1992-93
includes estimated salary and benefit increases including upcoming
changes to the S.E.I .U. contract (August 1992) . The projections do
not include potential adjustments to the retirement rates pending an
actuary study to be completed in November 1992, or changes in health
insurance enrollment pending open enrollment in December 1992.
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COMPARISON OF CITY VS. CONTRACT POLICE
PERSONNEL COSTS
The total cost of contract personnel recommended in the FY 1992-93
budget represents a significant portion of the City' s operating
expenditures. However, if the City were providing police services
directly, it is anticipated that the costs could be significantly
higher. The current contract arrangement provides distinct
advantages in the provision of personnel. These advantages include:
o The Contract requires the County to provide replacement personnel
when individuals are absent 10 or more days due to illness or injury.
This avoids the impact of increased overtime or understaffing which
would occur with a City Police Department.
o The County is able to spread Workers Compensation costs and other
benefits over a large base. This provides advantages potentially
unavailable to a small department.
o The contract arrangement provides a direct relationship with
Alameda County Sheriff ' s Department which increases access to the
resources of the County Department in the event that mutual aid is
required.
o The contract arrangement provides for the County to assume all
aspects of personnel administration ( i.e. , hiring, training,
discipline, collective bargaining, etc. ) . If these services were
provided by City employees, additional staffing and costs would be
incurred to meet these responsibilities in other City Departments .
While staff is not presenting a financial comparison of in-house
Police Services vs. contract services as part of this contract
review, the following should be noted:
- If the City were to set up a City Police department, salaries and
benefits paid would be equal to or greater than those currently
being paid by Alameda County. This would be necessary to remain
competitive within the Tri-Valley area.
- Staff has reviewed the cost of the dispatch function and found
substantial savings with the current contract arrangement.
There are no recommended changes proposed to the existing staffing
level. The proposed staffing level will allow Dublin Police Services
to provide necessary police protection and services and to meet the
goals and objectives adopted by the City Council.
DISPATCH COSTS
The provision of dispatch services is also included in the agreement
for Police Services. The estimated contract dispatch expenses for
Fiscal Year 1991-92 is $163 ,058 . The estimated cost for these
services for Fiscal Year 1992-93 is $177, 145. This estimate
represents an 8. 6% increase over the estimated expenditures for FY
1991-92. The following breakdown shows historical costs for this 6 ac ivity:
Actual 1990-91 Estimated 1991-92 Proposed
1 92 92
Dispatch $162,104 $163 , 056 $177 ,145
11
•
Dispatch activities include: ( 1) receiving calls for service; ( 2)
broadcasting and details to patrol officer; ( 3 ) completing checks of
computer records for officers in the field; ( 4) notification of other
agencies or emergency service providers; and ( 5) other related
duties. The County also provides dispatching services for other
emergency agencies, including the Dougherty Regional Fire Authority,
thereby spreading the cost among several agencies.
Presently, Alameda County is responsible for all aspects of hiring,
training and supervising this function. In addition, in 1991, the
County fully implemented its computer aided dispatch program. The
capital cost of this equipment was funded through Alameda County,
although the costs are amortized and recovered through charges to
agencies utilizing the services.
Since dispatch services are a 24-hour function, the personnel costs
are substantial. It is estimated that in order to service a
community the size of Dublin, a minimum of 10 dispatch personnel
would be required ( 9 dispatchers and one supervisor) . Based on
average salaries of neighboring cities and the City' s current benefit
structure, the annual cost of staffing a dispatch operation this size
is estimated at approximately $521, 592 .
The capital cost of purchasing and installing dispatch equipment is
estimated at $1, 658,100; this does not include equipment maintenance.
Capital equipment includes the following:
-Three bay consoles each having four separate frequencies; one for
law enforcement and the other for fire dispatching. This also
includes one TAC phone line.
-One 20-channel logging recorder
-Telecommunications ( 1-TDY line; 4 business lines; 3 emergency lines;
and three 911 trunk lines)
-Computer support including hardware and software (CAD, Records Mgmt
System and Fire Mgmt System)
The straight line cost of financing the purchase of this equipment
over an eight year period would result in annual payments of
approximately $207, 263 . 00 (not including annual inflationary
increases or interest) .
The chart below outlines the estimated first year costs associated
with providing in-house dispatch services:
Estimated Personnel Costs $521,592 ( 1)
Estimated Annual Equipment Costs 207 , 263 ( 2 )
TOTAL ESTIMATED COSTS OF IN-HOUSE DISPATCH SERVICES - $728, 855
NOTES:
( 1) Cost includes salary (based on a market survey) , current City of
Dublin health & welfare benefits. Estimated costs do not
include an increase to the City' s liability insurance coverage.
( 2) Equipment costs include straight line cost of purchasing and
installing the equipment listed above amortized over an 8 year
period. Maintenance costs are not included in the estimate.
12
PROPOSED AGREEMENT
In 1989, the City Council approved a three year agreement with
Alameda County for police services . The agreement terminates on June
30, 1992 . Staff has worked with Sheriff ' s department personnel to
prepare a new agreement, which is attached to the staff report.
The proposed agreement is substantially in the same form as the
previous agreement. Minor changes to the contract language include:
o Section IV. COST AND BILLING, Subsection (b) - The County proposes
to bill the City quarterly instead of monthly for services.
o Section V. FINES & FORFEITURES - New Section - This section deals
with the distribution of fines and forfeitures pursuant to Section
1463 et. seq. of the Penal Code.
o Section VII . COMPLIANCE WITH APPLICABLE LAWS - New Section - This
section requires the County to comply with all applicable state
and federal laws including but not limited to laws relating to
discrimination and laws requiring injury and illness prevention
programs.
o Section VII. FORFEITED AND UNCLAIMED PROPERTY - New Section - This
section addresses treatment and/or disposal of unclaimed and
seized property.
The proposed agreement provides for a three year term, which would
expire in 1995. The agreement has been reviewed by the City Attorney
and staff recommends that the City Council adopt the agreement.
CONCLUSION
As outlined in this report, City of Dublin continues to receive
quality municipal services from highly qualified, experienced
personnel. These services are provided to the City in a cost
effective manner. Dublin Police Services staff have completed, or
are in the process of presenting to the City Council, all of the
Proposed Objectives assigned by the Council. The experience and
commitment to service of Dublin Police Services has contributed to
the completion of these Objectives.
Staff recommends that the City Council review the services and
provide any comments deemed appropriate. It is also recommended that
the City Council adopt the attached Resolution to maintain police
services under contract with the Alameda County Sheriff ' s Department
at the current personnel levels for the period July 1, 1992 through
June 30, 1995.
14
As shown above, the cost estimates represent the minimal expenses and
have not accounted for increases in City overhead in the event that
the City provides these services. It is apparent that the cost
effectiveness of Dispatch Services by Alameda County remains the best
alternative. The projected 1992-93 contract cost of $177, 145 is
$551,710 per year less than the in-house alternative discussed above.
The provision of dispatch services within the Police Services also
assures that the public safety function is coordinated with a single
provider.
INDIRECT COSTS
The agreement with Alameda County also provides for the City to fund
certain indirect charges. The estimated 1991-92 budget includes
$139 ,099 for indirect charges. The proposed 1992-93 budget includes
$147, 914 for indirect charges.
The Sheriff ' s Department under the Police Services agreement bills
for indirect expenses including personnel support, payroll and other
administrative functions. The County has maintained the proposed
1992-93 cost of indirect expenses at 5 .73% of the total contract for
services.
The following is a summary of the contract costs for FY 1990-91
(Actual) , FY 1991-92 (Estimated) and FY 1992-93 (Proposed) . The
total costs projected for FY 1992-92 provide for funding at the
current service level as recommended in the proposed budget:
MULTI-YEAR COMPARISON OF CONTRACT COSTS
FY 1990-91 FY 1991-92 FY 1992-93
(Actual) (Estimated) (Projected)
Personnel $1,956,657 $2, 202, 842 $2,330,210
Vehicles 12,005 14,199 15 ,247
Indirect Costs 124,501 139, 099 147,463
Dispatch 162,104 163 ,058 177 ,145
Admin/Financial
Services 13 , 000 13 ,957 14 , 072
Services & Supplies 29,166 33 ,499 36, 853
Total $2 ,297 ,433 $2, 566, 654 $2,720, 990
As noted above, several pending increase to salaries and benefits
( i.e. , S.E.I .U. salaries/benefits, retirement rates, health insurance
rates) are not included in the FY 1992-93 estimates. Also, the
estimated cost of $18,233 for liability insurance are not included in
the FY 1992-93 estimates. Staff has included funds in the
Non-Departmental Contingent Reserve, which can be utilized to amend
the Police Services budget once the salary/
benefit changes are known.
INSURANCE
Indirect costs associated with Alameda County contract services are
budgeted both in the Insurance budget and in the Police Services
budget. For Fiscal Year 1992-93 , the City has included $18 ,233 in
the insurance budget for liability insurance. This amount covers all
Alameda County contract services including Police, Crossing Guards,
Animal Control, and Traffic Signal Maintenance. Although services
other than Police are covered by this insurance, the primary exposure
is for Police.
13
DATE: APRIL 27, 1992
FROM: JAMES W. ROSE, CAPTAIN
TO: CITY COUNCIL
CITY MANAGER
ATTACHMENTS:
(A) Page one (1) of 1991 TJKM Traffic Safety Study
(B) Graph - Total Accidents 1983 - 1991
(C) Graph - Total Citations by Traffic Unit
1986 - 1991
(D) Graph - Total vehicles abated 1983 - 1991
(E) Traffic Officer 8hr. Time study
SUBJECT: DUBLIN POLICE SERVICES TRAFFIC UNIT STUDY.
Dublin Police Services added a Traffic Unit in September 1986. The
unit was comprised of one Traffic Officer. The primary
responsibility of this officer was to enforce traffic related
matters in the City of Dublin. In September 1987, a second officer
was assigned to the unit and supervision of this unit was assigned
to the Day shift Watch Commander. The traffic unit has remained at
this staffing level through the present time.
The City of Dublin has continued to grow from a population of
17,600 in 1985 to approximately 22,000 in 1991 . (Federal and County
jail population excluded from 1991 figure) During this same time
the day time population has increased due to the increase in
commercial development within the City.
WORKLOAD INDICATORS
Traffic citations have shown a steady increase since the addition
of the first traffic officer in 1986. The second traffic officer
was added mid 1987, making 1988 is the first full year that the two
person traffic unit was in operation. It is also the first year
that traffic citations were broken out to separate those written by
the traffic unit and those written by patrol officers. This has
afforded the opportunity to look at the increase in traffic unit
workload. Since 1988 citations issued by the traffic unit have
increased by 17%. The traffic unit issued 2310 citations in 1988
compared to 2708 citations issued in 1991. (Attachment C) The tows
for abandoned/abatement of vehicles have increased by 40% during
the same time period (120 in 1988 - 168 in 1991 - Attachment D) .
ACCIDENT RATES
The traffic unit has impacted the number of accidents in Dublin.
As indicated in the 1991 traffic safety report issued by TJKM,
Attachment A, the total number of reported accidents on City
streets has decreased to its lowest level since 1987.
T
lit , I
TRAFFIC UNIT STUDY
April 27, 1992
Page 2
There has been a 15% overall reduction compared to the previous
four year average. The number of injury accidents has decreased
dramatically; 16 for 1991 versus an average of 66 since 1987 .
This 76% reduction is a reflection of enforcement by the traffic
unit in the high volume traffic areas of Dublin. Their high
visibility and many contacts, create a constant reminder to the
drivers to practice safe driving habits.
The only number that has shown an increase is "property damage
only" accidents. As repair costs increase and property
replacement costs increase, this number tends to show an
increase. State law mandates that any accident with $500.00 or
more property damage must be reported. This creates a situation
where almost any accident involving a passenger vehicle must be
reported, no matter how minor the accident.
It should be noted that there is a difference between the number
of traffic accidents reported by TJKM and by Dublin Police
Services. The reason for this difference is that TJKM records
only accidents that occur on City streets. Dublin Police Services
records accidents that occur on City streets as well as accidents
that occur on private property. (Attachment B)
Listed below are the five highest collision intersections for
1991. Also listed with each intersection is the number of traffic
citations issued at the particular intersection.
1) Dougherty Rd./Dublin Blvd. 11 accidents 475 citations
2) San Ramon Rd./Dublin Blvd. 8 accidents 337 citations
3)Dublin Blvd./Regional St. 6 accidents 128 citations
4)Village Pkwy/Dublin Blvd. 6 accidents 117 citations
5)Village Pkwy/Amador Valley Blvd 5 accidents 218 citations
36 accidents 1275 citations
These five intersections totalling 36 accidents comprise 16% of
all accidents reported in 1991 on City streets. The 1275
citations that were issued at these five intersections total 17%
of all citations issued by Dublin Police in 1991. Enforcement
measures and high visibility by police play an important roll in
the reduction of traffic accidents at these intersections.
TRAFFIC UNIT STUDY
April 27, 1992
Page 3
COMMERCIAL ENFORCEMENT
The two person traffic unit is also a member of the "Commercial
Officers Southern Alameda County" (COSAC) . COSAC is comprised of
traffic officers from the following participating cities:
Alameda, Dublin, Pleasanton, Union City, Hayward, Fremont,
Newark, San Leandro, and the CHP. Each traffic officer must
attend a 3 week school put on by the CHP in order to inspect
commercial vehicles.
The emphasis of COSAC is the inspection of commercial vehicles
for any violations of the vehicle code. COSAC is overseen by the
CHP as they are the only agency that is allowed by law to set up
temporary commercial vehicle check points on public roadways.
COSAC conducts approximately 24 commercial vehicle check points
each year on a rotating basis. Each participating agency has
about 3 of these commercial check points in their city during the
calendar year.
The City of Dublin normally sets up two separate checkpoint
locations with COSAC. One Dublin Traffic Officer will work with
COSAC members at the intersection of Dublin Blvd. and San Ramon
Rd. while the other traffic officer works Dublin Blvd. and
Dougherty. The commercial vehicle checkpoints in Dublin average
about 50 vehicles inspected with 48 citations issued. These
inspections are quite extensive and officers check everything
from loading requirements to brake systems. Approximately 33% of
all vehicles inspected are placed out of service for serious
safety violations.
Two times a year COSAC members receive updated training and
information from CHP through classroom lectures. The
participation of the Dublin Traffic Unit in COSAC is both
beneficial to the unit and the City of Dublin. The traffic unit
gains useful information which improves their knowledge and
abilities in all aspects of commercial enforcement. The
commercial checkpoints have received positive comments from
citizens who are pleased to see the inspection of commercial
vehicles. Extensive, rigorous inspections by the traffic unit in
conjunction with COSAC help keep the roadways in Dublin safe. By
citing and removing unsafe commercial vehicles from the road,
potential injury accidents are prevented. The Traffic Unit
received a letter of commendation, in March, from R. Kerri, CHP
Dublin Area Commander. The commendation was for observations
made by Dublin traffic officers at a commercial enforcement stop
in Dublin which led to the revocation of an unlawful motor
carrier's license to operate and the removal of three of his
vehicles from the road.
TRAFFIC UNIT STUDY
April 27, 1992
Page 4
DRUNK DRIVING CHECKPOINTS
In December of 1991, the Dublin Traffic Unit along with the CHP,
had planned to conduct a sobriety checkpoint in Dublin. This was
to be a "test" to look at two items: 1. How many Drunk drivers
are entering Dublin during the holiday period, 2. The benefit of
setting up checkpoints at future holiday dates. This sobriety
checkpoint was unfortunately canceled because of rain. Another
sobriety checkpoint is scheduled in Dublin on May 22, 1992 which
is the start of the Memorial Day weekend. The purpose of the
sobriety checkpoint is to create public awareness that local law
enforcement agencies are actively detecting and apprehending
intoxicated drivers. In Dublin, Traffic officers are utilized in
the operation of this checkpoint in order to keep disruption of
normal patrol functions at a minimum. In order to establish this
checkpoint without the use of the Traffic Officers, would cause
the hiring of patrol officers on an overtime basis.
PRO-ACTIVE ENFORCEMENT
Presently the traffic unit is able to spend approximately 35% of
its on duty time on pro-active traffic enforcement. Pro-active
traffic enforcement is identified as those areas where the
traffic unit can conduct actual enforcement procedures such as
moving violations, special enforcement in problem traffic areas,
commercial vehicle enforcement, traffic enforcement in school
zones, parking violations etc.
The majority of the traffic units time is spent on administrative
tasks such as setting up and taking down the traffic radar
trailer, report writing, accident investigations, abandoned
vehicle abatement, listening and responding to citizen traffic
complaints. The traffic unit provides many miscellaneous public
services such as lock-outs, VIN verifications, registration
violations, fix-it ticket sign offs, cover for criminal patrol
functions, etc. (Attachment E)
The Dublin Police Traffic Unit is an effective unit that has
played a major role in reducing the number of traffic accidents
since its inception in 1986 . The two person traffic unit works
staggered shifts so that they can be used at optimum times for
school safety and high volume situations (AM/PM commute hrs) . On
occasion, the traffic will adjust their hours to respond to
special traffic concerns, ie; Dublin Blvd./San Ramon Rd.
intersection enforcement requested by City Council. The traffic
unit receives and responds to all complaints/concerns from
citizens regarding traffic problems. This allows the patrol units
to concentrate their efforts towards preventing criminal
activities in the City. The traffic unit through aggressive
enforcement of the traffic laws works to create a drivers
awareness of these laws.
TRAFFIC UNIT STUDY
April 27, 1992
page 5
CITIZEN AWARENESS
In April of 1991 the City of Dublin purchased a radar traffic
trailer to assist the traffic unit. The trailer is a valuable
tool that is placed on streets with high volume traffic patterns
and in areas that receive citizen complaints regarding drivers
using excessive speed. Citizen complaints have decreased with
regards to areas where people use excessive speed. The use of the
radar trailer has received many favorable comments from citizens
who applaud its use to help ensure the safety of our roadways.
FUTURE EXPANSION
The current staffing level of the traffic unit is adequate to
continue at the current level of service for the City's existing
boundaries and population.
With the extension of Dublin Blvd. to the Hacienda/Dublin
connector, the volume of traffic in our city will increase as
will the calls for service for the traffic unit. The level of
service will drop with the expansion as the unit's capabilities
are taxed. A follow up study will need to be conducted after the
Dublin Blvd. extension is completed and in service to determine
the impact on the Traffic Unit level of service.
The expansion of the City, both East and West, is going to create
a saturation level for the current traffic unit staffing. The
expansion does not require new development to create this
situation. The addition of the old Santa Rita property and
Tassajara Rd. as part of the City of Dublin's responsibility will
have a negative impact on the unit due to the increase in area
the unit will be required to service.
A future consideration could be the addition of one non-sworn
person. This person could handle various tasks. This position
would be able to perform a majority of the Traffic Unit's
administrative tasks. The goal would be to increase the traffic
unit's pro-active traffic enforcement time from 35% to 60% to
help further reduce traffic accidents and increase traffic
safety. This would also allow for the Traffic Unit to absorb the
increase in traffic issues that will arise from the Dublin Blvd.
extension.
Memorandum
Date: May 1, 1992 Project No.: 157-001
To: Mehran Sepehri, City of Dublin
From: Carl Springer
Christopher S. Kinzel
Subject: 1991 Traffic Safety Report
Each year the list of reported accidents within the City is reviewed to determine if there are
serious traffic safety problems that can be corrected. The following study report provides
a description of the overall accident trends in the City,identifies locations where traffic safety
is below average, and makes recommendations to revise traffic control to enhance vehicle
safety. In summary, the 1991 traffic safety analysis has found that
• The total number of reported accidents decreased to the lowest level since 1987 (15
percent reduction compared to the previous four year average).
• Seven roadways and intersections were found to have accident rates that are
higher than the State average for these types of facilities.
• Only one location is in need of traffic control improvements. All other high
accident rate locations were found to have current and standard traffic control
measures.
Accident Trends
The 1991 reported accidents were totalled by severity and compared to the previous accidents
for 1987 through 1990. The resulting accident trends are listed in Table I.
Table I
Traffic Accidents By Year
Accident Type Number of Accidents Four 1991
Year
1987 1988 1989 1990 Average Total Percent
Change
Property Damage Only 197 207 202 179 196 207 +5%
Injury 58 62 73 72 66 16 -76%
Fatal 2 0 0 0 1 0 N/A
Total Accidents 257 269 275 251 263 223 -15%
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Collision investigation . 25
City meetings . 25
Court .50
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0 /1
''>: '- 82 CITY OF DUBI-_
___\t,,' � FO Box 2340. Dublin, Caii'or Ps 100 Civic Plaza. Dublin, California 94568
/l,i )0—
DATE: June 8 , 1992
FROM: James W. Rose, Captain
TO: Dublin City Council
Dublin City Manager
SUBJECT: Dublin Police Services Training Summary for 1991
During 1991, Dublin Police Services personnel received the
following training:
1 - Captain (Unit Commander) attended a five day "Narcotics
Management" course (40 hours total)
1 - Captain (Unit Commander) attended a five day "Contract
Services - Commanding Officer's Workshop" course (40 hours)
1 - Captain (Unit Commander) attended a five day "Asset
Forfeiture and Finance" course (40 hours total)
1 - Lieutenant attended a five day "Earthquake Management"
course (40 hours total)
1 - Detective-Sergeant attended a five day "Sexual Assault"
course (40 hours total)
2 - Detective-Sergeants attended a five day "Interrogation"
course (80 hours total)
1 - Detective-Sergeant attended a five day "Officer Involved
Shooting" course (40 hours total)
1 - Detective-Sergeant attended a thirteen day "Narcotics
Investigation" course (104 hours total)
3 - Sergeants attended a one day "Intoxilyzer Training" course
( 24 hours total)
1 - Sergeant attended a five day "Officer Safety and Field
Tactics" course (40 hours total)
1 - Detective-Deputy (narcotics) attended a three day
"Recognition of Under the Influence of Narcotics" course (24
hours total)
kI , . 02,--•
Administration (415) 833-6650 • City Council (,1'.5) .).:? , -r :5) 8336640 • Building Inspection (415) 833-6620
Code Enforcement (415) 833 6620 • 'S1 533-6630 • Planning (415) 833 6610
Police (415) 833-6670 • Push, "v'-° t- •3() • Re.^mat on (4151 833 6645
Dublin Police Services Training Summary for 1991
June 8, 1992
Page 2
1 - Detective-Deputy (narcotics) attended a ten day "Narcotics
Investigation" course ( 80 hours total)
1 - Detective-Deputy (narcotics) attended a five day "Interview
and Interrogation" course (40 hours total)
5 - Deputies attended a five day "Basic Traffic Accident
Investigation" course (200 hours total)
1 - Deputy attended a five day "Intermediate Traffic Accident
Investigation" course (40 hours total)
1 - Deputy attended a ten day "Advanced Traffic Accident
Investigation" course (80 hours total)
1 - Deputy attended a one day "Recognition of Under the
Influence of Narcotics" course (8 hours total)
1 - Deputy attended a five day "Interviews and Interrogation"
course (40 hours total)
1 - Deputy attended a five day "Officer Safety and Field
Tactics" course (40 hours total)
11 - Deputies attended a one day "Intoxilyzer Training" course
( 88 hours total)
28 - Badge personnel (all D.P.S. ) participated in 1.5 hour
"Sudden Infant Death Syndrome" recognition course (42 hours)
28 - Badge personnel (all D.P.S. ) participated in 4 hour course m
"Managing Contacts with the Developmentally Disabled"
(112 hours total)
11 - Supervision personnel (D.P.S. supervisors) attended a one
day "Recognition of Sexual Harassment in the Workplace"
course (88 hours total)
31 - All Dublin Police Services personnel attended the City
"Customer Service" training program ( 310 hours total)
In addition to the above schools, five Sergeants and eleven
Deputies attended a three day in-service "Advanced Officer Course"
mandated by the State and the Alameda County Sheriff's Department
every two years. (384 hours total)
1 - Specialist Clerk attended a five day "Basic Records" course
(40 hours total)
Dublin Police Services Training Summary for 1991
June 8 , 1992
Page 3
The above does not reflect the numerous hours spent by Dublin
Police Services personnel in in-service training sessions held by
the Watch Commanders, Investigators, and Training personnel .
Given that the duties performed by personnel assigned to Dublin
Police Services are not always typical of those performed by
personnel elsewhere in the Sheriff's Department (traffic and
accident investigation, vehicle abatement, drunk driving
arrests/investigation) , specialized training becomes necessary to
maintain a high level of service. As indicated above, during
calendar year 1991, 2,024 hours of training were provided to Dublin
Police Services personnel, representing a cooperative effort by
Alameda County to provide municipal police service to the city of
Dublin.
RESOLUTION NO. 68 - 92
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 Alameda County Sheriff's Department has provided Law
Enforcement Services to the City of Dublin since incorporation in 1982;
and
WHEREAS, in the past the County and the City have entered into an
agreement which specifies the services to be provided; and
WHEREAS, the current agreement will expire as of June 30, 1992;
and
WHEREAS, the agreement allows for an annual review and
appropriate adjustments as mutually agreed upon by the City; and
WHEREAS, the City wishes to continue contracting for services
with Alameda County.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City
of Dublin does hereby approve the agreement by and between the City of
Dublin and the County of Alameda as described in Exhibit A attached
hereto and by reference made a part hereof.
BE IT FURTHER RESOLVED that the Mayor shall be authorized to
execute the agreement on behalf of the City.
PASSED, APPROVED AND ADOPTED this 9th day of June, 1992.
AYES: Councilmembers Burton, Howard, Jeffery, Moffatt and
Mayor Snyder
NOES: None
ABSENT: None
ABSTAIN: None
Ma or
ATTEST:
A4Cle
AGREEMENT
ENFORCEMENT OF STATE LAWS AND CITY ORDINANCES
THIS AGREEMENT, made and entered into this first day of July, 1992 by and
between the COUNTY OF ALAMEDA, hereinafter referred to as "COUNTY", and
the CITY OF DUBLIN, hereinafter referred to as "CITY";
RECITALS
(1 ) The CITY was incorporated on February 1 , 1982, and has
requested that the Sheriff of the COUNTY of Alameda continue to provide
law enforcement services in the enforcement of State laws within the area
of the CITY until June 30, 1995 .
(2) The CITY is desirous of contracting with the COUNTY for the
enforcement by the Sheriff of CITY ordinances within the area of the CITY
until June 30, 1995.
(3) The CITY and COUNTY may review annually, in March of each year,
the level of service provided within the CITY and mutually agree on
appropriate adjustments.
(4) The CITY and COUNTY agree that there shall be annual cost-of-
living adjustments and operational cost increases. Annual cost-of-living
adjustments shall include, but are not limited to, salary increases
granted by the COUNTY.
The COUNTY shall review and update annually, in March of each year,
the cost of providing services to the CITY and provide the CITY with
projected cost adjustments.
THEREFORE, THE PARTIES HERETO AGREE AS FOLLOWS:
I. SERVICES TO BE PERFORMED
(a) The COUNTY agrees, through the Sheriff of the COUNTY of
Alameda, to enforce CITY ordinances and State laws within the corporate
limits of CITY to the extent and in the manner hereinafter set forth.
The enforcement of such CITY ordinances shall be in connection
with, and as an incident to, the performance of the Sheriff's law
enforcement functions within the area of the CITY.
The level of enforcement services shall be that same basic
level of service as shown on the organization chart attached hereto as
Exhibit A and made part hereof by this reference.
On an annual basis, the CITY shall review the desired level of
enforcement services with Sheriff's Department representatives. Exhibit
A shall reflect the number of personnel assigned pursuant to the terms of
this agreement. Exhibit A may be modified on an annual basis to reflect
desired changes in the level of service. Such modification shall be
-1-
effective upon approval by City Council and COUNTY. In no case shall the
level of service provided be less than that which is provided to the
unincorporated area. The COUNTY shall strive to meet the requested level
of service, provided that request would not be detrimental to the
provision of adequate police enforcement.
When the CITY requests a modification to Exhibit A which
requires additional personnel, the COUNTY shall make every effort to
provide said personnel within ninety (90) days. If the increase in
personnel will be delayed, the COUNTY shall notify the CITY of the
anticipated date beyond 90 days the additional personnel will be
assigned. Said notice shall also indicate the reasons why a delay is
encountered.
The CITY may request a modification to Exhibit A which requires
a decrease in personnel. If personnel reduction occurs in accordance
with the annual contract review, said reduction shall be effective July 1
of the affected Fiscal Year; However, CITY shall give the COUNTY a
minimum of 30 days notice. If personnel reduction occurs during the
course of the Fiscal Year, said reduction shall occur within ninety (90)
days.
Upon request by the CITY, the Sheriff or his designated
representative shall meet with CITY representatives who may provide input
on the selection of the On-Site Commander. The input shall focus on the
type of background, experience and other factors which are pertinent to
the provision of services pursuant to this agreement. The selection and
assignment of the On-Site Commander shall be mutually agreed to by the
City Manager and the Sheriff. In the event of a dispute, the final
decision shall be at the sole discretion of the Sheriff.
The rendition of services pursuant to this agreement, the
standards of performance, the discipline of officers, and other matters
incident to the performance of such services and the control of personnel
so employed, shall remain in the COUNTY. In the event of dispute between
the parties as to the extent of the duties and functions to be rendered
hereunder, or the level or manner of performance of such service, the
determination thereof made by the Sheriff of the COUNTY shall be final
and conclusive as between the parties hereto. Services performed
hereunder shall not include the supplying of crossing guards.
(b) To facilitate the performance of the services to be performed
pursuant to the agreement, it is hereby agreed that the COUNTY shall have
full cooperation and assistance from the CITY, its officers, agents and
employees.
(c) For the purpose of performing the services hereunder, COUNTY
shall furnish and supply all necessary labor, supervision, equipment,
communication facilities, and supplies necessary to maintain the level of
service to be rendered hereunder. The CITY, in its sole discretion, may
choose to furnish and supply certain equipment, such as but not limited
to vehicles, office furnishings and equipment.
(d) Whenever the COUNTY and CITY mutually agree as to the necessity
for the Sheriff to maintain administrative headquarters in the CITY, CITY
shall furnish at its own cost and expense all necessary office space,
furniture, and furnishings, office supplies, janitorial service,
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telephone, light, water, and other utilities. In all instances where
special supplies, stationary, notices, forms and the like must be issued
in the name of the CITY, the same shall be supplied by the CITY at its
expense.
It is expressly understood that the COUNTY shall operate a
short-term detention facility located in the CITY, in accordance with all
applicable laws. The facility shall be used to temporarily hold persons
arrested by Dublin Police Services until cited, released, or transported
to another facility.
It is expressly understood that in the event a local
administrative office is maintained in the CITY for the Sheriff, such
quarters may be used by the COUNTY Sheriff in connection with the
performance of its duties in territory outside of the CITY and adjacent
thereto, provided, however, that the performance of such outside duties
shall not be at any additional cost to the CITY. The COUNTY shall
reimburse the CITY for the cost of providing such facilities to the
extent that such facilities are used for activities outside the City of
Dublin. (This paragraph is not operative under mutual aid response. )
(e) The COUNTY agrees to provide three (3) unmarked vehicles
equipped with police communications and safety equipment. The age and
condition of the cars shall be comparable to vehicles used by Sheriff for
similar duties in the unincorporated area of the COUNTY.
The CITY shall pay to the COUNTY a monthly lease cost for such
vehicles which is established on an annual basis. Also, there shall be
an additional charge for maintenance based on the number of miles of
service the vehicle is used.
The CITY shall have the ability to terminate the lease of the
vehicles during the term of this agreement, provided that the CITY
notifies the COUNTY in writing no later than April 1st. The lease shall
be terminated on the 30th day of June following the notice, unless the
two parties mutually agree to a different date.
(f) The COUNTY agrees to replace police or civilian personnel
assigned to the CITY who have been absent from duty for more than ten
(10) working days as a result of illness or injury. Replacement shall
occur at the end of the ten (10) day period during which the employee was
absent.
In the event of absences due to the use of vacation leave,
compensatory time off, retirement, or other excused absence, the COUNTY
also agrees to replace police or civilian personnel when such an absence
extends beyond twenty (20) consecutive working days. The replacement in
such situations shall occur at the end of the twenty (20) day period in
which the employee was absent.
(g) The COUNTY will continue to provide training related to the
provision of municipal police services to personnel assigned pursuant to
this agreement.
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II. LIABILITY
(a) All persons employed in the performance of the services and
functions for CITY pursuant to this agreement shall be and shall remain
COUNTY employees, and no person hereunder shall have any CITY pension,
civil service, or other status or right.
(b) CITY shall not be liable for any liability for the direct
payment of any salary, wages, or other compensation to COUNTY personnel
performing services hereunder for CITY, or any liability other than that
provided for in this agreement.
CITY shall not be liable for compensation or indemnity to any
COUNTY employee for injury or sickness arising out of his employment.
(c) The CITY will assume liability and pay the cost of defense and
hold the COUNTY harmless from loss, costs or expenses caused by the
negligent or wrongful act or omission of CITY officers, agents and
employees occurring in performance of this agreement. In addition, when
liability arises pursuant to Section 830, et seq. , of the Government
Code, by reason of a dangerous condition of public property of the CITY,
the CITY shall assume liability and pay the cost of defense and hold the
COUNTY harmless from loss, costs or expenses caused by the negligent or
wrongful act or omission of CITY officers, agents and employees, whether
or not arising in the performance of an agreement between the parties
hereto.
(d) The COUNTY will assume liability and pay the cost of defense
and hold the CITY harmless from loss, costs or expenses caused by the
negligent or wrongful act or omission of COUNTY officers, agents and
employees occurring in the performance of this agreement. In addition,
when liability arises pursuant to Section 830, et seq. , of the Government
Code, by reason of a dangerous condition of public property of the
COUNTY, the COUNTY shall assume liability and pay cost of defense and
hold the CITY harmless from loss, costs or expenses caused by the
negligent or wrongful act or omission of COUNTY officers, agents and
employees, whether or not arising in the performance of an agreement
between the parties hereto.
III. INSURANCE
Whatever insurance agreement between CITY and COUNTY is in effect
during the term of this contract shall apply hereto and is fully
incorporated herein by reference.
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IV. COST AND BILLING PROCEDURES
(a) CITY shall pay for actual cost of services provided under this
agreement at rates to be determined by COUNTY in accordance with the
policies and procedures established by the Board of Supervisors.
(b) The COUNTY shall deliver to CITY within thirty (30) days after
the close of each quarter an itemized invoice which covers the actual
costs of all services performed during said quarter, and CITY shall pay
COUNTY therefore within thirty (30) days after the date of delivery of
said invoice.
If such payment is not received by COUNTY at the office which
is described on said invoice within thirty (30) days after the date of
receipt of said invoice, COUNTY is entitled to recover interest thereof.
Said interest shall be at the rate of one percent (1%) per calendar month
or any portion thereof calculated from the last day of the month in which
the services were performed.
V. FINES & FORFEITURES
a) The distribution of fines and forfeitures under Section 1463
et. seq. of the Penal Code shall be made as though the Deputy Sheriffs
performing under this contract were employees of the "City."
VI. COMPLIANCE WITH APPLICABLE LAWS
In performing the services to be provided pursuant to this
Agreement, COUNTY shall comply with all applicable state and federal laws
and regulations, including but not limited to laws and regulations
relating to discrimination and laws requiring injury and illness
prevention programs.
VII. FORFEITED AND UNCLAIMED PROPERTY
a) Any unclaimed property coming under the control of COUNTY
personnel performing the services to be provided pursuant to this
Agreement shall be disposed of pursuant to the provisions of Chapter 2.40
of the Dublin Municipal Code.
b) When property described in Health and Safety Code Section 11470
is seized by COUNTY personnel performing the services to be provided
pursuant to this agreement, COUNTY shall take such actions as are
necessary to forfeit such property to CITY and where property is
forfeited to CITY, the proceeds shall be distributed pursuant to the
provisions of Health and Safety Code Section 11489.
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VIII.TERMINATION
This agreement shall have an effective date of July 1 , 1992, and
shall run for a period of three (3) , years - -ending June 30, 1995. The
agreement may be modified at any time by mutual written consent or
terminated upon six (6) months prior written notice by either party.
ATTEST:
CIT + DUBLIN
City Clerk ayor if
APPROVED AS TO FORM:
By: Id-X- 7t/._ t?l
ity Attorney
ATTEST:
William Mehrwein
Clerk of the Board of Supervisors COUNTY OF ALAMEDA
By: By:
Deputy President, Board of Supervisors
APPROVED AS TO FORM:
Kelvin. H. Booty, Jr. , County Counsel
By:
Deputy
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