BUDGET POLICES Police Department

BUDGET POLICES Police Department

D-84 City of Mercer Island 2007-2008 Budget

Criminal Justice Funds Background The Washington State Legislature authorized criminal justice funds to improve the criminal justice system. In 1990, the City created the Criminal Justice Fund to account for this funding allocated to the Public Safety Department. These funds must be used for criminal justice purposes only and cannot supplant General Fund expenses. In 1992, King County voters approved an additional 0.1% Sales Tax for criminal justice purposes. Mercer Island receives approximately $500,000 per year from this tax. The fund also receives monies from the Mercer Island School District to help support the School Resource Officer. Significant cuts were made to the expenditures in this budget in the last few years in an effort to balance annual expenditures and annual revenue receipts. The Financial Investigators position was cancelled due to a lack of consistent funding from seizures, and the officer was transferred to patrol to fill an existing vacancy. The money allocated to the Drug Counselor at the High School was also discontinued, and this position is now funded through Youth and Family Services. Budget cuts were also made in almost all areas of this fund, including police equipment, training, prisoner transport, computers and radios, and special operations team. Despite the dramatic cuts from this fund, the remaining services, equipment, and training supported by this fund continue to operate effectively. The fund will continue to support the two Hire Ahead officers who provide much needed help to patrol. It also funds the School Resource Officer, the Bike Patrol Team, the Special Operations Team, the Department s training program, computer replacements, and Capital Equipment purchases. As part of the split of the Public Safety Department (into separate Police and Fire Departments), the City s Emergency Management program has become a function of the Fire Department. As result, funding for this program will no longer come from Criminal Justice dollars. The Emergency Management program will now be funded via the General Fund, and the Police Department s proposed Police Support Officer (PSO) position will now be funded with Criminal Justice dollars. Budget Policies for 2007-2008 Continually monitor the expenditures and revenues in this fund to help assure that the fund maintains a positive monetary balance. Continue to support the Hire Ahead program which provides two officers for Patrol, and assists in mitigating some of the staffing shortages and overtime. Continue to support the School Resource Officer program with additional funding from the Mercer Island School District. Continue to support the regional radio system costs which cannot be charged to the levy, such as radio maintenance and replacement costs. Continue to support funding for enhanced police training and equipment. Begin funding support for the Police Department s new Police Support Officer in lieu of funding the Fire Department s Emergency Management program. City of Mercer Island 2007-2008 Budget D-85

2007 2008 Budget Impact 2005 2006 2007 2008 Actual Forecast Budget Budget Revenues Opening Fund Balance $ 243,886 $ 200,279 $ 190,831 $ 217,816 Washington State Sales Tax 462,283 480,000 500,000 520,000 State Shared Revenues 23,872 24,100 25,000 25,200 Intergovernmental - School Dist (SRO) 16,700 16,700 16,700 16,700 Grants & General Donations 383,338 46,310 0 0 Subtotal-Revenues $ 886,193 $ 567,110 $ 541,700 $ 561,900 Total Resources $ 1,130,079 $ 767,389 $ 732,531 $ 779,716 Expenditures Administration / Equipment Rental $ 191 $ 5,000 $ 5,000 $ 5,000 Emergency Management 112,898 111,177 - - Police Support Officer - - 63,178 64,877 Computer Replacements 39,935 39,935 73,556 73,556 Regional Radio & Replacements 36,635 30,545 30,148 30,990 Special Operations/Bike Patrol 11,748 14,500 15,100 15,100 Hire Ahead 94,498 137,321 148,898 162,991 School Resource Officer 94,720 87,630 100,685 105,100 Police Training 39,319 38,000 44,150 46,990 Domestic Violence 10,000 10,000 10,000 10,000 Police Equipment 2,549 42,450 24,000 24,000 Contract Dispatch Startup 487,308 60,000 0 0 Subtotal - Expenditures $ 929,800 $ 576,558 514,715 $ 538,604 Ending Fund Balance $ 200,279 $ 190,831 $ 217,816 $ 241,112 Total Uses $ 1,130,079 $ 767,389 $ 732,531 $ 779,716 D-86 City of Mercer Island 2007-2008 Budget

Jail Services Background Under state law, the City of Mercer Island is responsible for all costs associated with incarcerating offenders for violation of City misdemeanors. The City has contracted with Yakima County, King County, the City of Renton and the City of Issaquah to provide jail services. Under the terms of the City's current Jail Contract with King County, the City pays a booking fee when it books an offender into jail and a daily maintenance fee for each day the offender is incarcerated. The 2006 King County booking fee is $187 and the daily maintenance fee is $98. The average length of stay in the jail for our misdemeanant prisoners is three (3) days. The King County Correctional Facility (KCCF) is used primarily as a back up facility to the Renton, Issaquah and Yakima Jails. In addition, prisoners who have certain medical conditions, such as mental health concerns or who pose an unusual danger to themselves or others are booked into the KCCF. Under the terms of the City s current jail contract with the City of Renton, the City does not pay a booking fee. The City pays only a daily maintenance fee of $70 per day. The City does not pay a booking fee to the City of Issaquah and pays a daily maintenance fee of $65 per day. Prisoners who are serving sentences of more than a few days, or are awaiting a court hearing, are typically sent to the Yakima jail, via the Renton jail. Yakima provides free transportation of the inmates to its facility. Under the terms of the Yakima jail agreement, the City does not pay a booking fee and pays a daily maintenance fee ranging form $61.99 to $68.07 (depending on associated medical costs per prisoner). This arrangement serves to keep our daily maintenance fees at a minimum, since we are precommitted to pay for four beds per day in the Yakima jail. This contract with Yakima is currently in a state of flux due to growing concerns of non-compliance on Yakima s part. If this contract dissolves, the City could realize an approximate reduction in jail costs of 30%. Staff is continuing to look very closely at this issue. If the contract is dissolved, staff will secure agreements with other local jails for inmate housing. Budget Policies for 2007-2008 Continue to work with the (King County cities) Jail Advisory Group to determine options under the existing contract with Yakima including termination and/or renegotiation of the contract. Continue to send all post-sentence prisoners and as many pre-sentence prisoners as operationally feasible to Yakima County to avoid using the higher-cost King County jail and to maximize the cost savings to the City. The City s efforts to maximize use of the Yakima jail will be enhanced by Police Department s attendance and participation in the Jail Operation Group. Continue to utilize alternatives to incarceration. Mercer Island currently contracts with the Renton Electronic Home Detention Program. The City will continue working with the courts to insure that this alternative is being used for any eligible offenders. Continue to critically evaluate the City s operations such as booking practices. Coordinate with the Municipal Court to insure use of appropriate alternatives to incarceration. The City s jail costs have been decreasing as a result of the City s use of jail facilities other than KCCF and using alternatives to incarceration such as electronic home detention. City of Mercer Island 2007-2008 Budget D-87

2007 2008 Budget Impact 2005 2006 2007 2008 Revenues ($1,000 s) Actual Forecast Budget Budget General Fund $95,799 $98,000 $98,000 $98,000 2005 2006 2007 2008 Expenditures ($1,000 s) Actual Forecast Budget Budget Jail Costs $95,799 $98,000 $98,000 $98,000 D-88 City of Mercer Island 2007-2008 Budget

Police and Fire Dispatching Background Since the early 1960 s, Mercer Island provided dispatching services for its Police officers and Firefighters within the Department of Public Safety. By 2003, we had outgrown our dispatch center, and were faced with serious concerns relating to staffing (lone dispatcher 82% of the time), an antiquated technology system, and our inability to handle multiple / simultaneous calls for service. We began an exhaustive study into our options for the future of dispatching on Mercer Island. Four options were studied in depth, with a fifth option likely for the future. The four options were; 1) status quo, 2) upgrade Mercer Island s existing dispatch center with all the needed technology and staffing, 3) contract with Valley Communication Center, or 4) contract with Kirkland for Police dispatching and with Bellevue for Fire dispatching. It was determined that the fourth option was the best fit for Mercer Island, with the understanding that the fifth option (a Regional Dispatch Center) was a likely option for the future. In 2004, the city of Kirkland began providing dispatching services for the Police Department, and Bellevue began providing dispatching services for the Fire Department (Mercer Island still retains its own records section and public window services). The decision to go with this new dispatching model provided access to much needed staffing as well technology, such as computer aided dispatch and computers in emergency response vehicles. While Mercer Island has certainly benefited from this new dispatching model, the cities of Bellevue and Kirkland have been clear from the beginning that they have very strong interest in consolidating into a regional dispatch center. They have also stated that they will no longer individually provide dispatching services for Mercer Island if a regional dispatch center is formed. In 2005, fourteen cities and Fire Districts began discussing the consolidation of dispatching services on the Eastside. Several committees were created to study the feasibility of creating a regional dispatch center, which would provide dispatch services for both Police and Fire. The initial study was developed with the assistance of two consulting firms, Karen Reed and Associates, and ADCOMM Engineering. Each of these firms has expertise in the area of developing communication centers in our region, and both had assisted Mercer Island in our transition to Kirkland and Bellevue in 2004. Following completion of the initial study, a report was generated that found that a regional dispatch center was not only possible, but it would also make good business sense for the stakeholders in the long run. The project has been named the North East King County Regional Communication Center (NORCOM). The initial goals of NORCOM are to increase levels of service, increase efficiencies, allow for greater decision making / operational control by member agencies, and to improve interagency collaboration / partnerships. NORCOM is designed to be a separate legal entity formed as a non-profit corporation whose members are public entities / agencies. It would be governed by a board on which all principals / owners are represented. The proposed location is in Bellevue s City Hall. This location meets all the critical siting criteria and it is ready to occupy in the near future. It is also designed to accommodate the needs of the stakeholders for at least 10 years. The target start-up date for NORCOM is January 1 st, 2009, and while much work has already gone into this project, there is still much work to be completed. Over the next biennium, Mercer Island will continue to participate in the study of NORCOM s viability for Mercer Island. We will also continue to research other dispatching options, to ensure that the best dispatching option is selected for this community. As we move forward with the study of NORCOM, we will incur some transitional Capital City of Mercer Island 2007-2008 Budget D-89

costs in both 2007 and 2008. Costs are shared by the stakeholders based on call volume, with Mercer Island s share being 8.5% of the total costs. There is an anticipated cost in 2007 for Mercer Island of $18,000 (reduced from $27,000 due to a recent grant award for this project). These costs will be funded via the City s Technology Fund, and will cover Mercer Island s share of transitional expenses relating to initial staffing, labor negotiations, and contingency funding for this project. In 2008, the anticipated Capital costs for Mercer Island s share may be up to $232,000, and would be funded via 2005 cash carry-over dollars. The majority of this cost would be to towards resolution of technology issues (Computer Aided Dispatching, Mobile Data Computing, and Records Management systems). A committee will work with a consultant to define the actual technology needs of NORCOM, and to prepare an RFP for CAD/RMS vendors. These costs also include Mercer Island s share of the salary for NORCOM s Director, capital reserve funding, and some facility modifications. We continue to be optimistic regarding future grant dollars for this project. Once staff has gathered the necessary data relating to our future dispatching options, staff will present the different models to Council for the final decision. Budget Policies for 2007-2008 Continue to work with the Cities of Bellevue and Kirkland, ensuring high quality and affordable dispatch services in 2007 and 2008. Monitor dispatch services to assure that our citizens and public safety employees are receiving a high level of service. Work with Records personnel to ensure they provide the appropriate level of service to our citizens. Continue to ensure that our Mobile Computer system in our emergency vehicles is well maintained. Continue to work on coordinating police and fire responses to all large emergencies under the model of two separate dispatch centers. Continue our participation in NORCOM study committees, with a particular focus on the start-up and on-going costs associated with this model. Continue to study options for future dispatching on Mercer Island (to include NORCOM), paying close attention to service delivery, economic feasibility, long-term stability, and governance models. Present the necessary data to Council relating to future dispatching models prior to funding decisions. This two-year budget reflects the fees for contracting dispatch services with Kirkland and Bellevue. It also includes costs associated with retaining our own records function, and keeping our own property / evidence function. The capital transitional costs for NORCOM are also shown. D-90 City of Mercer Island 2007-2008 Budget

2007-2008 Police & Fire Budget Impact Revenues ($1,000) 2005 Actual 2006 Forecast Budget Policies 2007 Budget 2008 Budget General Fund 557 515 568 590 2005 Cash carry-over 0 0 0 232 Technology Fund 0 0 18 0 Total Revenues $557 $515 $586 $822 Expenditures ($1,000) CMI Public Safety Dispatching (PD & FD) 360 N/A N/A N/A Police Dispatch (Kirkland) N/A 215 231 244 Fire Dispatch (Bellevue) N/A 105 109 114 Records in house 197 195 228 232 NORCOM capital transitional costs 0 0 18 232 Total Expenditures $557 $515 $586 $822 City of Mercer Island 2007-2008 Budget D-91

D-92 City of Mercer Island 2007-2008 Budget

Police Support Officer Background Despite incremental increases in the demands placed on the City s police officers, staffing has remained static for the past 10 years. In 1996, staffing was actually reduced by one sworn officer when one of the three Lieutenants retired and his position was not filled. As demands on the City s police officers continue to increase, officers find themselves unable to accommodate some of the less urgent tasks such as parking enforcement, speed-trailer deployment, and leash law enforcement. As a result, parking enforcement is done on a complaint basis, with little proactive parking enforcement taking place. The speed-trailer is currently deployed by the Marine Patrol Technician, but only as time permits. Leash law concerns are currently addressed by a recently funded part time civilian position. Increased development in the CBD along with the possible PEAK project will result in additional parking pressures. As the City contemplates changes to its existing parking restrictions (e.g. instituting a Residential Parking Zone around the high school), and implements changes to the Animal Control Ordinance, concerns have increased relating to our ability to effectively manage these duties. Transporting prisoners has also become a growing concern over the past several years, as our current staffing levels are often insufficient to allow an on-duty officer to perform this function. Transporting prisoners typically involves picking up the prisoner from one of the area jails, taking them to court, providing continual monitoring/oversight of the prisoner during court, and then returning the prisoner to the jail. This process can take several hours and is done at times by an officer who is brought in on overtime. If a patrol officer is unavailable to perform this task, a detective is pulled from investigative duties and assigned to the transport detail. Similar-sized departments in other communities accommodate this level of need by utilizing a civilian position typically called a Police Support Officer (PSO). PSO s usually receive training from the Criminal Justice Training Commission s Corrections Academy. PSO s are valuable assets, filling duties such as parking enforcement and prisoner transports. This person can also be used in the City s park system to address the Leash Law campaign and to oversee the deployment of the speed-watch radar trailer. By creating this new civilian staff position, the City would realize an improved level of service in the areas of parking enforcement, speeding vehicle concerns (via increased speed-trailer deployment), continuity of leash law enforcement personnel, and consistent transportation of prisoners to their court dates. The PSO position would also allow commissioned Police Officers to focus attention on more urgent duties. Expenditures for this position including salary, benefits and associated supplies are anticipated to be $63,000 in 2007. In June of 2006, Council approved a $10,000 appropriation to fund a part time position to implement the new leash law campaign for the remaining six months of the year. At current service levels, this position would cost $20,000 on annualized basis. Staff recommends that leash law duties be performed as part of the PSO s responsibilities and therefore not make a separate $20,000 funding request. Rather than request funding for the PSO from the General Fund, staff recommends that this position be funded via Criminal Justice funds. The cost of the PSO would be partially off-set by the savings realized by not funding a part-time staff person to address leash law issues. Staff also projects a $5,000 savings from the police overtime budget that is currently being paid to commissioned officers to transport City of Mercer Island 2007-2008 Budget D-93

prisoners. Additional funding could include revenues realized from increased parking citations as well as fees from the new RPZ. Furthermore, the City of Newcastle has expressed an interest in contracting with Mercer Island for prisoner transport services, which could also go towards funding this position. Budget Policies for 2007-2008 Create and fund a Police Service Officer position to address increased demands for leash law enforcement/public information, parking enforcement and prisoner transport. Fund the position from the Criminal Justice Fund. Explore revenue generating potential by providing the City of Newcastle with contracted prisoner transport services. 2007 2008 Budget Impact General Fund Revenues ($1,000 s) 2005 Actual $ 5 (Police OT) 2006 Forecast $ 15 (Police OT & Leash Law.) 2007 Budget 2008 Budget $ 0 $ 0 Criminal Justice Fund 0 0 53 55 Contract Services (Newcastle Prisoner Transport) 0 0 5 5 RPZ Program 0 0 5 5 Total Revenues $ 5 $ 15 $ 63 $ 65 Expenditures ($1,000 s) 2005 Actual 2006 Actual 2007 Budget 2008 Budget Police Support Officer $ 0 $ 0 $ 63 $ 65 D-94 City of Mercer Island 2007-2008 Budget