Council Policy Prioritization: Early Consideration Response Form DKƉƉƌŽǀĂů͗ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺĂƚĞͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ
Department Rules Date Item Department Rep. Name/Ext. Council Member Sponsorship Policy/Ordinance Subject Staff Recommendation܆ GREEN Adopt based on tradeoffs outlined on next page
܆ YELLOW ZĞĨĞƌ to Priority^ĞƚƚŝŶŐ
ŽƌƚŽƵĚŐĞƚ Process
܆ RED Recommend Council not
adopt nominated idea
܆ NEEDS CLARIFICATION OR
MORE TIME TO EVALUATE
Staff Evaluation
/ƐƚŚŝƐĂligned with City Roadmap?
܆ Yes ܆ No
/ƐƚŚŝƐĂlready underway inĂ
DepĂƌƚŵĞŶƚ work plan?
܆ Yes ܆ No
/ƐƚŚŝƐƚime Đritical orĂŶ Ğmergency?
܆ Yes ܆ No
tŝůůƚŚŝƐƌequire substantialƌĞƐŽƵƌĐĞƐ͕
staffing͕ budget͕ŽƌƐƚƌĂƚĞŐŝĐƐƵƉƉŽƌƚ?
܆ Yes ܆ No
Criterion to Determine Scale of Project ComplexityProject complexity is determined by scoring the project in each of the 3 criterions below and then summing the score. a. Low Complexity is a sum of 6 or less.
b. Medium Complexity is a sum of 7 – 9.
c. High Complexity is a sum of 10 or greater.
Total Score =
Scoring Criterion
Low Complexity Medium Complexity High Complexity
Estimated Duration 6 – 9 months ܆ =1 9 - 18 months ܆ =2 More than 18 months ܆ =3 Organizational Complexity(Internal)
Can Easily be Absorbed into Existing Work Plan
܆ =1 Planned Work (Future) ܆ =2 Work Not Currently Proposed ܆ =3 Have staff with required skillset/knowledge
܆ =1 Have staff with required skillset/
requires moderate research
܆ =2 Do not have staff with required
skillsetͬrequires significant
research
3 =܆
Less than or equal 2 staff required
܆ =1 3 - 4 staff required ܆ =2 More than 5 staff required ܆ =3 (External) 1 Additional
Department
܆ =1 2 Other DepartmentƐ Involved ܆ =2 3 or more DepĂƌƚŵĞŶƚs Involved ܆ =3 DEPT.
Required ܆ Airport ܆ Auditor ܆ CMO ܆ OED/CA ܆ ESD ܆ Fire ܆ HR ܆ IT ܆ PRNS ܆ Police ܆ Retirement ܆ Attorney ܆ Clerk ܆ CMO – Budget ܆ Community Energy ܆ Finance ܆ Housing ܆ IPA ܆ Library ܆ PBCE ܆ PW ܆ DOT ܆CMOʹ ŽŵŵƵŶŝĐĂƚŝŽŶƐ ܆ DKʹ City Manager's Office + Police Department Rules Date 9-7-22 C.1 Jim Shannon, Paul JosephAccelerating SJPD Staffing Levels Councilmembers Davis, Jimenez, Cohen
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9 OER
/s/ Lee Wilcox 9/7/2022
AnalysisExplain the rationale for staff recommendation, including any mitigating factors that need to be considered (recent legislative action, significant work plan changes, etc.). Please address the following as well. GREEN LIGHT: The Administration can implement this Nominated Idea under its current work plan. Item should be sent to Council to add to Department work plan. ;ϭͿ,ŽǁǁŝůůƚŚĞ/ĚĞĂďĞĂƉƉƌŽĂĐŚĞĚ͍;ϮͿ If adopted͕ what isŝƚƐ impactĂŶĚͬŽƌtradeoff toƚŚĞ City Roadmap or ƚŽĂDepĂƌtŵĞŶƚ work plan͕ ŝŶĐůƵĚŝŶŐƐƚƌĂƚĞŐŝĐƐƵƉƉŽƌƚ? ;ϯͿWhat is the minimum viable scope to moveƚŚĞ/ĚĞĂ forward and reduceŝƚƐ complexity? YELLOW LIGHT: The Administration recommends Council send this Nominated Idea to the Priority Setting Process due to (describe cost implications, workload impacts, or other factors). RED LIGHT: The Administration recommends Council not adopt this Nominated Idea due to (describe reason implementation would be difficult if not impossible – conflict with other laws, etc.).
The recommended actions receive a “Yellow Light” from the Administration. While the Administration can prepare the requested historical information, and agrees with the goal of reducing mandatory overtime to reduce officer stress/fatigue and sustainably address public safety needs, additional budgeted staffing in 2022-2023 would not result in additional street-ready sworn positions. [Please see the following page]
Analysis (Continued)
The current high levels of overtime expenditures are paid for by vacant sworn and non-sworn positions throughout the Police Department. Reducing the overtime budget and increasing funding for additional budgeted full-time positions would not increase the number of street-ready sworn positions. As of the end of August 2022, the number of filled street-ready sworn positions is 1,032 positions, out of a budgeted sworn staffing level of 1,153 (the additional 20 positions added in the budget are effective October 2022 to coincide with the start of the next academy). Increasing the number of street-ready positions is dependent upon the number of lateral hires and recruits that complete the academy and field officer training. The City and the Police Officers’ Association (POA) are currently in negotiations, which include discussions regarding pay increases and a potential lateral incentive program and it is important that these negotiations be completed prior to the requested analysis.As described in Manager’s Budget Addendum (MBA) #28, Feasibility of Converting Police Department Overtime Budget to Full-Time Sworn Positions*, the ongoing conversion of a portion of the existing overtime base budget of approximately $25 million (5.5% of the Police Department personal services budget) is best considered once the level of sworn operational vacancies have decreased and overtime expenditures are closer to the ongoing budget allocation. It is important to note that, in addition to their approval of 20 new Police Officer positions in the 2022-2023 Adopted Operating Budget, the City Council also approved the ongoing addition of up to a total of 15 sworn and non-sworn positions as part of each subsequent years’ Base Budget and included in future Five-Year Forecasts (MBA #41, Rebuilding the San Jose Police Department**). This addition does not prohibit any additional staffing that may be recommended and/or directed as part of the Proposed Budget development process. *MBA #28, 2021-2022 Budget Process: https://www.sanjoseca.gov/home/showpublisheddocument/74264/637584209156300000 **MBA #41, 2022-2023 Budget Process: https://www.sanjoseca.gov/home/showpublisheddocument/86809/637901537599930000