CC/RDA/CUA SPE MIN 2010 JUL 27 - Laserfiche WebLink

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— Priority #1: Identify opportunities to increase income or create operating efficiencies for the Department. This first priority was established to ensure that everything is presently being done by the Police Department to maximize revenues and economically deploy personnel and resources. — Priority #2: Examine alternatives to the current structure of services with specific emphasis placed on the analysis of: ✓ Possible Police Department organizational alternatives; ✓ Potential modifications in staffing and personnel deployment practices, including the use of civilian personnel to perform duties that do not require sworn officers; ✓ The systems established by the Department to manage the use of overtime by both sworn and civilian personnel; and, ✓ Opportunities for contracting portions or all of its current operations with other qualified law enforcement organizations to provide services at less cost. Mr. Foti then introduced Nicole Coburn, Principal Analyst with Harvey M. Rose & Associates, who provided the first PowerPoint on the Police Department Audit. Methodology This management audit and study of organizational alternatives was conducted in accordance with Government Auditing Standards, by the Comptroller General of the United States, U.S. Government Accountability Office. Key audit steps: — Interviewed both Police Department and City management personnel and staff. — Reviewed documentation produced on Department operations. — Examined financial records. — Reviewed the capacity and costs of obtaining services through contracting from other law enforcement service providers in geographic proximity to the City. — Developed the findings and recommendations that are the subject of this report. — Submitted a draft report to Police Department management for review. —Held an exit conference with management to ensure factual accuracy and to discuss findings, conclusions and recommendations. Department Overview The Colton Police Department (CPD) provides full-service law enforcement services to the community, including patrol, traffic, detective, youth, code enforcement and animal control services. Budget and Net Cost: — $12.6 million operating budget in FY 2010-11 vs. $13.8 million operating budget in FY 2009-10. — The CPD collected approximately $1.8 million in various reimbursements, fines and forfeitures, and police cost recovery fees in FY 2009-10. — $12.0 million net General Fund cost in FY 2009-10. Position Allocation: —FY 2009-10: 86.0 FTE positions that are comprised of 63.0 FTE sworn positions and 23.0 FTE civilian positions. —FY 2010-11: 85.0 FTE positions, which reflects the removal of 2.0 FTE Officer positions that were vacant and not recommended for funding and the addition of 1.0 FTE Code Enforcement Officer. — $10.6 million in budgeted staffing costs in FY 2010-11. 2010 JUL 27 SPC CC/RDA/CUA MEETING - 2 -