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HomeMy WebLinkAboutAgenda Packet - April 26, 2004 - CC P i w #°gtirotn"P,s AGENDA SPECIAL MEETING OF THE CITY COUNCIL AZUSA LIGHT AND WATER MONDAY, APRIL 26, 2004 729 NORTH AZUSA AVENUE 7:30 P.M. (or Immediately following the Utility Board Meeting) 1. PRELIMINARY BUSINESS • Call to Order • Pledge to the Flag • Roll Call [I. PUBLIC PARTICIPATION - Please note that public comments are welcomed by recognition of the Mayor. Ill. CLOSED SESSION A. PUBLIC EMPLOYEE APPOINTMENT/EVALUATION (Gov. Code Sec. 54957) Title: City Manager B. CONFERENCE WITH LP,BOR NEGOTIATOR (Gov. Code Sec. 54957.6). Agency Negotiators: Mr. Robert Person &Ms. Julie Gutierrez Organization/Employee;: Community Development Director C. CONFERENCE WITH LEGAL COUNSEL- EXISTING LITIGATION (Gov. Code Sec.54956.9 (a)). Azusans for Responsible Growth vs. City Clerk of the City of Azusa; City of Azusa, A Municipal Corporation; and the City Council of the City of Azusa - Case No. KS007934 G. D. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION (Gov. Code Sec. 54956.9(a) Azusans For Responsible Growth, Lana F. Grizzell vs. City Council of the City of Azusa; City Clerk of the City of Azusa- Case No. BS088326. AGENDA ITEM A. Adoption of the Interim City Manager's recommended operating budget for fiscal year 2005 for General Fund Programs. Recommendation: Adopt Attachment A, which identifies a total of $2,655,161 in program reductions and $117,500 in enhanced revenues for a total budget impact of $2,772,661 million of r General Funded programs for fiscal year 2005 and authorize staff to begin the necessary action to implement these recommendations. B. Hiring of (4) additional sworn Police Officers under the Federal Community Oriented Policing Services (COPS) Universal Hiring Program. Recommendation: Authorize staff to hire an additional (4) sworn Police Officers under the COPS Universal Hiring Program federal grant. ADJOURNMENT A. Adjourn. o compliance with the Amedcans with Disabi/ItlesAct, ifyou need speclal assistance to particlpate in a tymeeting, please contact the City Clerk at 626-812-5229. Notification three (3) workoWdays prior 1 the meeting or time when specla/services are needed will assist staff in assuring that reasonable rangements can be made to provide access to the meeting." I t/26/04 PAGE TWO $` E3 *a zuS AGENDA ITEM TO: HONORABLE MAYOR AND CITY COUNCIL FROM: JULIE A. GUTIERREZ, DEPUTY CITY MANAGER VIA: ROBERT PERSON, INTERIM CITY MANAGER DATE: April 26, 2004 SUBJECT: ADOPTION OF THE INTERIM CITY MANAGER'S RECOMMENDED OPERATING BUDGET FOR FISCAL YEAR 2005 FOR GENERAL FUND PROGRAMS RECOMMENDATION: It is recommended that the City Council adopt Attachment A, which identifies a total of $2,655,161 in program reductions and $117,500 in enhanced revenues for a total budget impact of $2,772,661 million for General Funded programs for fiscal year 2005 and authorize staff to begin the necessary action to implement these recommendations. BACKGROUND: In March 2004, staff presented the City Council with two separate budget scenarios that addressed the General Fund budget challenges for fiscal year 2005. Scenario A provided an option where mostly internal services were reduced without jeopardizing existing direct services to customers. This scenario proposed to close the $2.8 million gap with $1.6 million in additional revenue (subject to voter approval) and $1 .2 million in program reductions or restructuring. The second scenario proposed, referred to as Scenario B, was based on living within our existing revenues by substantially scaling back some city services. Additionally, no new revenues were assumed and $2.8 million in existing city services would be reduced. With this scenario, staff could not City Council -2- April 26, 2004 protect all the services and programs that are valued by this community and still live within our means. Program reductions to the library, recreation, and police would need to be implemented. After extensive discussion and deliberation on the two scenarios, the City Council instructed staff to return with a detailed budget proposal that assumed no new revenue. Presented in Attachment A are the programs and/or services that the Interim City Manager recommends be implemented for the fiscal year 2005 Operating Budget for general funded programs. Budget Outlook Early in the budget process, staff identified that the City has a structural deficit of approximately $2.4 million. This estimate was based on a 5-Line Budget that projected fiscal year 2005 revenues and expenses assuming business as usual. As additional information was received from the State regarding the fiscal outlook, this deficit was increased to $2.8 million. Again, the $2.8 million deficit would be realized only if the City continued to operate with no changes in services or programs. Therefore, staff began looking at options to reduce costs and increase our revenue streams. It should be noted that given the uncertainty in Sacramento, this figure may increase and staff will need to make additional recommendations in the coming months. In finalizing these recommendations being presented to City Council, staff first took into consideration reductions that would have the least impact on direct services; this included reducing administrative costs and restructuring departments. This, however, did not nearly bring us to the amount we needed to reduce therefore direct service programs are also being proposed. In applying the tools we learned under Results Based Budgeting, we looked first at preserving programs most valued by our community. A review was also completed to eliminate places where the General Fund subsidies occurred in programs. Another tool to reduce existing costs is to offer a Golden Handshake to employees. Under this concept, it is anticipated that employees who are nearing retirement age are offered an incentive to leave early. What this means for the City is that employees, who by this time in their career are at their top step, are replaced with new entry-level employees. Although all the recommendations represent some form of loss resources or an increased fee, it is staff's belief that these represent our best proposal for the City. Next Steps At the budget workshop on Monday, April 26th, it is important that staff present to the Council a big picture overview of the General Fund. Staff will begin the discussion with a five year forecast on the General Fund. This overview takes a realistic look at both revenues and expenses; identifies possible trends; and projects what we can expect of them over the next several years. During these times of economic uncertainty, it is vital that the City begin to take steps to 2 City Council -3- April 26, 2004 control expenditures and begin implementing strategies for increasing our on- going revenue base. Staff will also present a current status of the General Fund Reserve and how it has been impacted by this year's financial activities. As stated previously, a historical overview of the General Fund reserves identified that the City had a structural deficit. This meant that expenses consistently exceeded revenues and resulted in contributions from the reserve to offset the deficits. Although it will not be presented on Monday, staff will be returning to Council recommending a reserve policy for several of the major funds in the City. Finally, staff will go through each program and/or service that is being recommended for reduction or elimination and describe the impact it will have. It is anticipated that City Council will approve the Interim City Manager's budget so that Administration can begin immediately implementing the program changes, especially where employees are involved. Our goal is to address employee impacts with openness, fairness, and compassion. In order to meet this goal, and the challenges of the budget, final decisions need to be made. The challenge facing all local governments is to continue to move forward with quality services and programs in an era of revenue uncertainty. The City of Azusa is facing this challenge by getting a grip with our fiscal issues and identifying ways in which we can actively manage our evolution as a viable community for our residents and businesses, both current and future. As we move into the next fiscal year, staff will continue to look for further opportunities to enhance our services; strengthen our fiscal stability; and implement efficiencies. FISCAL IMPACT: Approving staff's recommendation will reduce the General Fund budget for Fiscal Year 2005 in the amount of $2,655,161 and increase projected revenues by $117,500. 3 Attachment A Fiscal Year 2005 Interim City Manager's Recommended Budget One time Reduction Revenue or On- Program/Activity FTE Amount Enhance going I. Administration a. Azusa Chamber contribution 25,000 On-going b. Community programs support 6,500 On-going c. Misc services & supplies 18,000 On-going d. Neighborhood Improvement Strategy 124,450 On-going e. Asst./Deputy City Manager 1.00 131,644 On-going f. Eliminate Commission stipends 15,000 On-going Eliminate support to Human Relations g. Corn. 1.00 102,052 On-going h. Parks Planning & Development 1.00 _ 100,781 On-going Subtotal Administration 3.00 523,427 II. Human Resources a. Personnel Analyst 1.00 72,505 On-going b. Human Resource Analyst 37,000 One time Subtotal HR 1.00 109,505 III. Finance a. Accountant 1.00 60,000 one time Subtotal Finance 1.00 60,000 IV. Information Technooyg, a. PC Support 0.75 52,152 On-going b. Software Services 0.75 94,087 On-going c. Misc. IT 0.25 34,500 On-going Subtotal IT 1.75 180,739 V. Recreation a. Pony Baseball 24,567 On-going b. Various Recreation Programs 59,459 On-going p. Playground Operation 5,400 On-going q. Sr:Lunch General Fund Subsidy 80,000 On-going Fee Increases for various recreation r. activities - 65,000 On-going Subtotal Recreation 169,426 65,000 Rev 4.20.04 General Fund - Financial Plan Chart 1 5 FY 2002 FY 2003 FY 2004 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Actual Actual Amended Est. Actual Projected Projected Projected Projected Projected Projected Beginning General Fund Balance 2,108,683 2,108,683 309,531 (3,173,826) (6,569,570) (9,110,215) (11,551,867)1 (13,887,490) By Major Revenue Category Property Tax 1,928,442 • 2,133,253 2,269,347 2,311,644 2,473,459 2,572,398 3,435,294 3,538,353 3,644,503 3,753,838 Taxes/Non Property 11,468,326 11,012,530 12,248,816 12,676,542 12,566,473 12,943,467 13,331,771 13,731,724 14,143,676 14,567,986 License & Permits 2,163,235 2,195,274 2,149,650 1,938,208 2,036,628 2,097,727 2,160,659 2,225,479 2,292,243 2,361,010 Fines & Penalties 384,151 720,619 701,700 629,993 645,743 665,115 685,069 705,621 726,790 748,593 Money & Property Use 544,531 604,415 704,513 458,828 472,593 486,771 501,374 516,415 531,908 547,865 Intergovernmental Revenues 2,577,318 2,665,194 2,074,500 1,887,015 1,943,265 2,001,563 2,061,609 2,123,458 2,187,162 2,252,776 Cost Reimbursements 1,856,235 1,327,032 1,150,095 1,235,428 1,272,490 1,310,665 1,349,985 1,390,485 1,432,199 1,475,165 Charges for Services 4,165,210 4,377,604 4,166,965 4,306,511 4,562,114 4,698,977 4,839,947 4,985,145 5,134,700 5,288,741 Miscellaneous Revenue 130,621 118,905 480,910 253,453 259,789 267,583 275,610 283,879 292,395 301,167 Transfers from Other Funds 2,932,134 1,456,276 1,556,000 1,556,000 1,656,000 1,705,680 1,756,850 1,809,556 1,863,843 1,919,758 TOTAL 28,150,204 26,611,102 27,502,496 27,253,621 27,888,555 28,749,946 30,398,168 31,310,113 32,249,417 33,216,899 By Major Expense Category Salaries & Benefits 17,953,303 16,311,572 17,263,040 16,699,930 19,391,670 19,876,462 20,373,374 20,882,708 21,404,776 21,939,895 Materials & Supplies 6,526,338 6,379,539 6,636,200 6,151,686 6,426,684 6,587,351 6,752,035 6,920,836 7,093,857 7,271,203 Capital Outlay 11,644 449,489 27,920 32,844 32,844 33,665 34,506 35,369 36,253 37,160 Allocations 720,932 720,638 2,121,811 2,121,811 2,120,811 2,173,831 2,228,177 2,283,881 2,340,979 2,399,503 Transfer to Other Funds 4,234,879 3,809,228 2,739,905 2,757,042 2,979,142 3,053,621 3,129,961 3,208,210 3,288,415 3,370,626 Transfer to APFA 392,642 395,745 425,816 420,761 420,761 420,761 420,761 420,761 420,761 420,761 Transfer to CIP 868,700 868,700 Proposed Reductions New Library O&M TOTAL 29,839,739 28,066,211 30,083,392 29,052,774 31,371,911 32,145,690 32,938,813 33,751,765 34,585,040 35,439,147 Net Income (1,689,536) (1,455,110) (2,580,896) (1,799,152) (3,483,357) (3,395,744) (2,540,645) (2,441,651) (2,335,623) (2,222,248) Enging General Fund Balance (472,213) 309,531 (3,173,826) (6,569,570) (9,110,215) (11,551,867) (13,887,490) (16,109,737) General Fund - Financial Plan Chart 2 5 FY 2002 FY 2003 FY 2004 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Actual Actual Amended Est. Actual Projected Projected Projected Projected Projected Projected Beginning General Fund Balance I 2,108,683 i 2,108,683 I 309,531 (401,165)1 (1,024,248)1 (792,232)1 (461,223)1 (24,185) By Major Revenue Category Property Tax 1,928,442 2,133,253 2,269,347 _ 2,311,644 2,473,459 2,572,398 3,435,294 3,538,353 3,644,503 3,753,838 Taxes/Non Property 11,468,326 11,012,530 12,248,816 12,676,542 12,566,473 12,943,467 13,331,771 13,731,724 14,143,676 14,567,986 License & Permits 2,163,235 2,195,274 2,149,650 1,938,208 2,036,628 2,097,727 2,160,659 2,225,479 2,292,243 2,361,010 Fines& Penalties 384,151 720,619 701,700 629,993 645,743 665,115 685,069 705,621 726,790 748,593 Money& Property Use 544,531 ' 604,415 704,513_ 458,828 472,593 486,771 501,374 516,415 531,908 547,865 Intergovernmental Revenues 2,577,318 2,665,194 2,074,500 1,887,015 1,943,265 2,001,563 2,061,609 2,123,458 2,187,162 2,252,776 Cost Reimbursements 1,856,235 1,327,032 1,150,095_ 1,235,428 1,272,490 1,310,665' 1,349,985 1,390,485 1,432,199 1,475,165 Charges for Services 4,165,210 4,377,604 4,166,965 4,306,511 4,562,114 4,698,977 4,839,947 4,985,145 5,134,700 5,288,741 Miscellaneous Revenue 130,621 118,905 480,910 253,453 259,789 267,583 275,610 283,879 292,395 301,167 Transfers from Other Funds 2,932,134 1,456,276 1,556,000 1,556,000 1,656,000 1,705,680 1,756,850 1,809,556 1,863,843 1,919,758 TOTAL 28,150,204 26,611,102 27,502,496 27,253,621 27,888,555 28,749,946 30,398,168 31,310,113 32,249,417 33,216,899 By Major Expense Category Salaries& Benefits 17,953,303 16,311,572 17,263,040 16,699,930 19,391,670 19,876,462 20,373,374 20,882,708 21,404,776 21,939,895 Materials&Supplies 6,526,338 6,379,539 6,636,200 6,151,686 6,426,684 6,587,351 6,752,035 6,920,836 7,093,857 7,271,203 Capital Outlay 11,644 449,489 27,920 _ 32,844 32,844 33,665 34,506 35,369 36,253 37,160 Allocations 720,932 720,638 2,121,811 2,121,811 2,120,811 2,173,831 2,228,177 2,283,881 2,340,979 2,399,503 Transfer to Other Funds 4,234,879 3,809,228 2,739,905 2,757,042 ' 2,979,142' 3,053,621 3,129,961 3,208,210 3,288,415 3,370,626 Transfer to APFA 392,642 395,745 425,816 420,761 420,761 420,761 420,761 420,761 420,761 420,761 Transfer to CIP 868,700 _ 868,700 Proposed Reductions (2,772,661) (2,772,661) (2,772,661) (2,772,661) (2,772,661) (2,772,661) New Library O&M - - - - TOTAL 29,839,739 28,066,211 30,083,392 29,052,774 28,599,250 29,373,029 30,166,152 30,979,104 31,812,379 32,666,486 Net Income (1,689,536) (1,455,110) (2,580,896) (1,799,152) (710,696) (623,083) 232,016 331,010 437,038 550,413 Enging General Fund Balance (472,213) 309,531 (401,165) (1,024,248) (792,232) (461,223) (24,185) 526,229 General Fund - Financial Plan Chart 3 5 FY 2002 FY 2003 FY 2004 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Actual Actual Amended Est. Actual Projected Projected Projected Projected Projected Projected Beginning General Fund Balance 2,108,683 2,108,683 309,531 (401,165) (1,024,248) (1,542,232)1 (2,711,223) (4,674,185) By Major Revenue Category Property Tax 1,928,442 2,133,253 2,269,347 2,311,644 2,473,459 2,572,398 3,435,294 3,538,353 3,644,503 3,753,838 Taxes/Non Property 11,468,326 11,012,530 12,248,816 12,676,542 12,566,473 12,943,467 13,331,771 13,731,724 14,143,676 14,567,986 License & Permits 2,163,235 2,195,274 2,149,650 1,938,208 2,036,628 2,097,727 2,160,659 2,225,479 2,292,243 2,361,010 Fines & Penalties 384,151 720,619 701,700 629,993 645,743 665,115 685,069 705,621 726,790 748,593 Money& Property Use 544,531 604,415 704,513 458,828 472,593 486,771 501,374 516,415 531,908 547,865 Intergovernmental Revenues 2,577,318 2,665,194 2,074,500 1,887,015 _ 1,943,265 2,001,563 2,061,609 2,123,458 2,187,162 2,252,776 Cost Reimbursements 1,856,235 1,327,032 1,150,095 1,235,428 1,272,490 1,310,665 1,349,985 1,390,485 1,432,199 1,475,165 Charges for Services 4,165,210 4,377,604 4,166,965 4,306,511 4,562,114 4,698,977 4,839,947 4,985,145 5,134,700 5,288,741 Miscellaneous Revenue 130,621 118,905 480,910 253,453 259,789 267,583 275,610 283,879 292,395 301,167 Transfers from Other Funds 2,932,134 1,456,276 1,556,000 1,556,000 1,656,000 1,705,680 1,756,850 1,809,556 1,863,843 1,919,758 TOTAL 28,150,204 26,611,102 27,502,496 27,253,621 27,888,555 28,749,946 30,398,168 31,310,113 32,249,417 33,216,899 By Major Expense Category Salaries& Benefits 17,953,303 16,311,572 17,263,040 16,699,930 19,391,670 19,876,462 20,373,374 20,882,708 21,404,776 21,939,895 Materials & Supplies 6,526,338 6,379,539 6,636,200 6,151,686 6,426,684 6,587,351 6,752,035 6,920,836 7,093,857 7,271,203 Capital Outlay 11,644 449,489 27,920 32,844 32,844 33,665 34,506 35,369 36,253 37,160 Allocations 720,932 720,638 2,121,811 2,121,811 2,120,811 2,173,831 2,228,177 2,283,881 2,340,979 2,399,503 Transfer to Other Funds 4,234,879 3,809,228 2,739,905 2,757,042 2,979,142 3,053,621 3,129,961 3,208,210 3,288,415 3,370,626 Transfer to APFA 392,642 395,745 425,816 420,761 420,761 420,761 420,761 420,761 420,761 420,761 Transfer to CIP 868,700 868,700 Proposed Reductions (2,772,661) (2,772,661) (2,772,661) (2,772,661) (2,772,661) (2,772,661) New Library O&M 750,000 1,500,000 2,400,000 2,400,000 TOTAL 29,839,739 28,066,211 30,083,392 29,052,774 28,599,250 29,373,029 30,916,152 32,479,104 34,212,379 35,066,486 Net Income (1,689,536) (1,455,110) (2,580,896) (1,799,152) (710,696) (623,083) (517,984) (1,168,990) (1,962,962) (1,849,587) Enging General Fund Balance (472,213) 309,531 (401,165) (1,024,248) (1,542,232) (2,711,223) (4,674,185) (6,523,771) Attachment A One time Reduction Revenue or On- Program/Activity FTE Amount Enhance going VI. Public Works a. Garage Restructuring 1.00 93,377 On-going b. St Maint. Supervisor in Streets Division 1.00 82,744 On-going c. St. Maint. Worker Ill in Streets Division 1.00 80,812 On-going d. Reallocate Director's salary - 33,506 On-going e. Reallocate Engineering Salaries 31,775 On-going f. Additional revenue for PW Plan Review 52,500 one-time g. Parks Division Enhancement (46,664) On-going Subtotal PW 275,550 52,500 VII. Library a. Reduce library service hours 66,912 On-going b. Position elimination 3.00 149,618 On-going Reduction in periodical & book c. purchases 40,000 On-going Public performances & program d. reductions 10,300 On-going e. Reduction in specialized services 3,800 On-going Subtotal Library 3.00 270,630 VIII. Police a. Eliminate Captain position 0.72 163,942 On-going b. Convert a corporal position to contract 1.00 84,777 On-going c. Freeze a corporal position for one year 1.00 113,434 one-time d. Eliminate K-9 program 12,000 On-going e. Eliminate DARE program 12,000 On-going f. Eliminate Community Academy Program 12,000 On-going g. Delaly purchase of marked PD vehicles 175,000 one-time Reduce OT by recalling all sworn officers assigned from outside special h. assignment 100,000 On-going I. Eliminate one Records Specialist 1.00 65,913 On-going Reduce Reserve Police Officers j. resources and hours 28,000 On-going k. Eliminate Crossing Guard program 91,000 On-going Subtotal Police 1.00 858,066 Rev 4.20.04 Attachment A One time Reduction. Revenue or On- Program/Activity FTE Amount Enhance going IX. Community Development a. Community Dev Director 0.67 113,321 On-going b. Admin Secretary to Director 1.00 77,778 On-going Reduce legal fees & public nuisance c. abatement - 9,719 On-going d. Eliminate 1.0 Intern 0.90 7,000 On-going Subtotal Community Development 2.57 207,818 GRAND TOTAL 16.18 2,655,161 117,500 Total Impact to the Operating Budget 2,772,661 Rev 4.20.04 Fiscal Year 2005 Recommended General Fund Budget Detail of Cost Reductions & Revenue Enhancements I. Administration a. Azusa Chamber Contribution - $25,000 This amount represents the General Fund portion of the City total contribution to the Chamber. The Light &Water Fund will continue to contribute $50,000 and the Redevelopment Fund will continue its annual contribution of$25,000. b. Community Programs support- $6,500 This includes support for Golden Days ($2,000), the Sister City programs ($2,500) and other donations ($2,000) c. Misc. material and supplies, dues, and other support - $18,000 This reduction impacts the City Manger's Office to maintain dues to various public agency groups. d. Eliminate the Neighborhood Improvement Strategy - $124,450 This eliminates the program contemplated to establish twenty-one separate neighborhood associations to address intra-neighborhood concerns and to strengthen communication between neighbors in those areas. e. Eliminate the Asst./Deputy City Manager - $131,644 This eliminates one of four filled management positions in the City Manager's Office. This budget cut will reassign the duties and responsibilities of the Chief Financial Officer, Community Development Director, Economic Development Director to the remaining City Manager and Assistant City Manager. f. Eliminate Commission Stipends - $15,000 This budget reduction proposes that stipends paid to City appointed commissioners be suspended until a review of all commissions is completed by City Council to determine their charters under the priorities of results based budgeting. g. Eliminate staff support to the Human Relations Commission - $102,052 This eliminates a filled position, which provides the staffing to the Commission. Staff is currently analyzing alternatives to staffing the commission should Council determine the HRC's continued role (see commission stipends above). h. Parks Planning &Development Director position - $100,781 This action would reduce the funding for park's capital projects available under Propositions 12 &40 funding and allocate capital dollars to partially fund this position. It is estimated that approximately 75% in general fund savings from this position could be attained through this action. II. Human Resources a. Risk Management Coordinator- $72,505 This action changes the funding of this position from General Fund to the Self Insurance Fund. The position is responsible for worker's compensation that is supported from the Self Insurance Fund and it is reasonable to charge 100% of this position to this fund. Page 1 b. Human Resources Analyst- $37,000 This position is currently vacant and it is recommended that this position remain unfilled for the first six months of the fiscal year. Without filling this analyst position, the Director of Human Resources will be pulled into the day to day activities of day to day employee relations issues, classification/compensation studies,job description rewriting, day to day question answering—recruitment, benefits, and will not be able to focus on the strategic issues with greater impact (city wide training, strategies to enhance workforce accountability/empowerment, strategies to reduce workers compensation, as well as other proactive initiatives). III.Finance a. Accountant - $60,000 This represents the salary savings while an Accountant assumes an acting position in the department. It is anticipated that a permanent Finance Manager will be hired by January 1, 2005. IV.Information Technology a. Reduction in PC Support—$52,152 This reduction specifically impacts the following: software licensing; adequate availability of computer supplies and equipment; support for patron computers at the library; staff and IT training; and Council PC support. The PC support program will provide support based on a new Service Level Agreement (SLA). This SLA will include specific services to be provided, and responsibilities of both the service provider and the customer, quality of service customers can expect based on staffing availability, time and equipment availability, routine maintenance services, and special provisions negotiated. It will also include hardware and software supported and licensed,purchasing requirements and call priority level designation. After hours and off site support (campus) will not be provided as part of this SLA. This SLA will go into affect with the adoption of the new budget, July 1, 2004. b. Software Support - $94,087 This recommendation impacts: support of r the document management software; the financial software applications; TI redundancy; and software support for all PC applications. c. Misc. IT Services - $34,500 All computer supplies and equipment have been eliminated from the budget, including all phone equipment. The phone budget only includes maintenance contract for the switch and the phone bills. There will no longer be any after hours or weekend cable TV support. When equipment failure occurs Charter Communication will be called and will exclusively support the Cable channel. The existing cable equipment, which needs upgrades and replacement to prevent outages, will remain in the same location. Announcement board will be unavailable due to staff eliminations. The IT Department is incurring an 14% overall reductions. This change will eliminate one vacant position and one filled part time position. Page 2 V. Recreation and Family Services a. Pony Baseball - $24,567 This cut represents the elimination of Pony Baseball in its current format. It is hopeful that the program could be privatized as the Little Leagues and Jr. All American Football are currently. The city would remain in an advisory capacity as needed and will assist with facilities as they have previously and currently with the aforementioned groups. b. Community Trips - $2,339 This cut represents the elimination of the (2) summer playground beach bus trips. This figure represents the cost of personnel and contract transportation services necessary to fund such a program. c. Haunted House - $11,201 This cut represents the elimination of a(19) year staple in our community. Increased insurance costs coupled with increased administrative and personnel costs forced the closure of the popular program. A re-evaluation of cost of admission, coupled with increased sponsorship, may open the door to this program returning as a primary fundraiser in the future. d. Garage Band Jam - $818 This cut represents the elimination of the amateur band contest held adjacent to the Canyon City Skate Park at Memorial Park. The activity is specific to a small clientele. A possibility may be to funnel this interest into another forum such as the Azusa Golden Days entertainment program. e. Aquacade - $5,608 This cut represents the elimination of the popular Summer Aquacade. The figure represents a labor-intensive effort both from the summer playground program as well as the aquatics program in addition to the materials and supplies necessary to run this special event. f. Cell Phones - $3,000 This cut represents the elimination of department cell phones. Though convenient, these phones are a duplication of an existing (24) hour voice mail and comprehensive e-mail system. Department response time has always been excellent and should not be affected in such a cost cutting move. g. Skate Park Supervision - $15,177 This cut represents the reluctant elimination of the gatekeeper concept at Memorial Park. The facility would remain unstaffed as the majority of neighboring cities are. Resulting impact will be need for greater police presence, greater injury factory and increased vandalism to the relatively new city facility. As additional funding becomes available, high priority would be given to refunding this position. The two-year old Canyon Skate Park facility remains a jewel in the industry due to the supervision that has been committed to date. h. Rubber Ducky Regatta - $720 This cut represents the elimination of the staff introductions at the Rubber Ducky Regatta fund raising event. Though the regatta would remain in its fund raising Page 3 capacity, the staff involvement and staff introduction to the public would be eliminated on the day of the event as held a year ago. i. Eliminate Night Swim - $7,600 This cut represents the elimination o f t he much requested and p opular evening recreation swim. The pool would s till b e o pen (7) d ays a week for recreation swim. However, the evening swim program will be reduced to working parent and family friendly evening swim lessons at 7:00 p.m. and (2) dive-in movie nights to be held during the summer on(2) scheduled Friday evenings. j. Reduction of Pool Staffing - $3,300 This cut represents a small decrease in personnel at the pool during recreation swim. Though leaner in personnel, safety will not be compromised, as staffing levels are well within Red Cross standards. k. Reduced Pool Cashier - $1,000 This cut represents the reduction of cashier/locker room attendant staff from(3) people to (2)people per shift over the course of the summer. The extra staff member was put on a year ago in an effort to relieve lifeguard attention to this area and to reduce vandalism and horseplay in the locker rooms. Both objectives were met, but we will try to accomplish both once again with reduced staffing. 1. Lifeguard for Swim Team - $1,963 This cut represents the reduction of lifeguard personnel while the swim team alone is in the pool. This represents a duplication of staff. Swim Team coaches alone can man the facility, and lifeguards would not be necessary concurrently. Again, there will be no compromise to the safety of the participants. Red Cross standards will be strictly adhered to here as well. m. Close Sites for 9 Professional Days - $1,944 This cut represents a reduction of hours of operation in the after-school playground program. (7) sites will be closed during"Professional Days" as identified in the AUSD calendar. Campuses traditionally are closed to students during this time frame and after-school sites and playground sites would now be closed as well during the same period. n. Reduce Open Gym Time at Memorial Park - $3,272 This cost represents the cutback in hours of operation at the Memorial Park Recreation Center on weekends. Currently open 10:00 a.m. to 6:00 p.m., the facility would open from 12:00 noon to 4:00 p.m. beginning 7/1/04. This is possible due to the proposed elimination of the skate park supervision as noted previously. Extended hours of operation at recreation center were a direct correlation to weekend supervised skate park hours. o. Skills Contest - $1,517 This cut represents the elimination of the skills contests in the youth sports program (ie. Elks Free Throw Contest, etc.). Unless these programs could be picked up entirely through the efforts of currently involved service club organizations, they would discontinue. p. Playgrounds - $5,400 This cut represents a reduction of days of operation in the after-school program from 205 to 180 days. This too would correspond with the AUSD vacation and Page 4 holiday calendar. As campuses close during the academic year, the after-school playground program would close concurrently. q. Senior Lunch General Fund Subsidy - $80,000 This cut represents the elimination of a large portion of the nutrition program. The senior center currently services 32,000 meals per year; 9,652 of these meals goes directly to serve homebound Azusa seniors who otherwise would not have a meal. Many of the Azusa seniors who participate in our program due so because of the delicious home cooked meal served and most importantly because the suggested donation of$1.75 is reasonable and not required. In order to fully recover from this budget elimination, the center would need to increase meals from a suggested donation of$1.75 to a required fee of$4.25. Currently, the Azusa Senior Center is one of two sites within the San Gabriel Valley that houses it's own chef. The elimination of this funding may also jeopardize the center's ability to continue housing it's own chef. As additional funds become available, high priority would be given to refunding this program. r. Increase Revenue for various recreation activities - $65,000 All suggested increases still keep us at a competitive level in the industry. • Recreation Swim: $2,000 Increase admission fee for pool from $1.50 to $2.00 for young adults ages 13- 17. • Swim Classes: $9,600 Increase individual and private lesson fees from $20.00 to $25.00 per session. • Swim Team: $1,000 Increase participant fees from $40.00 to $50.00 per swimmer for 5-week session and sibling fees from $35 to $40. • Senior Water Exercise: 500 Increase participation fee to $1.00 per visit in this "new"program. • Mighty Mite: $3,500 Increase all Mighty Mite sports fees from $35 to $40 per participant. • Youth Sports: $1,750 Increase returning youth sports participant fees from $15 to $20 per season. • Adult Sports: $1,450 Increase adult softball registration fees from $345 to $360 per team, per season. • Adult Basketball: (see above total) Increase adult basketball registration fees from $285 to $300 per team, per season. • Adult Volleyball: (see above total) Increase adult volleyball registration fees from $165 to $175 per team, per season. • Golf Tournament: $1,450 Projected increase in revenue (sponsorship) in annual fundraising Kids Come First golf event. • Woman's Club: $7,800 Increase in# of rentals as well as an increase in rental fees. • Senior Center Page 5 Increase in rental opportunities in"non-senior"hours, incorporating multi-use of this tremendous city asset, including enhanced bingo. • Gazebo (new program): $2,000 Facility to be rented out as part of extensive facility offering throughout the department. • Athletic Facilities: $5,000 Increase in rental opportunities through target marketing opportunities. Fees to increase incrementally as well. • Moon Bounce: $1,000 New assessment in the form of application fee will address administrative costs in processing application • Picnic Shelters: $4,000 New assessment in the form of application fee will address administrative costs in processing application(pilot program for Memorial and Pioneer Parks) • Recreation Center: $10,000 This is a projected increase in rental fee and rental use in newly refurbished facilities. Target marketing will be used here as well. • Big Chill Dance: $4,000 This would be an addition to our popular middle school dance schedule. This would be the 6th dance offered in the school year and would be held in January. VI.Public Works a. Garage Restructuring - $93,377 This will eliminate one filled position. Recent studies regarding the current number of vehicles requiring maintenance and the age of the vehicles indicate that only one garage mechanic is justified. b. St. Maint. Supervisor in Streets Division - $82,744 This will result in freezing one vacant Street Maintenance Crew Supervisor within the Streets Division. This will result in four separate crews (concrete, asphalt, sewer, and signs)being managed by(2) supervisors. The net result will require a roving supervisor situation as well as one less available FTE for work production. c. Street Maintenance Worker III in Streets Division - $80,812 This will result in freezing one vacant Street Maintenance Worker III position scheduled for retirement in June 2004. . The net result of freezing both the Crew Supervisor position as well as the Street Maintenance Worker III position is the reduction in available workforce from (9) staff down to (7) staff. Since crews are best equipped with a minimum staffing level of (3) on asphalt, (3) on concrete, (2) on sewer, and(2) on signage, this will affect our flexibility in deploying crews operating on a simultaneous basis. d. Streets Division—Reallocate a Portion of Director's Salary to Transportation - $33,506 This will reallocate a portion of the Public Works Director's salary from Streets (General Fund)to the Transportation Division(Prop A and Prop C). The Director is currently allocated 50%to Streets, 50%to Sewer. This will reallocate Page 6 his salary to reflect 12.5% Prop A, 12.5%Prop C, 25% Streets/General Fund, 50% Sewer Fund. The net savings to the General Fund is $33,506. c. Engineering—reallocate a Portion of Salary from General Fund to Sewer Fund - $31,775 This is a reallocation of engineering staff cost from the General Fund to the Sewer Fund. The (3)positions of Asst Director/City Engineer, Engineering Associate, and Engineering Technician are currently budgeted 61% General Fund, 39% Sewer Fund. This will reallocate the same positions 50%to General Fund, 50% to Sewer Fund. The net savings to the General Fund is $31,775. e. Additional Revenue for Plan Check Review - $52,500 Engineering is anticipating a major share of their workload for next fiscal year will be focused on the new projects. This will include plan check reviews; ER reviews; and project inspections. f. Increase to Parks Division - ($46,664) for net decrease of$220,000 for the Public Works Department. The Parks Division's budget has been increased by a net amount of$46,664 due to the increased and"unfunded" demands placed on the Division. This net increase was offset by freezing the Parks Crew Supervisor position, transferring (1)Parks Maintenance Worker III to the Water Division by June 30, 2004, and eliminating"stand by pay". VII. Library a. Reduction in hours of operations - $66,912 In this scenario, the Azusa City Library will reduce its open hours to the public from 55 hours per week to 44 hours per week. This represents a 20%reduction in service hours, yet the Library continues to maintain a 6-day schedule. Instead of opening three nights per week, the Library will only open on Monday and Tuesday evenings. Each day, the Library will open one hour later at 11 a.m. instead of 10 a.m. Overall, this action limits Library access to Azusa residents. Opening one hour later will especially limit morning access and deter school class visits who would find it difficult to visit the library in the afternoon. In the evening, Library programs would have to end by 8 p.m. to accommodate an earlier closure. Potentially, the Library stands to lose anywhere from $9,000 - $10,000 in revenue from Passport processing due to a reduction of 6 weekly hours for this program. Current Library Hours Proposed FY 04/05 Under Budget Scenario B Monday 10-9 11 hours Monday 11-8 9 hours Tuesday 10-9 11 hours Tuesday 11-8 9 hours Wednesday 10-9 11 hours Wednesday 11-6 7 hours Page 7 • Thursday 10-6 8 hours Thursday 11-6 7 hours Friday 10-5 7 hours Friday 11-5 6 hours Saturday 10-5 7 hours Saturday 11-5 6 hours Sunday CLOSED Sunday CLOSED TOTALS: 55 hours 44 hours b. Position Elimination/Reduction in use of Part-time Positions - $149,618 The Azusa City Library will eliminate one filled, full-time position, one vacant full-time position and two part-time (0.5 FTE) Professional Librarian positions. These positions are: Administrative Secretary, Literacy Program Assistant, and Reference Librarian (part-time). This totals 3.0 FTE. The Library will also reduce its usage of part-time library aide and library page hours by 33 hours per week to reflect a reduction of 11 open hours. The Library will lose talented and well-trained full-time and part-time staff who are familiar with existing library operations. Duties of those individuals being released will have to be reassigned to remaining staff There is a dramatic cut in the Library's Administrative unit with the loss of an Administrative Secretary whose varied duties and responsibilities will need to be reassigned to other staff The Adult Education and Literacy Services program will lose one full-time position, thereby leaving only one other staff member to manage this program. Overall, staff reductions and elimination of positions will affect public and library staff c. Reduction in Periodical &Book Purchases - $40,000 This action reduces the library's book and periodicals budget by approximately 36%. Cuts in ordering new materials will be made to adult and children's materials. This will have an impact on the library's ability to provide best sellers, stay current on topics of interest for residents, and have some impact on the library's ability to keep up-to-date reference sources. The library will cancel selected magazine, newspaper, and database subscriptions. The library's inability to order materials when they are current has a long-term effect because it is always more costly to conduct retrospective collection development. This action also has a customer service impact as library users will not find the new materials they want and expect. d. Public Performances &Program Reductions - $10,300 This reduction will eliminate: one children's program; one adult program; Lunch @ the Library; and After School Crafts Program. All of these library's programs Page 8 are popular with the public. After school programs can be viewed as preventive because they keep children in libraries, near books, and off the streets. The adult Lunch @ the Library program is popular with seniors from the nearby Senior Center. Lunch @ the Library offers informative and stimulating sessions for the exchange of ideas as adults eat their lunch and the library provides the drinks and the dessert. e. Reduction in Specialized Services - $3,800 This reduction would eliminate costs to receive on a quarterly basis, a rotating collection of audiocassettes through the Metropolitan Cooperative Library System. These audiocassettes are then made available to our customers for checkout while the collection is at the Azusa City Library. This program makes it possible to expand our audio-visual collection without purchasing these cassettes. This is a favorable reduction as audiocassettes are not as popular as CDs and the time involved in processing and handling these audiocassettes is staff intensive. This is a program that would not be reinstated if funding is restored or if additional revenues are found. VIII.Police a. Eliminate One Captain Position - $163,942 This represents the retirement of a Police Captain that ha been anticipated and will not result in a major service level impact. b. Convert One Corporal Position to Contract - $84,777 Cpl. Mike Jerome is currently assigned to the Administrative Division and he is responsible for facility maintenance, fleet maintenance,jail supervision, range maintenance, tow franchise oversight, vehicle impound hearing officer, and radio maintenance. He has announced his retirement in 09/04 and is very interested in coming back to work for us in a part-time capacity. He would still oversee some of the above responsibilities, and the remainder of his duties would shift to the Training Corporal. Should Mike decide to retire fully, the department will request to re-fill this position with a full time person; probably at the CSO pay scale rate. This move will shrink the sworn complement to 60. This move will not impact the Operations Division(Patrol &Detectives). The intent would be to not promote another Corporal and reduce the number of Corporals from eleven to ten. c. Freeze One Corporal Position for One Year - $113,434 This recommendation may be impacted by the COPS grant in which case the position may be filled sooner than one year. d. Eliminate the K-9 Program—$12,000 The current dog is close to retiring and staff is recommending that we do not continue with this program. The plan is for this program to sunset on July 1st This will return one full time sworn officer back to regular patrol duty. e. Eliminate the DARE Program - $12,000 Currently we provide a one semester DARE curriculum to all fifth graders in AZUSD. This is in agreement with the Community Oriented Policing philosophy of reaching out to vulnerable members of our community. Most of the funding Page 9 for this program comes from grants and the $12,000 represents the General Fund portion. f. Eliminate Community Academy Program - $12,000 This would eliminate the 11 weeklong program that is hosted at the Police Department where community and business members learn about AZPD operations. This is part of the Community Oriented Policing philosophy of working with members of the community in a partnership to make the City of Azusa a better place. g. Delay Purchase of Vehicles - $175,000 This represents a one-time delay in the purchase of new police vehicles. However, in fiscal year 2006, staff would need to replace up to eight vehicles. We will need to continue to maintain excellent maintenance for the entire fleet in order to achieve these savings. h. Special Assignment of Sworn Officers - $100,000 This recommendation would recall all AZPD Officers from assignments that focus upon larger, regional issues specifically on major narcotics manufacturing and sales. The harm of doing this would be that all collateral benefits of participating in these programs would be lost. For example,we would no longer be able to get expert swift Meth Lab assistance and clean up. We would be liable for all clean-up bills and investigation costs. We would no longer have the ability to easily call in additional outside law enforcement resources to investigate Hate Crimes and local gang crimes. We would lose any Asset Seizure Fund possibilities that result out of investigations conducted by these assignments. i. Eliminate One Records Specialist - $65,913 Currently there are five full time Records Specialist to staff the AZPD front lobby seven days a week. Several of the Records Specialists are of retirement age and may be inclined to take a Golden Handshake. If one position is lost, then the lobby will be open Monday—Friday from 7:00 am to 5:30 pm and closed Saturday and Sunday. Individuals needing police lobby assistance such as retrieving impounded vehicles, obtaining copies of police reports, or other services would have to wait until Monday morning. This is in direct conflict with the Community Oriented Policing philosophy in that AZPD would no longer be able to provide basic services seven days a week that the community expects. j. Reduction in Hours for Reserve Police Officers - $28,000 This recommendation would restrict the Reserve Police Officer's work time to specific, scheduled hours. Our current level of eight Reserve Police Officers adds value to any shift they work due to the economy of their part time wages and their abilities to perform general law enforcement services. This would significantly reduce the number of hours Reserve Police Officers would be allowed to work. k. Eliminate Crossing Guard Program - $91,000 AZPD oversees this program throughout the city. IX.Community Development/Economic Development Merger a. Eliminate One Department Director Position - $113,321 b. Eliminate One Admin Secretary - $77,778 Page 10 As part of the Budget Scenarios presented to the Council, the City Manager is recommending the consolidation of the Community Development and Economic Development Departments. The model of the two functions operating within the same department works well in many other cities and potentially offers greater cohesion and synergy between the functions of facilitating and regulating new development. c. Reduce legal fees and public nuisance abatement budget - $9,719 For Code Enforcement, they will be less effective in the immediate handling of public nuisance abatement cases because of severe reduction or elimination of legal fees and nuisance abatement funding d. Eliminate 1.0 Intern Position - $7,000 This will reduce response to public information inquiries. Page 11 1110 11, ►ZUSAN AGENDA ITEM TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: KING F. DAVIS, CHIEF OF POLICE VIA: ROBERT K. PERSON, ASSISTANT CITY MANAGER DATE: APRIL 26, 2004 SUBJECT: HIRING OF (4) ADDITIONAL SWORN POLICE OFFICERS UNDER THE FEDERAL COMMUNITY ORIENTED POLICING SERVICES (COPS) UNIVERSAL HIRING PROGRAM RECOMMENDATION • It is recommended that the City Council authorize staff to hire an additional (4) sworn Police Officers under the COPS Universal Hiring Program federal grant. BACKGROUND On June 10, 2002 staff brought to the City Council an Agenda Item specifying the need to increase the size of the AZPD by 10 sworn officers. However, recognizing funding constraints staff recommended that the City Council consider adding a minimum of four sworn Officers that would be assigned to critical Community Oriented Policing and Problem Solving positions. Further, staff recommended as a possible funding source a grant from the federal COPS Universal Hiring Program. Under this program, the City would receive a total of $75, 000.00 for each Officer hired, spread out over three years. The total amount received by the City would be $300,000.00 for all four Officers. The grant requires that each Officer hired stay employed for a minimum of four years. The city would be responsible for the balance of all other costs associated with the employment of all four full time sworn Police Officers under the terms of this grant. (A copy of the Agenda Item is attached.) M After looking at various options and funding sources, the City Council authorized staff • to pursue the grant and directed the City Manager to earmark $1 million from city reserve funds to finance this investment in the city's future. On March 19, 2004 staff received a letter from the U.S. Department of Justice Office of the COPS program congratulating the City on the award of this grant. There is a grant award packet that will need to be completed and approved prior to the actual award of any funds. Under the COPS grant requirements, the hiring of Officers must be in addition to, and not in lieu of, officers that otherwise would have been hired with local funds. We must also develop a written plan to retain their COPS funded positions for one local budget cycle after the federal funding has ended, hence the four year financial commitment. FISCAL IMPACT The full cost of employing four additional sworn police officers over a four-year period is $2,129,015. For projection purposes, this assumes step increases, anticipated overtime, and initial equipment purchases. The COPS Grant will allocate $100,000 annually for the first three years to offset this cost. The General Fund Reserve has set aside $1.0 million to also offset the cost. In year three, the General Fund will need to allocate an additional $275,852 and in year four $553,163. At the end of year four, the General Fund will have allocated a grand total of $829,015 to fully fund the cost of the grant (see Attachment A). 1 t4°f.^-1:1.;:r1, iikzusikt Memorandum To: Honorable Mayor and City Council Members Via: Rick Cole, City Manager From: King F. Davis, Jr., Chief of Police i Date: June 10, 2002 Subject: FOUR ADDITIONAL POLICE OFFICER POSITIONS FOR FY 2002/03. RECOMMENDATION Give consideration to adding four police officer positions to the AZPD during the coming fiscal year. BACKGROUND City growth, enhanced demands, and the move to a pro-active, Community Oriented Policing and Problem Solving (COPPS) philosophy has resulted in the need for additional police officer positions for the AZPD. While the Command Staff and I have identified needs for 10 new positions, we agree with the City Manager's balanced funding plan for the city and recommend that a prudent approach is to approve four new sworn positions during the coming fiscal year. Rationale: Since the last significant increase in Police Officer positions the following changes have occurred: (Note: From 1982 to 1988 the AZPD increased from 48 to 58 sworn positions, while the city increased from 30,342 to 37,500 residents. Since 1988 the AZPD has increased only 2 sworn positions. Meanwhile the city has grown from 37,500 to 50,000 residents.). City growth: • Increased city population, including; undocumented immigrants, Parkside, Mountain Cove and, in the future, the Monrovia Nursery development. • Increased service population, i.e. COSTCO, growth of APU, increase in light industrial activity. Additional Operational demands: • New Laws: Identity theft, stalking, computer fraud, etc... Attachment A Year 1 Year 2 Year 3 Year 4 Total Beginning Reserve Balance 1,000,000 590,760 171,565 0 COPS Revenue 100,000 100,000 100,000 - Additional General Fund Subsidy 275,852 553,163 829,015 Total Revenues available 690,760 547,417 553,163 1,100,000 Less: Cost of 4 Officers 509,240 519,195 547,417 553,163 2,129,015 Ending Reserve Balance 590,760 171,565 0 - • Increased urgency to eliminate hate crimes. • 16% increase in Part 1 crimes in 2001. • Increased demands from the District Attorney's office requiring more time and participation by detectives and patrol officers. The City Council's approval of the FY 2001/02 budget enabled inactivation of one senior Sergeant position and the creation of two new Lieutenant positions, (a net gain of I officer) bringing the department to a total of 60 authorized sworn FTE's. The Council's action has reaped tremendous benefits. The three Lieutenants in the Patrol Division have provided increased managerial oversight, closer and more standardized adherence to policy and procedures, greater efficiency, noticeable progress toward COPPS, and improved morale. We expect the benefits of this addition to multiply for many years. However, needs still exist for additional police officer positions to protect the progress we have made and to prepare for the future. While specifics have not been addressed, we envision the four new officers to be assigned as follows: • 1 Officer - Gang Detective (currently the AZPD has only one officer available to investigate gang activity 40 hours per week. • 3 Officers- Pro-active Problem Solving Officers (each assigned to a Service Area, charged with the responsibility of pro-actively engaging and developing partnerships with the community and working as individuals or a team to attack crime problems) Possible Funding Source: The Community Oriented Policing Services (COPS) Office of the U.S. Government has for many years sponsored the Universal Hiring Program. This program pays up to a total of $75,000 over three years to assist municipalities to hire officers that will be used to institute Community Policing. Cities must agree to pay the remainder of all costs and retain the officer(s) for at least one additional year. We calculate that each police officer position costs the city approximately $100,000 per year. This grant would offset that cost $25,000 (25%) per year for three years. The application period for the next grant funding period ended in May. Accordingly, with the City Manager's approval, we have applied for a grant to offset costs to fund four new officers. All, some, or none of this grant could be approved. Final acceptance of the grant is subject to Council approval. We expect notification regarding our application in the fall. Considering the lead time needed to recruit and hire police officers, if Council approves this plan, it would be reasonable to target Jan. 1, 2003 as the effective date to hire the new officers. Summary Azusa's amazing progress over the last few years has brought with it bigger citizen and service populations. Meanwhile, the city's demographics, combined with increased operational demands are taxing the ability of the AZPD to provide its customary high quality of service. To catch up with demands and to prepare for the future, I recommend that the Council give consideration to adding four new police officer positions during the 2002/03 fiscal year. I rag. AZUSA` AGENDA ITEM TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: KING F. DAVIS, CHIEF OF POLICE VIA: ROBERT K. PERSON, ASSISTANT CITY MANAGER DATE: APRIL 26, 2004 SUBJECT: HIRING OF (4) ADDITIONAL SWORN POLICE OFFICERS UNDER THE FEDERAL COMMUNITY ORIENTED POLICING SERVICES (COPS) UNIVERSAL HIRING PROGRAM RECOMMENDATION • It is recommended that the City Council authorize staff to hire an additional (4) sworn Police Officers under the COPS Universal Hiring Program federal grant. BACKGROUND On June 10, 2002 staff brought to the City Council an Agenda Item specifying the need to increase the size of the AZPD by 10 sworn officers. However, recognizing funding constraints staff recommended that the City Council consider adding a minimum of four sworn Officers that would be assigned to critical Community Oriented Policing and Problem Solving positions. Further, staff recommended as a possible funding source a grant from the federal COPS Universal Hiring Program. Under this program, the City would receive a total of $75, 000.00 for each Officer hired, spread out over three years. The total amount received by the City would be $300,000.00 for all four Officers. The grant requires that each Officer hired stay employed for a minimum of four years. The city would be responsible for the balance of all other costs associated with the employment of all four full time sworn Police Officers under the terms of this grant. (A copy of the Agenda Item is attached.) After looking at various options and funding sources, the City Council authorized staff to pursue the grant and directed the City Manager to earmark $1 million from city reserve funds to finance this investment in the city's future. On March 19, 2004 staff received a letter from the U.S. Department of Justice Office of the COPS program congratulating the City on the award of this grant. There is a grant award packet that will need to be completed and approved prior to the actual award of any funds. Under the COPS grant requirements, the hiring of Officers must be in addition to, and not in lieu of, officers that otherwise would have been hired with local funds. We must also develop a written plan to retain their COPS funded positions for one local budget cycle after the federal funding has ended, hence the four year financial commitment. FISCAL IMPACT The full cost of employing four additional sworn police officers over a four-year period is $2,129,015. For projection purposes, this assumes step increases, anticipated overtime, and initial equipment purchases. The COPS Grant will allocate $100,000 annually for the first three years to offset this cost. The General Fund Reserve has set aside $1 .0 million to also offset the cost. In year three, the General Fund will need to allocate an additional $275,852 and in year four $553,163. At the end of year four, the General Fund will have allocated a grand total of $829,015 to fully fund the cost of the grant (see Attachment A). Attachment A Year 1 Year 2 Year 3 Year 4 Total Beginning Reserve Balance 1,000,000 590,760 171,565 0 COPS Revenue 100,000 100,000 100,000 - Additional General Fund Subsidy 275,852 553,163 829,015 Total Revenues available 690,760 547,417 553,163 1,100,000 Less: Cost of 4 Officers 509,240 519,195 547,417 553,163 2,129,015 Ending Reserve Balance 590,760 171,565 0 - FT- ZUS Memorandum To: Honorable Mayor and City Council Members Via: Rick Cole, City Manager From: King F. Davis, Jr., Chief of Police t! Date: June 10, 2002 Subject: FOUR ADDITIONAL POLICE OFFICER POSITIONS FOR FY 2002/03. RECOMMENDATION Give consideration to adding four police officer positions to the AZPD during the coming fiscal year. BACKGROUND City growth, enhanced demands, and the move to a pro-active, Community Oriented Policing and Problem Solving (COPPS) philosophy has resulted in the need for additional police officer positions for the AZPD. While the Command Staff and I have identified needs for 10 new positions, we agree with the City Manager's balanced funding plan for the city and recommend that a prudent approach is to approve four new sworn positions during the coming fiscal year. Rationale: Since the last significant increase in Police Officer positions the following changes have occurred: (Note: From 1982 to 1988 the AZPD increased from 48 to 58 sworn positions, while the city increased from 30,342 to 37,500 residents. Since 1988 the AZPD has increased only 2 sworn positions. Meanwhile the city has grown from 37,500 to 50,000 residents.). City growth: • Increased city population, including; undocumented immigrants, Parkside, Mountain Cove and, in the future, the Monrovia Nursery development. • Increased service population, i.e. COSTCO, growth of APU, increase in light industrial activity. Additional Operational demands: • New Laws: Identity theft, stalking, computer fraud, etc... • Increased urgency to eliminate hate crimes. • 16% increase in Part 1 crimes in 2001. • Increased demands from the District Attorney's office requiring more time and participation by detectives and patrol officers. The City Council's approval of the FY 2001/02 budget enabled inactivation of one senior Sergeant position and the creation of two new Lieutenant positions, (a net gain of 1 officer) bringing the department to a total of 60 authorized sworn FTE's. The Council's action has reaped tremendous benefits. The three Lieutenants in the Patrol Division have provided increased managerial oversight, closer and more standardized adherence to policy and procedures, greater efficiency, noticeable progress toward COPPS, and improved morale. We expect the benefits of this addition to multiply for many years. However, needs still exist for additional police officer positions to protect the progress we have made and to prepare for the future. While specifics have not been addressed, we envision the four new officers to be assigned as follows: • 1 Officer - Gang Detective (currently the AZPD has only one officer available to investigate gang activity 40 hours per week. • 3 Officers- Pro-active Problem Solving Officers (each assigned to a Service Area, charged with the responsibility of pro-actively engaging and developing partnerships with the community and working as individuals or a team to attack crime problems) Possible Funding Source: The Community Oriented Policing Services (COPS) Office of the U.S. Government has for many years sponsored the Universal Hiring Program. This program pays up to a total of $75,000 over three years to assist municipalities to hire officers that will be used to institute Community Policing. Cities must agree to pay the remainder of all costs and retain the officer(s) for at least one additional year. We calculate that each police officer position costs the city approximately $100,000 per year. This grant would offset that cost $25,000 (25%) per year for three years. The application period for the next grant funding period ended in May. Accordingly, with the City Manager's approval, we have applied for a grant to offset costs to fund four new officers. All, some, or none of this grant could be approved. Final acceptance of the grant is subject to Council approval. We expect notification regarding our application in the fall. Considering the lead time needed to recruit and hire police officers, if Council approves this plan, it would be reasonable to target Jan. 1, 2003 as the effective date to hire the new officers. Summary Azusa's amazing progress over the last few years has brought with it bigger citizen and service populations. Meanwhile, the city's demographics, combined with increased operational demands are taxing the ability of the AZPD to provide its customary high quality of service. To catch up with demands and to prepare for the future, I recommend that the Council give consideration to adding four new police officer positions during the 2002/03 fiscal year.