Fort Walton Beach Council agenda — 04-08-06 Special — reading text

17. 2% Policv Impact 1. The entire CRA area accounts for a very large portion of the Police Department's calls for service. A second officer would mean another officer' s time dedicated to the area of the city with the most activity. Other City Departments, such as CDS, devote a large amount of time to the CRA and the current CRA officer works closely with CDS on related issues. 2. A second full- time police officer dedicated to the CRA would be beneficial only it if is an additional authorized position. Reassignment of an existing position to that task is more problematic than helpful, as it reduces police presence in other areas of the City. 3. The shift configuration depends on whether both officers work out of Community Policing or both are assigned to Patrol; a shift configuration will be developed to meet this objective. 4. A second full- time police officer would increase the CRA Fund budget by approximately $ 49, 545 for salary and benefits and $ 36, 680 for a vehicle, uniforms, etc. Recommendation Authorize a second sworn officer in the CRA Fund in the FY 2006- 07 budget. 19 of 28 FY 2006- 07 Budget Policy Workshop EXPAND POLICE TAKE- HOME VEHICLE POLICY Policv Decision Should the shared take- home vehicle program be expanded to a non- shared policy? Backaround 1. Current policy allows non- uniformed officers who live within a 20 mile radius of the police department to have a non- shared take- home vehicle: Chief, Community Police Officers ( 5), Investigators ( 6), Street Crimes ( 4), and Captains ( 4). 2. Current policy allows uniformed officers who live within a 20 mile radius of the police department to have a shared take- home vehicle: Patrol Officers ( 32). 3. The policy emphasizes that the use is to and from their personal residence only and, consistent with City policy, non- City employees are prohibited from operating or riding in the vehicle. Discussion 1. Take- home vehicles are often inquired about in hiring interviews and commonly cited in exit interviews. Nearly all surrounding agencies have take- home programs. 2. Benefits include officer recruitment and retention, longer vehicle life, increased police visibility and number of vehicles on the road at any given time, and time saved at the start and end of each shift for loading/ unloading gear. 3. This is a non- taxable benefit the City could offer to remain competitive in recruitment and retention, especially when compared with the County Sheriff. Policv Impact 1. The Police Department currently has 48 vehicles: 30 marked and 18 unmarked. 2. An additional 18 marked vehicles, including equipment and computer wiring and mounting, would be needed for a non- shared take- home program. 3. Four new vehicles budgeted in FY 2006- 07 at a cost of $ 80, 000 as part of the normal are replacement be rotated out of the department). program ( no vehicles will 4. The additional 14 vehicles would be obtained at a cost of $ 5, 000 per vehicle ( with approximately 65K miles) from other police departments that are rotating vehicles out of their fleet. In addition, marking, equipping, and insuring the 14 used vehicles is estimated to cost $ 7, 755 per vehicle excluding the $ 6, 000 video system) for a total estimated cost of $ 12, 755 per vehicle. 5. The cost of a non- shared take- home program ( excluding video equipment on used vehicles) is estimated as follows: Immediate Phased In Implementation Implementation FY 2006- 07 FY 2006- 07 FY 2007- 08 FY 2008- 09 14 used vehicles 5 used vehicles 5 used vehicles 4 used vehicles Vehicles $ 70, 000 $ 25, 000 $ 25, 000 $ 20, 000 Equipment $ 108, 570 $ 38, 775 $ 38, 775 $ 31, 020 Maintenance $ 11, 900 $ 4, 250 $ 4, 250 $ 3,400 Fuel $ 10, 500 $ 3, 750 $ 3, 750 $ 3, 000 Total $ 200, 970 $ 71, 775 $ 71, 775 $ 57,420 6. The average age of the patrol fleet is 5 years. Under the non- shared program, the life expectancy of new vehicles in the patrol fleet would increase to 8 years, followed by another 2 - 4 years as an unmarked vehicle or rotated to another department. 7. Currently, patrol vehicles are driven 12 hours/ day ( some 24 hours/ day), 7 days/ week. A non- shared take- home policy would result in patrol vehicles only being driven certain days of the 20 of 28 FY 2006- 07 Budget Policy Workshop week, thereby extending the life of the vehicles. 8. Current practice is to replace two to three vehicles per year. Adding 18 vehicles to the fleet will increase annual maintenance, fuel, and insurance expense, as well as require the annual replacement schedule to increase to four to five vehicles. 9. As there is no corresponding revenue source, additional vehicles will erode fund balance in the General Fund. Recommendation Implement a non- shared take- home vehicle policy through acquisition of 14 used vehicles in FY 2006- 07, with understanding that it may take up to 12 months to acquire and equip all vehicles. 21 of 28 FY 2006. 07 Budget Policy Workshop POLICE PRE- SERVICE HIRING PROGRAM Policv Decision Should a Police Pre- Service Hiring Program be implemented? Backaround 1. There are currently 54 sworn officer positions: Chief ( 1), Captain ( 4), Sergeant ( 10), & Officer 39). 2. In 26 of the past 36 months, there has been an average of 2. 7 police officer vacancies. 3. Currently, to be considered for the position of police officer, applicants must have completed the law enforcement academy, have Florida experience, or be in the process of converting from out- of-state. 4. New officers are either recruited from the law enforcement academy or apply with the City directly. Discussion 1. In exchange for early hire and law enforcement academy training, police candidates would be required to sign a contract agreeing to provide good police service for three years following the completion of the City' s Field Training and Evaluation Program ( FTEP). Reimbursement of the City' s expense ( on a pro- rated basis) would be required if the employee failed to successfully complete the law enforcement academy, FTEP, or three years of service. 2. The City would be able to recruit candidates who wish to become police officers, but are unable to put themselves through law enforcement academy for financial reasons. 3. The City would have officers " in the pipeline" to fill vacancies, rather than the current practice of not having any prospects and not knowing how long a vacancy will remain unfilled. 4. The number of individuals using the City for training or as a stepping stone to another agency would hopefully diminish and longer- term, career- oriented officers would result. Policv Impact 1. Hiring officers prior to them providing any service to the City ( Le. field training) results in higher personnel costs through salaries, benefits, and workers compensation exposure. 2. The per officer cost of the Pre- Service Hiring Program is estimated at $ 24, 800: law enforcement academy tuition and exam fees ($ 2, 600), salary and benefits during 22 week academy ($ 18, 500), salary differential during 12 week FTEP ($ 3, 700). 3. Currently, salary and benefits expense during attendance at the law enforcement academy would be offset by the officer vacancies and the only cost of the program is $ 2, 600 per candidate for academy tuition and exam fee. Recommendation Fund law enforcement academy tuition and exam fees for up to the number of officer vacancies at the time of the next enrollment period for the law enforcement academy. 22 of 28 FY 2006. 07 Budget Policy Workshop FIRE STATION 7 RENOVATIONS STRATEGIC PLAN GOAL - Policv Decision Should Fire Station 7 ( Lewis Turner Blvd.) be renovated? Backaround 1. Station 7 was constructed in 1974 and was not constructed to accommodate both male and female firefighters. 2. At the January 2006 Strategic Planning Session, Council consensus was to pursue renovation of Fire Station # 7. Discussion 1. There are three renovation options with a preliminary total of $ 750, 000. a. Phase I- Renovate the sleeping quarters, shower facilities, locker rooms, and bathrooms. Modernize the kitchen, apparatus bay, computer room, and gym facilities. b. Phase II - In addition to the renovations in # 1, refurbish the outbuilding ( currently leased to County EMS) and turn it into a combination training room/ back- up Emergency Operations Center capable of sitting 30 students. Construct a portico shelter capable of storing operational trailers, primary movers, and reserve apparatus. c. Phase III - In addition to the renovations in #' s 1 & 2, demolish the training tower and burn building and construct in its place a new training tower and burn building. 2. Stokes Engineering is preparing estimates for the three construction options. Pol icv 1m Dact 1. Based on preliminary information provided in the FY 2006- 07 CIP submission, expenses are estimated at: Phase I $ 205, 000; Phase II $ 245, 000; Phase III $ 300, 000. 2. As there is no corresponding revenue source, renovations to Station 7 will erode fund balance in the General Fund. 3. Since this is abuilding improvement, the funds may be loaned through the Florida League of Cities. Assuming a 10- year loan with semi- annual payments and a 6% interest rate, the annual debt service would be $ 101, 175. Recommendation Borrow funds from the Florida League of Cities Loan Program and phase in improvements, with Phase I occurring in FY 2006- 07. 23 of 28 FY 2006. 07 Budget Policy Workshop FIRE COMMAND VEHICLE Pol icv Decision Should a % ton utility vehicle with command module be purchased? Backaround 1. The Fire Department currently uses a ~ ton pickup truck ( 2387 - ' 97 GMC 1500) with a camper shell as a command vehicle. The truck is overloaded with equipment and underpowered for emergency response. The