HomeMy WebLinkAbout2009-04-29 Packet - SpecialApril 29, 2009
5:00 P.M.
WORK STUDY SESSION
ROLL CALL
2. WORK STUDY SESSION
a. STRATEGIC PLANNING STATUS & DISCUSSION - Councilmember Crane and
Councilmember Rodin: Review of Efforts to-date and Check-in with Council
(30 min.)
b. Strategic Planning Update for Ukiah Police Department (30 min.)
C. City Manager Outline of Key Elements of the 2009/2010 General Fund and
Redevelopment Budgets (30 min.)
d. Further Discussion on Above Topics, as Desired
3. PUBLIC COMMENT
4. ADJOURNMENT
Please be advised that the City needs to be notified 24 hours in advance of a meeting if any specific accommodations or
interpreter services are needed in order for you to attend. The City complies with ADA requirements and will attempt to
reasonably accommodate individuals with disabilities upon request.
Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packet are available for
public inspection at the front counter at the Ukiah Civic Center, 300 Seminary Avenue, Ukiah, CA 95482, during normal business
hours, Monday through Friday, 7:30 am to 5:00 pm
I hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda was posted on the
bulletin board at the main entrance of the City of Ukiah City Hall, located at 300 Seminary Avenue, Ukiah, California, not less than
24 hours prior to the meeting set forth on this agenda.
Dated this 24th day of April, 2009.
Linda Brown, City Clerk
I
2a
April 29, 2009
SUBJECT: STRATEGIC PLANNING UPDATE
Discussion:
Since the City Manager's arrival in May 2008, Strategic Planning Sessions have been held on July 29,
October 29, 2008 and on January 28, 2009.
The first meeting was a general discussion of the strategic planning process. The second meeting was
devoted to discussing budget processes and was based on the commitment the City Manager made to City
Council to give them fall updates on the 08/09 Budget. The October meeting included a roadmap as to how
to achieve a priority-based budget for 09/10.
The third meeting in January was a check-in with more general discussion among staff and with a review of
some City Council protocols and agreements, as well as a review of the Employee Questionnaire Survey
results.
The upcoming meeting on April 29 constitutes the fourth Strategic Planning session this fiscal year, and the
attached materials are provided as review.
Fiscal Impact:
❑ Budgeted FY 08/09 ❑ New Appropriation Fx-l Not Applicable Budget Amendment Required
Continued on Page 2
Recommended Action(s): Discussion led by Councilmembers Crane and Rodin.
Alternative Council Option(s):
Citizens advised:
Requested by:
Prepared by: Jane Chambers, City Manager
Coordinated with:
Attachments: Strategic Planning Documents
Approved: r vt r
Jane Chambers, City Manager
AttucJ-iment # 1
Strategic Planning:
There are three outcomes we hope to achieve as a result of the strategic planning process.
They are:
1. Create alignment among the city council members about their top strategic
priorities for the City of Ukiah;
2. Develop a set of principles for the council members to use to effectively, and
efficiently work together in achieving the strategic priorities; and
3. Identify specific mechanisms for tracking progress with the strategic priorities
over time, and to make the necessary adjustments to achieve those priorities.
At this point in the process, we (staff and council members) have arrived at the following
four strategic priorities for the City:
Strategic Priority 41: The city council and staff work together to create a more
responsive and effective workplace environment.
Strategic Priority #2: Maintain downtown Ukiah's historic place as a regional center for
civic and economic activity.
Strategic Priority #3: Develop a prioritized plan for maintaining and improving public
infrastructure.
Strategic Priority 44: Valleywide planning takes place based on sound planning
principles.
300 SEMINARY AVENUE UKIAH, CA 95482-5400
Phone# 707/463-6200 Fax# 707/463-6204 Web Address: www.cityofukiah.com
City Council Strategic Planning Session
rtes from April 30 - August 16,
Proposed Outcomes:
1. Create alignment among the city council members about the their top
strategic priorities for the City of Ukiah
2. Develop a set of operational principles for the council that will allow..them
to efficiently and effectively work together in achieving and supporting the
strategic priorities.
3. Identify specific mechanisms for tracking these strategic priorities over
time that will allow the council and city staff to make necessary
adjustments to achieve the strategic priorities.
Agreements for April 30th and May 4 t"
• We will focus our work on areas of common ground and work toward
consensus when possible.
® We will focus our disagreements on the ideas, issues and strategies and
not on behaviors and people.
® We will dig down deeper to understand the actual areas of agreement at
the level of experience, data and values.
The facilitators has permission to help focus people back on task if he
feels they are straying off task.
Aril 30th Agenda Sequence
1. Welcome and Framing
A. Review Outcomes
B. Questions and Answers about facilitator
C. Agreements for the process
D. Above and Below the Green Line Model - description of the
strategic planning process in terms of the model
II. Fishbowl Conversation of Department Heads
Understanding the perspectives of staff to begin the process of
strategic planning. Utilize an "inside outside fishbowl".
III. Future State Conversations
B. Positive Vision Process - Workshop Method Process
What are the strategic areas of our focus that only we are in a
position to set and or implement?
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ITEM NO.: 2b
MEETING DATE: April 29, 2009
AGENDA SUMMARY REPORT
SUBJECT: STRATEGIC PLANNING UPDATE FOR UKIAH POLICE DEPARTMENT
Discussion: The Ukiah Police Department has been involved in a strategic planning effort over the last
year. The planning process has included surveying employees of the department, surveying the Ukiah
community, and conducting a key leader forum, where community members helped the department to
conduct a "forces of change" exercise, and to make recommendations for the future.
Before beginning to develop specific measurable goals and objectives with department staff, the department
will be presenting to Council what has been learned through the planning process to date, and seeking any
additional concerns and desires the Council may have as the department begins to develop a long-term
plan.
Fiscal Impact: _
Budget Amendment Required
Budgeted FY 08/09 F-1 New Appropriation Fx-1 Not Applicable
F
Recommended Action(s): No action required.
Continued on Paqe 2
Alternative Council Option(s): N/A
Citizens advised:
Requested by: Chris Dewey, Director of Public Safety
Prepared by: Chris Dewey, Director of Public Safety
Coordinated with: Jane Chambers, City Manager
Attachments: Employee and Citizen Survey Results, Forces of Change Study, Strategic Planning
Presentation.
Approved: Q24'J 7~' ix
Ja hambers, City Manager
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ATTACHMENT
2009
FORCES OF CHANGE
ASSESSMENT
PURPOSE
The purpose of the Forces of Change Assessment is to define the trends, factors and events
that are or will be influencing the safety and quality of life of the City of Ukiah community
and the local public safety system. The forces identified through this process-together with
the results of other Ukiah Police Department Strategic Planning-related Assessments-will
serve as the foundation for the next Strategic Planning phase, Identify Focal Areas. The
intent of this document is to summarize the Forces of Change Assessment conducted during
the Ukiah Police Department's Key Leader Forum.
METHODOLOGY and RESULTS
Sample Selection: A total of 29 key community leaders participated in the Key Leader
Forum. The participants were:
Susan Baird, Member, Mendocino County Public Health Advisory Board
Brian Barrett, Assistant Superintendent, Ukiah Unified School District
Mary Buckley, Executive Director, Plowshares
Jane Chambers, City Manager, City of Ukiah
Craig Davis, Walmart
Porter Dinehart, Executive Director, Project Sanctuary
Rusty Eddy, Vintage New World
Liz Elmore, Chief Professional Officer, Ukiah Boys and Girls Club
Jeff Fowler, Ken Fowler Auto Center
John Graff, President, Employer's Council of Mendocino County
Dina Polking Horne, Former Executive Director, Project Sanctuary
Jason Iverson, Vice Principle, Ukiah High School
Eric Larson, Wagon Sellers Group
Claudia Lavenant, Executive Director, Nuestra Casa
Marty Lombardi, Savings Bank of Mendocino County
John McCowen, Supervisor, Mendocino County Board of Supervisors
K.C. Meadows, Editor, Ukiah Daily Journal
Bert Mosier, CEO, Ukiah Chamber of Commerce
Mark Pardini, Pardini Appliance
Suzanne Pletcher, Executive Director, Leadership Mendocino
Dayle Reed, Manager, Ukiah Food Bank
Kelsey Rivera, Adult Protective Services, Department of Social Services
Tim Rohan, Director of Emergency Services, Ukiah Valley Medical Center
Mark Rohloff, Executive Director, Ford Street Project
Zack Schat, Schat's Bakery
Richard Selzer, Selzer Realty
Santiago Simental, Administrator, Men's Alternative To Violence
Moises Soire, Nuestra Casa
Kerri Vau, Coldwell Banker
Procedure: A special 3-hour meeting was held on March 27, 2009 at the Ukiah Valley
Conference Center. The results of the Ukiah Police Department's Community and Employee
U 20o3 FORCES OF ASSESS ENT
Mob Police Deportment
surveys were first presented by Chief Chris Dewey. The Forces of Change (FOC's)
Assessment was facilitated by Sue Haun of Haun & Associates. Participants were asked to
brainstorm what forces-events, trends or factors-are occurring or might occur that affect
the safety of the community or the local public safety system. In addition to identifying
forces federally, statewide, countywide or within the Greater Ukiah Area, participants were
asked to identify forces within eight (8) external environmental realms:
1. Legal - e.g., increasing number of laws
2. Political/Regulatory - e.g., increasing emphasis on the measurement of outcomes
3. Technological - e.g., increasing use of real-time information for policing
4. Social/Cultural - e.g., increasing amount of violence
5. Economic - e.g., limited funding for public safety
6. Scientific - e.g., DNA identification
7. Environment - e.g., the use of electric cars by law enforcement
8. Ethical - e.g., generational values
A list of each key leader's top 2 FOC's was generated and each FOC was categorized into
one (1) of the above eight (8) environmental realms. Possible impacts - i.e., potential
threats and opportunities - were also discussed as part of the assessment for selected
FOC's.
Limitations: The opinions represented are those of the participants and not necessarily of
the entire Greater Ukiah area or of Mendocino County. Thus, these results are most useful
in conjunction with other supporting data.
RESULTS
A combined total of 19 FOC's were identified (see Table 1) and include those individual
FOC's that appear in multiple environmental realms. A summary of the five (5) Forces of
Change chosen as the most significant is listed in Table 2.
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2009 FORCES OF ASSESSMENT
Ukiah Police Department
Table 2.
Top S FORCES OF CHANGE
1. Economic - Economic Crisis
Threats: Increasing crime rate and the impacts on- police services
Opportunities: Enhanced potential for partnerships and building relationships with
non-profits and other community-based organizations to address
joint issues
2. Social/Cultural - Financial Stress; Loss of Jobs and Homes
Threats: Increasing crime rate and the impacts on police services
Opportunities: To work together more [as individuals and organizations]; Maintain
partnerships such as UPD/Ukiah High School partnership, Community
Center, and Homeless Planning Group; and develop new community
policing partnerships
3. Ethical - Decreasing politeness, integrity and respect
Threats: Increasing lower level crimes such as littering and traffic violations
Opportunities: Solve bigger crimes by solving/decreasing little crimes; Enhance
communication paths with the community so individuals can protect
and police themselves; Enhance youth/police relationships as a crime
prevention method
4. Legal - People Growing Marijuana to Make a Living
Threats: Increasing number of regulations, increasing crime rate, and the
impacts on police services
Opportunities: Job creation; Employment opportunities within the community
5. Technological -Ilse of Technology in Policing [to reduce costs]
Threats: Limited funding for the procurement of technology
Opportunities: Increasing safety through real-time information sharing such as
computers in cars, red light violator cameras, community notification
systems, and crime prevention and neighborhood watch models
7
4TT
Ut(l htt
Ukiah Police Depa0ment
2008 COMMUNITY SURVEY
CITY OF UKIAH
Final Survey Results, januwy2009
BACKGROUND. Thepurpose of this survey was to determine the community'sperception of safety, professionalism of the
Ukiah Police Department, as well as the most sign#icant community safety issues to address. A total of 8,000 surveys were
distributed to all Greater Ukiah residents and business owners during September 2008; a total of 987 (72%) completed surveys
were returned.
SURVEY RESULTS
FREQ.'
%z
1. Within the City of Ukiah, are you a resident, a
Resident
781
79.1%
business owner or both?
Business Owner
61
6.2%
Both
124
12.6%
Other (see description on p. 2)
21
2.1%
Total Respondents
987
100.0%
2. How safe do you feel within the City of Ukiah?
Very Safe
353
36.4%
Moderately Safe
458
47.3%
Somewhat Safe
126
13.0%
Not Safe
28
2.9%
Don't Know
4
.4%
Total Respondents
969
100.0%
3. Do you feel that the Ukiah Police Officers and staff
Very Professional
485
50.3%
behave in a professional manner when dealing with the
Moderately Professional
208
21.6%
public (i.e., respectful, dedicated, committed and
skillful)?
Somewhat Professional
106
11.0%
Not Professional
37
3.8%
Don't Know
128
13.3%
Total Respondents
964
100.0%
4. Overall, how well do you feel the Ukiah Police
Excellent
354
36.6%
Department does in providing services to the
Good
406
42.0%
community?
Fair
94 I
9.7%
Poor
31
3.2%
Don't Know
81
8.4%
Total Respondents
966
99.9%
' The total percent on individual questions does not add up to 100.0% due to round off errors (#4) or because multiple responses were
allowed (#5).
2 Some questions were skipped. As a result, the total number of responde
nts varies on a per question basis.
0 2008 COMMUNITY SURVEY, CITY OF UKIAH - Final Survey Results, January 2009 • Page 2
Ukiah Police Department
SURVEY RESULTS
FREQ.'
%z
5. From the list provided, please circle the three (3)
Gang-related Activity
730
74.8%
mostimportant issues that must be addressed to
Methamphetamines
457
46.8%
improve the safety and quality of life in our
Marijuana
352
36.1%
community.
Homelessness
253
25.9%
Irresponsible Driving
184
18.9%
Vandalism/Grafti
166
17.0%
Drunk Driviug
162
16.6%
Domestic Violence
147
15.1%
Property Theft
105
10.8%
Mental Illness
91
9.3%
Tralc Congestion
83
8.5%
Assault
64 !
6.6%
Public Nuisance
48
4.9%
Park Safety
25
2.6%
Public Intoxication
16
1.6%
Other
74
7.6%
Total Respondents
976
WRITTEN COMMENTS
QUESTION 1 COMMENTS - Other (n=21)
Comments were further descriptions, such as "Homeowner, Senior, Teacher," etc., rather than new categories.
QUESTION 2 COMMENTS - Safety (n=817)
There were three basic areas within which people commented: 1) safety within their neighborhood; 2) safety after
dark; and 3) police visibility, behavior and response time vis-a-vis safety.
STRENGTHS. There were many areas within the Greater Ukiah Area within which people felt safe.
Representative comments included the following:
`7t's a friendly community. I love walking around. "
`7 have never been a victim of crime, but I also do my part to be safe and have an alarm installed. "
`2vly neighborhood is quite safe, but Z also doza'tgo out at night and I don't walk around other neighborhoods. "
2008 COMMUNITY SURVEY, CITY OF UKIAH - Final Survey Results, January 2009 • Page 3
Ukiah Police Department
itily neighborhood is patrolled and T feelgreat about letting my children play freely. "
`The few times I have needed police services, I got an immediate response. "
`The police always seem to be present at any large gathering where there might be trouble. "
`Igo out at different times of the day and night, and always see a police car driving by. I feel they are doing theirjob. "
WEAKNESSES. There were also many areas within the Greater Ukiah Area in which people felt unsafe.
Representative comments included the following:
`Feel safe in the daytime. Don't feel safe at night. [It] depends on the neighborhood. "
'When the sun goes down, the gangs come out. The streets are snot safe at night. "
"(There are] too many homeless bums andgang members. "
`7 used to feel safer but, with the increased violence due to marijuana andgangs, I feel less safe. "
`Marijuana in the residential areas is a dangerous situation. "
`2 worry about meth addicts and backyard marijuana growers moving felony behavior into my neighborhood "
`7ntimidatingyoung adults downtown. "
1 do not see enough patrolling of the czty homes. I see mostly main arteries of driving patrolled "
"Some police can make [the] situation worse. They need to be trained on how to diffuse the `bomb' instead of
encouraging it to explode. "
`Poor re posse time, lack ofjudgment [by officers], bad handling of People when they are stopped "
`Response time is long. Gang activity present. "
The above quotes represent that the issues around lack of safety related predominantly to gangs, drugs, marijuana
growing, homeless, loitering, police aggressiveness, lack of visibility or slow response time. People felt the most
unsafe at night in specific areas of town. For more information, see below.
AREAS WHERE PEOPLE FEEL THE MOST UNSAFE:
AREA
SPECIFIC STREETS IDENTIFIED
ISSUES
South East
E. Gobbi St., Leslie St., Manor Oaks,
Gangs, drugs, marijuana, homeless, traffic,
Residential Area
Village Circle, Main St., Marshall, Grace
speeding, burglary, afraid to go out after dark,
Hudson, Lorraine St., Marlene St., Waugh
poor lighting, fights, drunk in public, noise
Ln., Cooper Ln.
Empire Gardens
Empire Dr., Elm St., Irvington Dr., Capps
Gangs, drugs, marijuana, homeless, speeding,
Area
Ln., Gibson Ln., Garrett Dr., Vinewood
vandalism, prowling, robberies, afraid to go out
Park, N. Bush St., S. Oak St.
after dark
Oak Manor Area
Oak Manor, Pomo Dr., Wyatt, Yaqui Ln.,
Gangs, drugs, marijuana, homeless, neighbor
El Rio St., El Rio Ct., Washo Dr.
problems, loitering, afraid to go out after dark,
vandalisms, thefts
South West
Observatory Ave., Mulberry Ave.,
Gangs, drugs, marijuana, speeding, afraid to go
Residential Area
Washington, Yokayo, S. Dora St., Mill St.,
out after dark, disturbances, loitering/foot traffic
2008 COMMUNITY SURVEY, CITY OF UKIAH - Final Survey Results, January 2009 • Page 4
Ukiah Polite Department
AREA
SPECIFIC STREETS IDENTIFIED
ISSUES
Creekside Ct., Helen Ave., Luce St., S.
Oak St., Mendocino Ave., Rose Ave.
North East
Main St., Joseph St., Ford St., Clara Ave.,
Gangs, drugs, homeless, drinking, speeding,
Residential Area
Sidney St., Myron Pl., Brush St.
afraid to go out after dark, graffiti, skateboarders
Pear Tree Center
E. Perkins St.
Gangs, drugs, graffiti, homeless
Orchard Ave. Area
Warren Dr., Orchard Ave.
Gangs, drugs, traffic congestion
North West
W. Standley St., W. Perkins, W. Clay St.,
Gangs, homeless, drugs, marijuana, speeding,
Residential Area
Walnut, Grove, Pine, Scott, N. Oak St.,
illegal aliens, vandalisms, teens loitering, burglary
Maple, W. Stephenson, Spring, N. Bush
St. , Lookout Dr.
QUES'T'ION 3 COMMENTS - Professionalism (n=430)
There were five basic areas within which people'commented: 1) professionalism/demeanor (respectful,
dedicated, skillful and committed); 2) officer driving habits and role modeling; 3) treatment of different race,
ethnic or age groups; 4) police visibility and response time; and 5) Dispatch.
STRENGTHS. Most people have not had any direct contact with the UPD, not having needed Police services.
Representative comments are from those that have had contact with UPD personnel and included the following:
Waving been the manager- of a mobile home park, we have called the police and found them to be all of the above [i. e.,
respectful, dedicated, skilful and committed]. "
`During the l6years I've lived in Ukiah, whenever I've had to ask for assistance the of cers arrive in very few minutes. "
`A lady ran into 4 cars stopped at a light and they were there really fast and the report was very thorough. "
"Our home was broken into. The thieves were found in 48 hours. Great job. "
`At events such as concerts and chili cook off, they are friendly but professional; good combo. "
`2 work with many law enforcement agencies and UPD is absolutely the best , every way. "
`7've seen officers be respecfd even when they were being verbally abused. "
"fYle don't have very many occasions where we see the police but the newspaper coverage is always positive. [I] think
this is very important; itgives people con idence and a positive reaction. "
Officers that were specifically positively acknowledged (between questions 3, 4 and 5) were: Det. Marsh, Officer
Shapmire, Sgt. McQueary, Capt. Taylor, Chief Dewey, Officer Young, Officer Porter.
Other the other hand, many-to-most of the positive comments about the professionalism of officers were
qualified as follows:
`7 have had wonderful encounters with Ukiah Police being both he pful and re pecful. There ire also some
individuals on the task force I find offensive. "
U 2008 COMMUNITY SURVEY, CITY OF UKIAH - Final Survey Results, January 2009 • Page 5
Ukiah Police Department
`Most officers are all the above. There are a couple that are cocky and jerks. You know who they are. "
'With 9 or 2 exceptions, the attitudes of most officers are effective and professional. "
`7f[Officer Name Omitted] is gone the ratinggoes up! He is bad news."
`There are two police officers thatget carried away or mean withyoungpeople. "
`Depends on the officer: Some are very professional, others need to develop some people skills. "
`2t depend on the officer. [Officer Name Omitted], for example, has a reputation for being overbearing. [A different
Officer Name Omitted] is hated hyyoung people for his attitude. "
"Officer Name Omitted] is rude; doesn't listen; her overall attitude is `inyour face; ' not, T m a City Policeman, how
can I be of assistance?' But, `I'm a cop!"'
Officers that were specifically negatively mentioned (between questions 3, 4 and 5) were: new/young officers,
and 4 specifically named officers.
WEAKNESSES. Negative comments focused on varying professionalism between officers. When specified,
new officers, and 4 specifically named officers were mentioned as the offending officers (rather than the whole
department). Criticisms of officers focused on a limited few that were not "modeling" the law, not obeying
traffic laws, speeding (without lights and siren), not signaling, etc. Other criticisms of a limited few had to do
with negative demeanor such as being rude, overly aggressive, disrespectful, unfriendly, having a superior
attitude, being condescending, assuming everyone's a criminal, etc. Other criticisms had to do with treatment of
specific race, ethic or age groups such as "bullying young people." Representative comments included the
following:
In non-emergency situations, I frequently see UPD driving much too fast or talking on cell phones while driving not
stopping for pedestrians. "
`Need to follow laws to gain the respect of the public. "
2 hear reliable stores of His
anics being treated poorl "
`Young officers are very inconsiderate to people with mental problems, grilling them like they are criminals; very rude
and overbearing attitude toward these ill people; "
They are ofterr `heavy handed' when dealing with young people. They resort to a `lock-down' mentality; poor personal skills. "
1 had to call the police to get some older kids off of our property; they were harassing my step-son. The dispatcher
was so rude. I told her that if she didn't like to hep people she should not be in that position. "
`The dispatchers are very unprofessional and very disrespectful. "
Note that the poor driving habits of officers, the varying professionalism among officers, being rude, overly
aggressive, disrespectful and having a superior attitude were the issues most frequently cited in the responses.
QUESTION 4 COMMENTS - Overall Rating (n=322)
The comments in this section were repetitive vis-a-vis question #3 regarding overall professionalism; the same
issues were repeated regarding officer driving behavior, the varying level of professionalism/ demeanor among
officers and discourteous service from dispatchers. What was different about this question is that people
0 2008 COMMUNITY SURVEY, CITY OF UKIAH - Final Survey Results, January 2009 • Page 6
Ukiah Police Department
responded with what they would like to see emphasized or added, in terms of UPD services (for more
information, see Weaknesses below).
STRENGTHS. Representative comments that do not duplicate comments in question #3 included the
following:
`Keep zrp thegood work, we need all ofyou. Bless each and everyone ofyou. "
`Quick to respond, courteous in general, professional. "
'We live very near Todd Grove Park and are quite happy with how the police handle park events. "
"Sometimes fair. Need more bilingual officers. School programs are great. Annual Report brilliant!"
"I especially appreciate Chief Dewy's involvement with the GRIP program I also very much appreciate the School
Resource Officer. "
`Always responsive to calls - seems they arrive just moments after a call. I think they genuinely care about the people
they protect and assist. "
`I recently had a wonderful experience. My car had a flat tire and a police officer very nicely he ped me move my car to
a safe place and fixed my tire. "
WEAKNESSES. Representative comments that do not duplicate comments in question #3 included the
following:
`Need more officers 2417 to provide for more security and patrol services; more foot patrol./"
`Instead of just patrolling State Street, trying to catch drunk drivers; I wish fojcers] would patrol down the smaller
streets, behind businesses, down alleys and other common places where illegal activity happens. Please serve the public,
not just the financial interests of the police department. "
`I would like to see a greater presence in residential patrol. I realitie this takes mal power away from other areas, but
I suspect there is a fair amount of drug dealing in residential areas because there is a lack of presence. "
you/ to patrol Oak Manor Park more often. "
"Usaless called, we rarely see a patrol car; [we need
"[Patrol officers] need to be on the road more, issuing tickets for traic violations. "
"[The police] couldn't hep me with my neighborsgrowing and smoking pot. "
`I would like to see Neighborhood TY>atch' re-activated in my neighborhood, as well as in other neighborhood. "
"Only having 3 officers in the city on a night shifit in a gang-ridden town is totally unacceptable and dangerous to the public. "
`7 feel the UPD does agreat job overall. I do feel improvement needs to be made on patrolling residential streets such
as Oak for speed violations. People drive at very unsafe speeds on residential thoroughfares, which is a true threat to
public safety. Frequent and consistent patrolling of such streets will not only cut down on the number and frequency of
violation as offenders come to reali xe that the speed limit in residential ,ones will be enforced, but will also increase
revenue. Thank you foryourgood work and for listening to our concerns. "
In summary, respondents indicated they would like to see more of the following:
• more police visibility, in general (more residential car patrols, more bike patrols and add foot patrols);
® more and/or more consistent enforcement of the laws associated with traffic, bike, safety, and parking;
® more effort to address gangs and related activity;
® more positive interaction and involvement with youth; and
® improved officer attitudes /demeanor (more polite, respectful, etc.)
2008 COMMUNITY SURVEY, CITY OF UKIAH - Final Survey Results, January 2009 • Page 7
Ukiah Police Department
QUESTION 5 COMMENTS -Additional Issues Identified (n=191)
Most comments related to question 5 were more specific examples of the issues-categories that were already
provided (see page 2). For example, one issue identified was "talking while driving" which is part of the
Irresponsible Driving category rather than a new issue; drug dealing and growing is more specifically part of
either the Methamphetamines or Marijuana categories. There was only one issue that was separate from the
issues already listed, and that was "panhandling." This differentiation prompted the awareness that people often
confuse homelessness and panhandling. There were otherwise no new issue areas identified in the comments.
There were many "thank you for asking" comments and additional comments of appreciation, such as "keep up
the good work."
A
Ol
iR
c.
Ukiah Peace Department
So
BACKGROUND
UKIAH POLICE DEPARTMENT
2008 EMPLOYEE SURVEY
Final Survey Results, October 2008
The purpose of this survey was twofold.-first, to determine the perception of staff in terms of community safety, professionalism of the
department as a whole, and most signcasat community safety issues to address; second, to solicit staff input on the strengths and
weaknesses of the department, workload and possible foci to enhance Safety, Professionalism and Community Service. A total of 47
surveys were distributed to all Ukiah Police Department staff (32 Sworn Officers and 15 otherprofessional staff during August
2008; a total of 33 (74%) completed surveys were returned.
SURVEY RESULTS
%
Total
Count
1. How safe do you think citizens are who live within Ukiah?
Tl'eg Safe
25.7%
9
Moderately Safe
60.0%
21
Somewhat Safe
14.3%
5
Not Safe
0.0%
0
Don't Know
0.0%
0
Total
35
2. Do you feel that the Ukiah Police Officers and staff behave
Very Professional
62.9%
22
in a professional manner when dealing with the public (i.e.,
Moderately professional
34.3%
12
respectful, dedicated, committed and skillful)?
Somewhat Professional
2.9%
1
Not Professional
0.0%
0
Don't Know
0.0%
0
Total
35
3. Overall, how well do you feel the Ukiah Police
Excellent
57.1%
20
Department does in providing services to the
Good
40.0%
14
community?
Fair
0.0%
0
Poor
0.0%
0
Don't Know
2.9%
1
Total
35
4. From the list below, please circle the three 0 most
Assault
0.0%
0
important issues that must be addressed to improve the
Gang-related Activity
94.3%
33
safety and quality of life in our conunuruty.
Vandalisns/Graffti
11.4%
4
Traffic Congestion
0.0%
0
Domestic Violence
17.1%
6
Irresponsible Driving
2.9%
1
Marijuana
60.0%
21
continued on the nextpa
ge
,
Public Intoxication
0.0%
0
Ukiah Police Department
UKIAH POLICE DEPARTMENT 2008 EMPLOYEE SURVEY - Final Survey Results, October 2008
Propel y Theft
Drunk Driving
Methamphetamines
Park Safety
Homelessness
Mental Illness
Public Nuisance
Other
Total
5. How would you rate your current morale (job motivations) Very High
level? Moderately High
Neutral
Low
Very Low
Total
6. In your opinion, how effective is the department in doing the following things?
Sliphth Not at all
Responding to employee ideas and
suggestions
Listesaisag to employee ideas and
suggestions
Communicating important information
through appropriate channels
Treating employees fairly and consistently
Recogniti ng the need to improve working
conditions
Praising employees for work well done
Providing appropriate training
Providing informative and hepful work
evaluations
Involving employees in decisions that
impact them
Involving employees in research and
planning
Promoting our work plan and product to
the public
Other
3
22
3
2
8
19
3
2
7
19
5
2
15
13
5
1
9
18
6
1
15
13
4
1
7
15
7
3
8
19
3
2
9
19
4
2
6
13
9
3
3
19
7
0
0
1
0
0
%
Total
Count
0.0%
0
11.4%
4
57.1%
20
0.0%
0
34.3%
12
2.9%
1
0.0%
0
5.7%
2
35
37.1%
13
48.6%
17
8.6%
3
5.7%
2
0.0%
0
35
Don't Know
Total
Count
5
35
3
35
2
35
1
35
1
35
1
34
2
34
3
35
1
35
4
35
6
35
1
2
0 UKIAH POLICE DEPARTMENT 2008 EMPLOYEE SURVEY - Final Survey Results, October 2008
Ukiah Polito Deepariment
7. If you are a sworn officer, during the course of an average work week, how much time do you spend on the
following?
Less than 25%
25%
Up to 50%
Up to 75%
Total/
of the time
of the time
of the time
of the time
Avg.
Responding to Calls For Service
8
6
6
2
22
Proactive En forcementActivities
8
5
6
3
22
Positive Police Contacts With Citif ens & Businesses
6
4
2
8
20
Case Documentation, Reports 6- Evidence
4
5
9
4
22
8. Please rank the top 3 activities from the list below that you think should be the focus of
Total Count
Ranldng
the department based on our values - Safety, Professionalism, Community Service.
Increase ability to analyze crime problems and safety of citizens, and
25
1
evaluate the strategies used to address them.
Increase police presence in the neighborhood.
14
2
Increase the level ofinvolvement by neighborhood residents. -
12
3 tie
Improve communication amongpolice personnel.
12
3 tie
Identification of at-risk individuals.
11
4
Increase level of collaboration with other town departments or agencies.
7
5 tie
Increase level of collaboration with area businesses.
7
5 tie
Focus on more nuisance and minor crime-related problems.
4
6
Other
4
7
Total Respondents = 35
cZ L~ vzz.fz.
ITEM NO.: 2c
MEETING DATE:
April 29, 2009
AGENDA SUMMARY REPORT
SUBJECT: CITY MANAGER OUTLINE OF KEY ELEMENTS OF THE 2009/2010 GENERAL FUND
AND REDEVELOPMENT BUDGETS
Background: As the City Council is aware, the FY 2009/2010 will be challenging as the City continues to
confront the impacts and issues generated from the world wide recession, with its particular impacts on tax
revenues for the State of California, counties, school districts, and municipalities. These challenges are in
addition to those the City has faced throughout all of fiscal year 2008/2009.
At its strategic planning meeting of October 29, 2008, the City Council received and discussed an 8-month
roadmap that was to lead to the development of a 2009/2010 general fund budget. At that time, the
financial forecast for the City included an estimated general fund deficit of about $700,000. The discussion
involved steps that the City staff and Council would take together to mitigate this $700,000 deficit for the up-
coming 2009/2010 budget, and to put into place financial planning tools that would assist both City Council
and staff in reducing the deficit between revenues and expenditures in the general fund.
However, even as the meeting was being held that evening, the economy around the country, and in our
own community, was at the brink of a major melt-down that took place over the course of the next couple of
months, and has continued throughout the early months of 2009.
As it became clear that the City faced much more than a $700,000 deficit for 2008/2009, and there would be
no early recovery from the economic events unfolding, the City Council acted upon staff recommendations
to take the following actions:
Request all full-time employees to take a 5% salary reduction for the whole of the last quarter of the
fiscal year, basically April through June, of 2009. All employee groups, with the exception of IBEW, which is
in current contract negotiations, were asked, and accepted, the 5% reduction. This reduction has been
implemented.
Eliminate positions and reduce the work force through layoffs. These actions were taken, and
included some 17 positions, effective March 31, 2009.
Recommended Action(s): Receive Report
Alternative Council Option(s):
Citizens advised:
Requested by:
Prepared by: Jane Chambers, City Manager
Coordinated with:
Attachments:
Approved:'
Jane Chambers, City Manager
Subject: Outline of Key Elements of the 2009/2010 General Fund and Redevelopment Budgets
Meeting Date: April 29, 2009
Page 2 of 4
Staff reduced expenditures throughout the organization, and put some projects on hold in order to
achieve savings in the general fund to off-set the continuing loss of revenues being experienced.
The City Council authorized the City Manager to conduct a study of revenues and expenditures
forecasts for a five year period, to help inform the City Council and staff as to expected resources over the
next several years. This study has been completed and a report made to the City Council on its findings.
The City Council adopted budget guidelines for 2009/2010, and they formed the basis upon which
the city staff approached the 2009/2010 budget. These guidelines are:
• Target cuts in spending to generate a 10% General Fund balance for year end 2009/2010
• Restructure city staff, through layoffs and reorganization, to adjust service levels for positions
funded through the general fund, consistent with goal of achieving a 10% General Fund balance.
• Prepare recommendations for retention or elimination of programs and services based on the
resources available to effectively deliver the program and/or service.
• Identify proposed reductions in costs and service levels provided by the Museum, and work with
the Museum Guild to address increased private support for this activity.
• Propose fees to cover 90-100% of program and administrative costs for recreation services
• Propose fees to cover 100% of program and administrative costs for Golf, and Conference Center
activities.
• Modify open swim program hours for the 2009 season to compliment day camp activity and to
recoup costs of swim staff through services offered.
• Apply personnel cost reductions in a method that promotes equity across all departments and
labor groups, honoring existing labor agreements where feasible and promoting balance
throughout the organization in sharing work force and/or pay. reductions.
• Use the City Council's adopted priority objectives as a guide in recommendations for programs and
services to be funded in the 2009/2010 fiscal year: These are:
o City Council and staff work together to create a more responsive and effective workplace
environment
o Maintain downtown Ukiah's historic place as a regional center for civic and economic
activity
o Develop a prioritized plan for maintaining and improving public infrastructure
o Valleywide planning takes place based on sound planning principles
Discussion:
The 2009/2010 General Fund and Redevelopment Budgets will be presented to the City Council for its
review and consideration in early May. It should be noted and kept in mind that all numbers related to the
General Fund budget are subiect to some changes when the three utility budgets are completed. Staff does
not expect these changes to significantly alter the fundamental budget proposals herein. Highlights of these
budgets include the following:
Subject: Outline of Key Elements of the 2009/2010 General Fund and Redevelopment Budgets
Meeting Date: April 29, 2009
Page 3 of 4
1. The General Fund budget will reflect more than a $2M reduction in expenditures. Overall, including
all funds, the budget will reflect a reduction of 35,696 work hours (man-hours) for the organization.
2. The General Fund budget is balanced within about $350,000. This $350,000 largely represents the
cost of living (COLA) increases scheduled for employee groups for October, 2009.
3. The City Manager will recommend that negotiations be opened with all labor groups to reduce the
deficit so that the COLA's are deferred and/or mitigated. These negotiations would take place in
the months preceding October, 2009 in order to avoid and/or-mitigate this additional expense in the
2009/2010 fiscal year.
4. The General Fund budget as presented achieves a 10% General Fund balance for year end
2009/2010.
5. A transfer of one-time funds from the Special Projects Reserve (699 Fund) has been used to help
achieve both the general fund balance and reduction of expenditures. The transfers are from funds
that have not previously been assigned to specific projects. The transfers avoided further
reductions that would have been necessary in fire services and general government services for
fiscal year 2009/2010, had this one-time use not applied. The use of these funds will be explained
during the budget presentation.
6. The Police budget has been prepared contingent upon receipt of stimulus funds through the COPS
program. If these funds are not received for 2009/20010 an alternative source of revenue has been
identified and will be discussed with the City Council during the budget process.
7. Staff will recommend that the balance of projects in the Special Projects Reserve fund (699) be
assigned as part of the Capitol Improvement Projects budget, or returned to the General Fund for
other use.
8. Staff reorganization throughout the General Fund budget is extensive. It includes reorganization of
the parking enforcement, code enforcement, and animal control. These functions will be performed
by Community Service Officers (CSO's). These CSO's will work under the direction of the Police
Department. Additional staff re-organization in the police department includes elimination of a clerk
position.
9. Reorganization includes administrative reorganization in the City Manager's office. One person will
assume all of the duties of City Clerk, (JoAnne Currie). One person will assume all of the duties of
Executive Assistant to the City Manager, and will perform deputy city clerk duties as necessary
(Linda Brown). The City Clerk will assume some duties related to reception and complaint
resolution at City Hall. The Executive Assistant will assume duties related to assisting two
additional executive team members (in addition to the City Manager), complaint resolution, budget
and staff report reviews. Other reorganization includes the assignment of current administrative
support staff to wholly support the operations of public works (1 FTE), and community development
(1 FTE).
10. Reorganization includes establishment of a staff to specifically perform Redevelopment duties.
This will be reflected in both the Redevelopment budgets and the General Fund budgets. This
reorganization requires no additional employees, and utilizes existing staff resources in a new way
to conduct pending redevelopment projects. Elements of this reorganization include:
a. Re-establishing an Assistant City Manager position. This position will be re-established at no
additional cost in salary. This position will be largely supported through Redevelopment, and
will spend 80% of time focused on this function. The remaining time will support the City
Manager and provide supervision to the department of Community Services, and oversight
and direction to Information Technology (IT).
b. The Director of Community Services position will be vacated. Future elimination of this
Department Head level position by consolidation of functions may be proposed for the
2010/2011 budget, depending upon additional re-organization in the 2009/2010 year.
c. Organization to provide for staff to address housing projects and issues. These will be
conducted by current planning staff members.
d. The Community Development Director will provide oversight and direction to the Economic
Development Manager and to the Project/Grant Administrator, as well as housing efforts, and
will work with and coordinate redevelopment activities with the Assistant City Manager.
Subject: Outline of Key Elements of the 2009/2010 General Fund and Redevelopment Budgets
Meeting Date: April 29, 2009
Page 4 of 4
e. This model of having the redevelopment activity supervised and performed under the
direction of the Community Development Director, and with the participation of an Assistant
City Manager largely involved in conducting overall redevelopment activities, is a common
model for many smaller cities. It should provide Ukiah with a focused team of individuals to
conduct and carry out the critical redevelopment activities on the horizon for this community.
11. Consolidation of re-organization related to both safety and risk management is included in the
general fund budget. These functions will be absorbed and performed through the Human
Resources Department.
12. The proposed General Fund and Redevelopment Fund budgets provide for restoration of full pay
levels in the 2009/2010 fiscal year, with no anticipated furlough time- off or closures of City Hall.
However, it is anticipated that an increase of 10 to 15 percent in health care premiums will impact
employee pay.
13. In order to achieve effective operations with use of smaller staff resources, lunch-time closures
limited to one hour may be utilized in some departments, along with deployment of increased staff
ratios for high traffic times, to provide walk-in customer service levels matched with demand. In
addition, the Police Department may utilize limited partial day closures on Mondays to complete
weekend paperwork deadlines from court and other authorities.
14. Museum, recreation, swim programs, golf and conference center activities for the 2009/2010 fiscal
year have been budgeted for under the policy guidelines adopted by the City Council. This results
in some concerns for the long term that city staff will discuss with the Council during budget review.
15. City staff will recommend to the City Council that it undertake a rigorous and through look at the
purpose, roles, and work product of all existing Commissions and Committees during the months of
July and August, 2009. While these advisory groups play an important citizen advisory role for the
City Council, and all have contributed to the quality of life in the City, the City may now lack the
financial means to support all of these groups.
16. Staff resources currently used to support all nine or more advisory groups have been reduced and
redirected as a result of the 2009/2010 budget. The resources have been applied to on-going
operations and priorities. As a part of the Council's deliberations on this matter, the Council can
consider recommendations for consolidation, elimination, and/or re-assignment of commission and
committee duties that would be consistent with legal requirements, staff and financial resources, as
well as achievement of Council priority goals. After a process of study and review, the City Council
can make choices about how best to proceed with commissions and committee assignments in a
way that makes the highest and best use of the limited staff resources available to support
important citizen advisory functions.
Fiscal Impact:
The overall fiscal impact of the 2009/2010 General Fund and Redevelop budgets is that a severe reduction
in revenues has been addressed by a reduction in expenditures that includes elimination of some 20 or
more positions throughout the organization, and a reduction of over 35,000 work hours, as well as reduction
in expenditures for operations. The budget adheres to the goal of achieving a 10% general fund balance.
Although many operations were examined during the budget process, more remains to be accomplished in
the upcoming year to prepare for the 2010/2011 fiscal year. Additional cost savings will be necessary in
2009/2010 to achieve a balanced budget for the 2010/2011 fiscal year. However, very substantial steps
have been taken with this 2009/2010 budget to address the fiscal constraints faced by the organization.
Budgeted FY 08/09 F1 New Appropriation ® Not Applicable F1 Budget Amendment Required