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

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economically deploy personnel and make more informed decisions about staffing levels and operational resources. — The mix of Patrol Unit personnel should be changed by adding 1.0 FTE Sergeant (Patrol) position (through the reassignment of a position from the Detectives Unit) and 6.0 FTE Officer (Patrol) positions, while deleting 8.0 FTE Corporal (Patrol) positions and 1.0 FTE ID Officer (Patrol) position. — $319,000 could be saved in salary and benefit costs based on the recommended change in the mix of Patrol Unit personnel. — $115,000 could be saved in overtime costs to account for the Patrol Unit's improved relief staffing coverage. — $100,000 in revenue could be generated from 24/7 coverage of the Traffic Officer post. 3. Scheduling and Front Counter Coverage At the CPD, staffing inefficiencies result from 4/10 scheduling (i.e., four 10 -hour shifts per week) used for administrative, animal control, code enforcement, records support and tow yard functions and 3/12 scheduling (i.e., three 12 -hour shifts per week and one eight-hour shift every other week) used for dispatch. These scheduling practices impact staff availability and productivity. — Both schedules result in the loss of productive hours for every vacation day, sick day or other day of leave taken. — There is no net difference in productive hours if a staff person is out an entire week on a 4/10 schedule and two weeks on a 3/12 schedule. However, a difference emerges when a staff person is out less time on either schedule. — A 4/10 schedule also limits the handling of vehicle releases, records requests and code enforcement to four days, rather than five. Recommendations Management should meet and confer with the San Bernardino Public Employees Association and Colton Police Dispatchers Association to convert to a 5/8 schedule for administrative, animal control, code enforcement, dispatch, records, support and tow yard staff. — A 5/8 schedule would provide increased coverage and higher productivity, though it could have a potential negative effect on employee morale. — If a 5/8 schedule is not feasible, the schedules of code enforcement and records staff should be staggered to provide expanded service to the public at least five days a week. —Front counter hours should also be adjusted to reflect increased activity in the afternoon, and the front counter should be kept open until 6:00 p.m. one or two days a week on a trial basis. — Staggered staff schedules and adjusted front counter hours would provide expanded service to the public. 4. Setting and Updating Department Fees The City's comprehensive Citywide fee schedule includes fees collected by the CPD. Most fees became effective on March 4, 2004 and have not been updated since, even though Colton Municipal Code Section 3.29.010 requires that the City Manager adjust all fees and charges annually in accordance with the increase or decrease in the cost of living. Based on the Consumer Price Index (CPI), current salaries and benefits in the City of Colton, fees being charged in neighboring cities, and current State law, the CPD's fees are outdated. — Since salaries, health insurance premiums and other costs tend to rise annually; fees that are initially calculated appropriately but not updated annually are unlikely to recover costs. — In FY 2008-09, the CPD generated a total of about $2.3 million in revenue from various sources, including licenses and charges for services. 2010 JUL 27 SPC CC/RDA/CUA MEETING - 4 -