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Subject: CFD-5 Resolution
From: Charlynn Schnebelen <[email protected]>
To: [email protected]
Date Sent: Tuesday, June 6, 2023 2:01:55 PM GMT-07:00
Date Received: Tuesday, June 6, 2023 2:02:10 PM GMT-07:00 Mr. Mayor, Mayor Pro Tem, and Members of the City Council:
I am a Riverpark Resident and had the opportunity to attend all three CFD-5 budget meetings put on by Special Districts. I had the opportunity to ask questions and express my concerns. I feel confident all my questions were answered and concerns were discussed.
I am in agreement with the budget and the levy amount.
Charlynn Schnebelen
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Subject: Comments On CFD 5 Resolution (Item J3)
From: 'Paul Schnebelen' via City Clerk <[email protected]> To: [email protected]
Date Sent: Tuesday, June 6, 2023 1:17:00 PM GMT-07:00
Date Received: Tuesday, June 6, 2023 1:17:16 PM GMT-07:00 Mr. Mayor, Mayor Pro Tem, and Members of the City Council:
I had the opportunity to attend the three informational presentations conducted by the Special Districts staff on the proposed levy and operating budget for CFD 5?in February, March, and April. Although the turnout from the community wasn’t as high as I would have liked, the Special District staff members did an excellent job describing how the proposed tax levy was determined and how the funds from the levy would be used to finance the maintenance and upkeep of the facilities and programs financed by the CFD.
Based on the presentations, I believe that the levy amount proposed for CFD 5 for the next fiscal year is fair and reasonable, and should be enough to meet the community’s needs.
While in my opinion, the proposed budget for the new year doesn’t meet all of my expectations, particularly as far as funding for public safety for the Riverpark neighborhood, I’m willing to work with the Special District staff and the other residents of the community to come up with a levy and budget for the 24-25 fiscal year that will hopefully address some of my concerns yet allow for a reasonable tax burden to the community.
I would be happy to speak with the members of the Council if they have any questions.
Paul Schnebelen
3117 N Oxnard Blvd
(805) 216-7359
Sent from my iPhone
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Subject: Public Comment| Item K.2
From: Bryan Rodriguez <[email protected]>
To: City Clerk <[email protected]>
Cc: Alexander Nguyen <[email protected]>
Date Sent: Tuesday, June 6, 2023 1:16:26 PM GMT-07:00
Date Received: Tuesday, June 6, 2023 1:17:16 PM GMT-07:00 Attachments: Determining_Police_Staffing__Deployment1.pdf Mayor and City Council,
I am sharing my thoughts on the 2023-2024 proposed budget.
While overall, it is a fantastic document that lays out a positive vision for the future of our city, it fails to address the traffic violence in our community.
Police play an integral part in enforcing our traffic laws and are scheduled to receive 11 new positions; however, the budget report should have quantified the actual workload of the department and distinguished workload from calls for service. According to the International City/County Management Association (ICMA) Center for Public Safety Management, "Police service workload differentiates from calls for service in that calls for service are a number reflecting the incidents recorded. Workload is a time measurement recording the actual amount of police time required to handle calls for service from inception to completion." Without having the metrics and learning about alternative strategies for handling calls for service, I believe it is unwise to add $1.1 million to our police budget; furthermore, it is essential to remember in the fiscal year 2021-2022, the City Council allocated over $7.9 million to resorting police staffing. Our city should make data-informed decisions on our public safety and not base decisions on tradition and previous staffing levels.
Jeremy Wilson, Professor, and Director of the Police Staffing Observatory at the University of Michigan State, has also written extensively on this issue. I strongly recommend you read his article published in The Community Policing Dispatch e-newsletter of the US Department of Justice, Office of Community Oriented Policing Services (COPS Office), titled "Reframing the Police Staffing Challenge: Strategies for Meeting Workload Demand." https://cops.usdoj.gov/html/dispatch/about.html While strategies incorporating police in our Bicycle and Pedestrian Master Plan to improve bicycle and pedestrian safety have been completed, efforts such as creating an action plan to receive recognition as a Bicycle Friendly Community by the League of American Bicyclists have not been met. The proposed budget does not address the challenges we faced this past fiscal year regarding bike and pedestrian safety. According to our Local Roadway Safety Plan, between 2016 and 2020, on average, 12 people were killed each year in Oxnard in a traffic collision. People walking and biking were involved in 17 percent of total collisions but 39 percent of Killed or Severely Injured collisions. There is currently no dedicated city staff person dedicated to coordinating active transportation. The city should invest in an active transportation specialist and work to create safer streets and improve quality of life. The City of Ventura has an Active Transportation Specialist who helped the city earn a Bronze status from the League of American Bicyclists. As we continue to improve city services, we should consider improving safety for those who walk and bike in our community.
Respectfully,
Bryan Rodriguez
He/Him/Él
University of California, Berkeley 24'
Bachelor of Arts, Political Science
[email protected]
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Police agencies routinely speak about “recommended officers per 1,000 population” or a “National Standard” for staffing, or comparisons to other municipalities.
There are no such standards. Nor are there “recommended numbers of “officer per thousand”. Nor is it useful to make comparisons with other communities.
The International Association of Chiefs of Police (IACP) states; “Ready-made, universally applicable patrol staffing standards do not exist. Ratios, such as officers-per-thousand population, are totally inappropriate as a basis for staffing decisions.” Joseph Brann, the first Director of the COPS Office and retired chief of police in Haywood, California wrote in “Officer’s per Thousand and other Urban Myths” appearing in ICMA’s PM Magazine,
“A key resource is discretionary patrol time, or the time available for officers to make self-initiated stops, advise a victim in how to prevent the next crime, or call property owners, neighbors, or local agencies to report problems or request assistance. Understanding discretionary time, and how it is used, is vital. Yet most departments do not compile such data effectively. To be sure, this is not easy to do and, in some departments’ may require improvements in management information systems.” Staffing decisions, particularly in patrol, must be made based upon actual workload and very few police agencies have the capability of conducting that analysis. Once an analysis of the actual workload is made, then a determination can be made as to the amount of discretionary patrol time should exist, consistent with the community’s ability to fund.
ICMA’s team of doctoral level experts in Operations Research in Public Safety have created in The ICMA Patrol Workload & Deployment Analysis System ©the ability to produce detailed information on workload even in those agencies without sophisticated management information systems. Using the raw data extracted from the police department’s CAD system our team converts calls for service into police services workload and then effectively graphs workload reflecting seasonally, weekday / weekend and time of day variables. Using this information the police department can contrast actual workload with deployment and identify the amount of discretionary patrol time available (as well as time commitments to other police activities.
Police service workload differentiates from calls for service in that calls for service are a number reflecting the incidents recorded. Workload is a time measurement recording the actual amount of police time required to handle calls for service from inception to completion. Various types of police service calls require differing amounts of time (and thus affect staffing requirements). As such, call volume (number of calls) as a percentage of total number of calls could be significantly different than workload in a specific area as a percentage of total workload. The graph following sample graph demonstrates this difference in units.
Determining Police Staffing & Deployment
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Calls for Service vs. Workload
Arrest
Agency assist
Crime
Directed patrol
General
Investigations
Juvenile
Suspicious
Traffic
34.3%
13.5%
2.2%
18.4%
12.7%
0.2%
13.4%
1.7%
3.7%
21.3%
10.7%
2.1%
16.7% 13.2%
0.1%
26.6%
1.4%
8.0%
Call Activity Workload
ICMA has found that the most effective way to manage operations, including public safety, is to decisions based upon the interpretation and analysis of data and information.
To achieve this, a data analysis of police department workload, staffing and deployment will be conducted. By objectively looking at the availability of deployed hours and comparing those to the hours necessary to conduct operations, staffing expansion and/or reductions can be determined and projected. Additionally the time necessary to conduct proactive police activities (such as directed patrol, community policing and selected traffic enforcement) will be reviewed to
provide the city with a meaningful methodology
to determine appropriate costing allocation
models.
Further, we will review existing deployment,
particularly of the patrol force, to determine
appropriate staffing levels throughout the day with
particular attention to the size and number of
patrol zones or beats.
Understanding the difference between the various
types of police department events and the
staffing implications is critical to determining
actual deployment needs.
Data Analysis
This portion of the study will look at the total deployed hours of the police department with a comparison to the time being spent to currently provide services. The analysis will 5 / 6
review response times both cumulative as well as average for all services. In addition, a documentation request will be issued to the police department outlining information needed for a full operational review.
The ICMA has assembled a team of experts that are uniquely qualified to extract raw data from Computer Aided Dispatch Systems and conduct comprehensive analysis. The Team will utilize operations research methods in conducting the analysis. This approach is unique in the consulting field and was developed specifically by ICMA.
Workload vs. deployment analysis sample
This is one of the ways we show the amount of available, non-committed patrol time compared to workload. As you can see we break out the various activities, convert them to time and then compare to available manpower. The deployment is based upon actual hours worked.
So in this example, at noon there are approximately 17 hours of work (including citizen initiated & officer initiated calls for services, including traffic) and administrative activities (meals, vehicle, reports, etc.). There are approximately 30 man hours of available resources meaning that at that hour, on average, of the 30 officers on duty 16 are busy on activities.
The area shown in green and brown is uncommitted time. This is the area where staffing decisions impact – it becomes a policy issue as to how much uncommitted time a city wants, and is willing to pay for.
2220181614121086420
60 50
40 30
20 10
0 Hour
Personnel
Extra Patrol
Basic P atrol
Unencumbered Work
A dministrative Work
Self-Initiated Work
O ther-Initiated Work
For more information contact Leonard Matarese, Director of Research & Project Development, ICMA Center for Public Safety Management:
[email protected] or 716-969-1360
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