HomeMy WebLinkAbout2008-01-08 CorrespondenceV n
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Marian Karr
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From: Karen Kubby [kubby@pobox.com]
Sent: Monday, January 07, 2008 11:21 AM
To: Council
Subject: city manager hiring process
City Council,
The commitment to public participation in gathering input for the hiring of our next City
Manager has been appreciated. My fears about having a meet and greet after the decision
has been made as the only public participation have been relieved. The idea of the meet
and greet for those you interview is a grand one and I hope many take advantage of this
opportunity.
There are two things about PAR's suggested process upon which I'd like to make comment and
suggestion. They indicated in their memo that they are very flexible about this suggested
process to meet community and council's needs.
1. The "invited public" to the meet and greets should be all residents. As we saw in the
first part of the process where there were focus groups and then two times for the general
public to describe their ideal City Manager, the numbers of the general public who made
comments were small in number. The invite should be cast as broadly as possible and a
broad group would be all Iowa City residents.
2. The time frame seems quite tight Feb. 15 and 16. To interview one day, give the
public a chance to share feedback, hone down the list for second interviews, conduct them,
AND make a selection seems like overload. Efficient for the candidates, yet a bad hire
based on a tight time frame is not worth the costs to our community. How will the public
be able to get you feedback so quickly (I don't want to share my knee jerk reactions, I
want to share my more digested thoughts and hope others would too)? It also seems fair to
give the council more time after the second interview to do reference checks and reflect
well before making a final determination. Even a week between interviews would allow this
nicely outlined process to be lived out more deeply.
Thank you in advance for considering my comments and for your commitment to a thorough
public process as you hire the city's next star administrator.
Karen Kubby
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~•~.~ City Council Meeting Schedule and
CITY OF IOWA CITY Work Session Agendas January 7, zoos
www.icgov.org
• MONDAY, JANUARY 7 Emma J. Harvat Hall
6:30p Special Budget Work Session (Overview)
• TUESDAY, JANUARY 8 **REVISED** Emma J. Harvat Hall
6:30p City Manager Search Process/Schedule (bring calendars)
Fees Associated with Moving a Structure (IP3 of 1/3 packet)
Combining the Senior Center with Recreation Division (IP4 of 1/3 packet)
City Organizational Membership Fees (IP5 of 1/3 packet)
Council Time
Special Budget Work Session
TENTATIVE FUTURE MEETINGS AND AGENDAS
• MONDAY, JANUARY 14 Emma J. Harvat Hall
6:30p City Council Work Session
• TUESDAY, JANUARY 15 Emma J. Harvat Hall
7:OOp Formal Council Meeting
• MONDAY, JANUARY 21
Martin Luther King Jr. Day -City Offices Closed
• WEDNESDAY, JANUARY 23 Emma J. Harvat Hall
5:30p Affordable Housing Market Analysis
Boards/Commissions/Events
• THURSDAY, JANUARY 24 Emma J. Harvat Hall
8:OOa - 5:OOp Special Budget Work Session (Capital Projects)
• MONDAY, JANUARY 28 Emma J. Harvat Hall
8:OOa Special Budget Work Session (wrap up)
6:30p Special Council Work Session
• TUESDAY, JANUARY 29 Emma J. Harvat Hall
7:OOp Special Formal Council Meeting
• MONDAY, FEBRUARY 4 Emma J. Harvat Hall
6:30p City Conference Board (Separate agenda posted)
Council Work Session
• TUESDAY, FEBRUARY 5 Emma J. Harvat Hall
7:OOp Formal Council Meeting
• MONDAY, FEBRUARY 18
Presidents' Day -Offices closed
• TUESDAY, FEBRUARY 19 Emma J. Harvat Hal!
TBD Special Council Work Session
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TO: Mr. Dale Helling
PROM: Chief Sam Hargadine
RE: Staffing Report
DATE: October 5, 2007
DEPARTMENT MEMO
~~.~
Several weeks back Mr. Elliott asked for a staffing recommendation report for the Iowa City
Police Department. Attached is that report.
Utilizing three different staffing models based on national averages, mid-west regional and the
top 10 Iowa cities we have taken the lowest recommendation and justified what we would do
with staffing based on tf~e lowest model.
We have included School Resource Officers (SRO) as a possibility however they are not
included in the staffing recommendation for a couple of reasons. While we feel that they are
necessary there are funding mechanisms in place such as the Cops !n Schools grant program.
Additionally there is no agreement in place or discussion of SRO's ongoing with the school
system.
The recommended staffing for sworn officers in this report is in priority order. We also have
non-sworn needs that will be created by the loss of communications personnel when the new
dispatch center is operational. We are requesting Front Desk personnel for the 4~' quarter of
the FY2009 budget year.
We are also planning on a new computer system and doing away with the scanning of
handwritten reports. This will increase our need for clerk typists. Document Services cannot
handle the increased work load that is anticipated that wilt be created when the entire
department starts dictating reports.
Because of the increase in civilian personnel it is recommended that funding that presently goes
towards communications personnel not be diverted back to general revenue until these needs
are met.
It is realized that the increase in sworn officer positions to these recommended levels has
significant budgetary impact. It may be prudent to develop a plan where these levels are
achieved over a multiple year process,
NOTE:
Memo from Police Chief dated October 5 (and distributed at the January 8, 2008
budget work session) differs from the memo dated October 23 (and contained in the
October Z5, 2007 information packet) per ICM Helling.
MKK
1-11-08
RESPONSE TIMES
Response times for the years 2004-2005, 2005-2006, and 2006-2007 are listed below
All queries reflect the dates August 30-August 30. These times serve as a customer
service benchmark.
2004-200$ StacK time =Amount of time from call received to time dis pa[c 1-ied
65,45'1 Calls for service
Call reported (received) until call dispatched
Average delay: 1 minute 38 seconds g ~~_-~ i - - --- -- - - -__-~- _
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2005-2006
68,356 calls for service ~ -°~'. - -
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Call reported (received) until call dispatched
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Average delay: 2 minutes 51 seconds a ~ ~~
O6n-2005
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2006-2007 .-_
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64,871 calls for service ,..~, -
Call reported (received) until call dispatched
Average delay: 8 minutes 33 seconds
ANALYSIS
The amount of time a call for service is held "in the stack" is dependent on an officer
being available to receive the call. If no off ce r(s) is available then it remains a stacked
call until the call can be assigned to an officer. StacK time in the most recent time
period has more than doubled.
The increase in the more complex type of crimes results in an increase in the time
dedicated to the investigation of those more complex crimes. This has a direct effect on
the gap in time between how long the investigative process takes and how quickly the
officer goes back into service after handling the call and is deemed available to respond
to the next call.
POPULATION AND PER CAPITA
The City's current staffing ranking among other Iowa cities law enforcement agencies
illustrates the low number of officers per resident grouping.
The following information is taken from the 2007 National ~irecto ry of Law Enforcement
Administrators (43rd Edition).
3 -
CITIES POPULATION OFFICERS OFC PER 1000
Des Moines 198,000 374 1.89
Cedar Rapids 120,000 202 1.68
Davenport 98,226 159 1.62
Sioux City 80,505 124 1.54
Waterloo 68,000 117 1.72
Iowa City 63.000 73 1.16
Dubuque 57,546 93 1.62
Council Bluffs 57,082 116 2.03
Ames 53,284 51 .96
West Des Moines 50.000 63 1.26
Avg.=1.5
UNIVERSITIES POPULATION OFFICERS OFC PER 1000
University of Iowa 40,000 31 .78
Iowa State Univ. 25,263 33 1.31
Avg. _ .98
The average number of officers for police departments in communities with populations
of 50,000 to 99,999 in the West North Central region (includes Iowa} of the U.S. is 1.4
officers per 1,000 population. The sample is from 411 cities. This information is taken
from the 2005 Crime in the United States, published by the U.S. Department of Justice,
Federal Bureau of Investigations. The 2006 report should be released soon.
The average number of officers for police departments in communities of 50,000 to
99,999 nationwide is 1.8 per thousand. Source: Bureau of Justice Statistics, U.S.
Department of Justice.
CRIMINAL ACTIVITY
In several of the major categories of criminal event classification, Iowa City has
experienced a significant increase over the last three years. In response, should staffing
be increased, additional personnel should be directed to the Investigative and Street
Crime unit to respond to these increased case loads. Source: Uniform Crime Report
(UCR), normal calendar year.
Calendar Year
2004 2005 2006
Sexual Assault 59 65 89
Child sex offenses 11 10 15
Drug offenses 374 466 641
Domestic Assaults 255 278 305
SWORN OFFICER NEEDS PRESENTLY NOT MET
Currently, the Iowa City Police Department operates without resources-with which to
directly and sufficiently address several areas of need, as identified through staff
studies, citizen input, and current trends. This affects our ability to be a "Full Service
Department"
Should resources be added to the department, it is our recommendation that they be
added to the following sections of the Field Operations division.
Patrol: Present staffing reflects inadequate resources to drive dawn call stack and call
response times for calls for service which are sent to uniform patrol units for resolution.
Recommend adding three officers for an overlap 7:OOPM to 3:OOAM watch.
Total 3 officers
Crime Prevention Unit: Present community relations functions are being staffed
minimally with beat officers assigned to whatever beat in which the event is occurring.
Attendance is dependant on call volume and watch staffing levels. This unit would be
responsible for.
Neighborhood Watch & Revitalization programs
Attendance at neighborhood functions
• Safety promotions and fairs
• Neighborhood Response and Problem Solving
• Programs for Seniors
• CPTED Programs (Crime Prevention Through Environmental Design)
^ Home and Business Security Inspections
• Identity Theft Prevention Programs
• Landlord and Rental Property Training
• School requests for programs & speakers
Total 2 officers, one sergeant
Street Crime Unit: SCAT presently has three officers and one sergeant permanently
assigned to investigate street level gangs and narcotics. Given the increase in case
load and arrest rates (up 19% from 1st six months of '06 to first six months of `07}, and
related to increased numbers of drug cases, we recommend adding one officer which
would increase their officer strength to four and a sergeant.
Total 1 officer
Investigative Unit: As reflection of increased rates of crimes specifically investigated
by Investigations section (up approximately 23% from 2005 to 2006), recommend
adding investigators to the following areas:
-Juvenile Crime, 1 investigator to work with School Resource Officer
-Computer Crime/Identity Theft, 1 investigator
-Add one Sergeant to supervise Investigative Unit under existing Lieutenant
(present Investigative Sergeant has been re-deployed to oversee Street Crime
Unit}
,~
Investigative Unit Cont.:
The computer crime/Identity Theft investigator will be a member of the Iowa Internet
Crimes Against Children (ICAC) task force.
Total 2 officers, one sergeant
Traffic Enforcement Unit: These officers would be dedicated to OWI and traffic
enforcement, and specialize in motor vehicle crash investigations and reconstruction.
This unit would be supervised by the Crime Prevention Unit sergeant and the officers
would no be assigned to permanent watches. They would be targeting high crash
intersections during the peak crash times and OWI detection. They also would be
utilized to supplement Patrol during major incidents.
Total 2 officers
Canine Unit: Add one canine and handler to total two dogs and two handlers. As
outlined in the ICPD Strategic Plan it is necessary to purchase a Police K-9 every three
years so that there will always be a young dog and always be a senior dog. Police dogs
are usually at least two years old before they are deployed fully trained. Presently when
a dog is retired it takes toa long to deploy a replacement leaving the department and
community without the benefits of K-9 coverage.
Total 1 officer
School Resource Officers (SRO): Following is a breakdown. of three years call for
service in the two primary high schools, the alternative school, and the junior high
school. Given the amount of time spent at each school, it makes strategic sense to
deploy officers in a SRO capacity to address the needs of the schools, promote safety,
inspire positive communication, and serve as a resource for the student body.
2004-2005 2005-2006 2006-2007
City High 198 192 138
West High 133 152 164
Tate 4(new construction) 21 66
SEJH 152 175 109
Our recommendation is to open discussions with the Iowa City Community School
District Administration regarding placement of one SRO in each high school and one in
the junior high, splitting time with the alternative school. A variety of funding strategies
exist for funding these spats, including the utilization of federal grant monies.
Total 3 officers
Total recommended addition (not including SRO's): 13 officers, 2 Sergeants
This addition to the current authorized strength would result in a departmental strength
of 89 sworn personnel.
Using West North Central average of 1.4 per 1000 would have PD at 88 sworn.
5
Using 1 O largest Iowa cities average of 1.5 per 1000 would have PD at 95 officers
Utilizing the national average of 1 .8 per thousand for cities our size would have PD at
114.
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Clerk Typists:
Staffing levels Regionally and Nationally
NON-SWORN NEEDS
~ICPO Present staffing
~ Wes[ North Central Average
O A O Larg¢St Iowa Grt~as Avg
ONabonal Average
Presently officers hand write their incident reports and these documents are scanned in
to a records database- Some investigators dictate documents which are typed by
Document Services on the 3rd floor. There is no clerical support within the department
that can type sensitive reports or Internal Affairs/Y~isciplinary reports. In consultation
with ~ocu ment Services they are unable to handle the future work load of patrol officers
and investigators dictating reports, which is a goal outlined in the ICP~ Strategic Plan.
Proposed is one full time clerk typist to be assigned to the Investigative Unit.
Additionally we are asking for two part-time cleric typists for dictation data entry to be
assigned to the Records Unit.
Total 1 full time Cleric Typist, Two P/T Cleric Typists
Based on per capita averages for cities
with a population of 50,000 to 99,999
Front Desk Station Masters:
The proposed Joint Communications Center target date for opening is July 1, 2009
(FY2010). Ten full time and two part time dispatchers that presently work for ICPD will
be transferred to the new center. This will leave a vacuum of professionally trained
employees that run the front desk and greet walk in business.
The department will need 5 full time Community Service Officers (CSO's) to run the
front desk 24 hours per day, 7 days a week. It is anticipated that these Station Masters
will answer the main phone number, transfer calls, type reports and enter warrants
during their down times when there is no walk in business.
This newly created position is a high priority given that the Police Department is a "Safe
Haven" for the public. Some departments shut down their front desk after 5:00 PM and
an officer must be dispatched to contact someone in the lobby. This option is not
recommended.
Total 5 Community Service Officers (CSO's)
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DISCRETIONARY SPENDING/REVENUE
GENERAL FUND - $8.10 LEVY
DEER CONTROL $80,000/Yr
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ECONOMIC DEVELOPMENT $250,000/ 2 Yrs
AID TO AGENCIES $324,000/Yr
EVENTS FUNDING $95,000/Yr
GENERAL FUND -OTHER
EMERGENCY LEVY
Additional 17-cents per $1000 taxable valuation $418,000/Yr
HOTEL/MOTEL TAX
Parks & Rec Facilities $200,000/Yr
Convention & Visitors Bureau $181,000/Yr
Police Patrol ($345,000 currently allocated to police)
New $$s if raised to 9% $200,000/Yr (est.)
PARKING FINES SUBSIDY
Add $1 to each parking fine and transfer to
general fund for public safety $180,000/Yr (est.)
GENERAL FUND -DEBT
PUBLIC ART $50,000/Yr
ROAD USE TAX FUND
TRAFFIC CALMING
LEAF PICKUP
EMPLOYEE BENEFITS
5% of RUT revenue is currently allocated to pay
a portion of the benefits for employees funded
with RUT revenue. All or a portion of the 5%
($269,000) could be levied under the employee
benefits levy, making additional funds available
for RUT funded operations
OTHER CONCEPTS FOR INCREASING REVENUE
$30,000/Yr
$50,000/Yr
$269,000 (maximum)
Increase chargebacks to enterprise funds for administrative support from
operations funded from the General Fund. [May result in fee increases.
Local Qption Sales Tax
Special Assessments (Ex: Sidewalk Infill in C.I.P. is $100,000/year from G.O.
Debt.)
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