Finance Chapter 9 Homework City Customer C2c Culture And Improvements Enhance Customerservice And Experiencesupport Citywide Goals

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DESCRIPTION

The Police Department’s mission is to work in partnership with the community to protect life and

property, solve neighborhood problems, and enhance the quality of life in the City of Sacramento. The

Chief of Police is appointed by the City Manager and oversees 1,091 funded positions. Of those,

approximately 700 are filled by sworn officers and approximately 325 are filled by civilians.

Additionally, since 2007 over 200 positions have not been funded or remain vacant due to the City’s

adverse budget conditions. The department is divided into five offices as follows:

 Office of the Chief: Responsible for developing and communicating the vision of the

Department including the Public Information Office, Government

Affairs, Internal Affairs and special projects.

 Office of Investigations: Responsible for developing information leading to the arrest of

criminal offenders, processing warrants, recovering stolen

property, investigating crime scenes, tracking and investigating

gang-related activities, locating missing persons and drug

enforcement and all equipment or evidence in the department’s

custody.

 Office of Support Services: Responsible for the department’s support functions such as the

Fiscal Unit, Personnel Division and Training Unit, the Joint

Powers Authority (JPA), Communications, Records, Fleet,

Technology and Information Services Division.

MORE INFORMATION

Please see the following for more information about the Sacramento Police Department:

Other Information:

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PROGRAM/SERVICE HIGHLIGHTS

 Rapidly answer 9-1-1 emergency calls for service. Answer non-emergency calls for service as

quickly as staffing allows.

 Rapidly respond to emergency calls, crimes in progress, and disturbance calls. Respond to

property crimes, report calls and neighborhood traffic concerns as staffing allows.

OBJECTIVES FOR FY2009/10

 Mitigate, where possible, the effects of resource reductions on crime rates, response times and

customer service.

 Document incidents of property crime.

APPROVED BUDGET/STAFFING CHANGES

Organizational Changes

 Operational and support function realignments have been implemented in FY2008/09 and will

continue into FY2009/10. These organizational realignments are the result of the attrition of two

Deputy Police Chiefs and three Police Captains. The reduction of these senior leadership positions

resulted in an expansion of span of control and oversight responsibilities that will continue for the

foreseeable future.

Service Impacts

As a result of a cooperative agreement between the City and the Sacramento Police Officers

Association (SPOA), a layoff of 67 police officers and a corresponding serious adverse impact on

public safety was avoided. The agreement to defer FY2009/10 scheduled salary increases for SPOA-

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 Increased response times to emergency calls for service, as well as all other call types. The

department’s current emergency response time averages eight minutes, and is projected to

increase to approximately nine minutes.

 Reduced ability to investigate property crimes. While property crimes increased by 9 percent in

2008 over 2007 to 27,553 cases, the department’s reduced staffing resulted in only 9.8 percent of

those cases being assigned to investigators. The percentage of property crimes investigated is

expected to decrease again in FY2009/10.

 Two of the three public service counters were closed in 2008. In FY2009/10, citizens will continue

to be required to travel to Police Headquarters in order to conduct their business.

 Quality of customer service and supervision at the Communications Center will suffer due to a

reduction in front line supervision and mid-manager positions, coupled with the lower experience

level of many of our recently added dispatchers.

Department Budget Summary

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Division Budget Summary

Staffing Levels

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24

SECTION – 24

TRANSPORTATION

Ensure the City’s transportation system supports and enriches the quality of life

for present and future generations.

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DESCRIPTION

The Department of Transportation (DOT) focuses on delivering public projects in a timely manner,

addressing the parking needs of residents and commuters, maintaining transportation infrastructure,

planning for long-range transportation needs and maintaining the City’s urban forest. These services are

provided by:

 Engineering Services: The Engineering Services Division is responsible for funding,

project development, design and construction, survey and inspection,

plan check, and maps.

 Traffic Engineering: The Traffic Engineering Division is responsible for traffic

operations, design, management, studies, entitlements, education

and investigation.

MORE INFORMATION

Please see the following Web site for more information about the Department of Transportation:

PROGRAMS/SERVICE HIGHLIGHTS

 Plan, fund and deliver transportation capital improvement projects such as roads, bridges and bike

paths.

 Prepare the five-year Transportation Programming Guide for prioritization and ranking of transportation

projects.

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 Promote safety programs such as the Captain Jerry Traffic Safety Program (elementary school

children), Neighborhood Traffic Management Program (residential neighborhoods) and the Tony

Pontliana Work Zone Safety Awareness Campaign (motorists).

 Develop and administer transportation policy and plans such as the Pedestrian Master Plan and the

Parking Master Plan.

OBJECTIVES FOR FY2009/10

 Be the leader in regional transportation planning and issue resolution.

 Partner with other departments, agencies and stakeholders in order to provide greater levels of customer

service across the region.

APPROVED BUDGET/STAFFING CHANGES

The Department of Transportation budget will return an additional $2,446,701 to the General Fund

through the unfunding of 25.95 FTE positions, increased General Fund revenues, increased funding

from transportation funds, and increased reimbursements from capital projects. Additionally,

operational enhancements include the transfer of 5.0 FTE from other departments to Transportation for

administrative and technology support, and the addition of 8.0 FTE Parking Enforcement Officers.

Organizational Changes

 A Senior Department Systems Specialist position was transferred from the Department of General

Services to coordinate, manage and enhance the department’s work order and asset management

system. This position is fully funded by Gas Tax and does not impact the General Fund.

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 A Senior Data Entry Technician position, Accounting Technician position and Accounting Clerk II

position were transferred to the Street Services Division from the Department of General Services

to provide administrative and operational support.

 Eight Parking Enforcement Officer positions were added to the Parking Enforcement unit to

increase parking violation enforcement, resulting in a net increase in General Fund revenues.

Service Level Impacts

The unfunding of the 25.95 FTE positions will result in the following service level impacts:

 Increased time needed to develop and implement transportation policy and planning projects.

 Delay in establishing project cost estimates and project development.

 Delay in collection of revenue from meters and repair of parking meters that are out-of-service.

Department Budget Summary

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Division Budget Summary

Staffing Levels

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SECTION – 25

UTILITIES

The Department of Utilities strives to provide high quality, reliable, and

environmentally sensitive water, sewer, drainage, and solid waste services.

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DESCRIPTION

The Department of Utilities provides and maintains water, sewer, solid waste, and storm drainage services

and facilities. These services and facilities are provided for its customers, the ratepayers of the City, and are

in place to safeguard the health and safety of the public, contribute to economic development, and improve

MORE INFORMATION

Please see the following for more information about the Department of Utilities.

PROGRAMS/SERVICES HIGHLIGHTS

The Department of Utilities is an enterprise operation primarily supported by user charges and is organized

by function as follows:

Office of the Director:

The Office of the Director provides overall department policy, program, and planning goals. Key levels

of service are to:

Plant Services:

Plant Services operates and maintains facilities for water production, sewer and drainage pumping,

and wet weather combined sewer treatment. Key levels of service are to:

 Provide reliable water, sewer, and drainage services to our customers.

Engineering Services:

Engineering Services provides engineering support for capital projects, plant and field services units,

and ensures compliance with state and federal regulations. Key levels of service are to:

 Effectively and efficiently manage capital projects.

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Field Services:

Field Services operates and maintains the water distribution system and sewer and drainage collection

systems, as well as associated ditches and levees. Key levels of service are to:

 Provide reliable services to our customers.

Business Services:

Business Services provides fiscal support and customer service for the department. Key levels of

service are to:

 Assist divisions with delivery of services within approved operating budget.

 Develop enterprise fund rates and long-term financing strategies.

Solid Waste Services:

Solid Waste Services provides garbage and commingled recycling collection, lawn and garden refuse

collection and street sweeping. Key levels of service are to:

 Achieve compliance with regulatory requirements.

 Remove and reduce illegally dumped material from the public rights-of-way.

OBJECTIVES FOR FY2009/10

Water Conservation

 Pursue funding for expediting the state-mandated Meter Retrofit Program.

Utilities Rate Advisory Commission

 Continue development of recommendations to the Mayor and City Council and community

outreach efforts on issues relevant to the setting of utility service rates.

Sustainable Waste Disposal

 Explore and evaluate in-region landfills for waste disposal.

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Financing Strategies

 Explore long-range and alternative financing strategies for capital improvements and replacement

of water, sewer, drainage and solid waste systems.

Asset Management Program Development

 Continued development of long-range Capital Improvement Program (CIP) and long-term CIP

finance strategy.

Future Water Supply

 Continue planning and environmental review related to the evaluation of a new water supply to

provide adequate redundancy and supply future growth.

Levels of Service

 Continue ongoing monitoring and reporting of Balanced Scorecard performance results.

 Based on benchmarking and performance results, initiate organizational assessments in areas

identified for improvement.

APPROVED BUDGET/STAFFING CHANGES

Organizational Changes

 Transfer 1.0 funded FTE from the Community Development Department and 1.0 funded FTE from

Parks and Recreation to Utilities to support the Sacramento Area Flood Control Agency (SAFCA).

Additionally, eleven SAFCA positions were formerly included in the Sacramento County budget.

Effective July 1, 2009, SAFCA staffing is being transferred to the City of Sacramento. The 13.0 FTE

positions will be fully offset by funding from SAFCA.

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Department Budget Summary

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Division Budget Summary

Staffing Levels

FY2009/10 APPROVED BUDGET AMENDMENTS

On June 23, 2009, City Council approved a revised two-year overall rate increase for a typical

residential customer for City water, sewer, solid waste, and storm drainage service of 9%. No rate

increase was adopted for storm drainage services. The approved rate increases effective July 1, 2009,

are as follows:

FY 2009/10 FY 2010/11

As a result of the reduced revenues, the Department of Utilities implemented the following operational

and programmatic changes in the FY2009/10 Operating and Capital Program Budgets:

 Reduced funding for water meter program from 5% to 3%;

 Suspended water and sewer funding for economic development CIP;

See the Budget Overview section for the amended budget for each of the Utility funds (water, sewer,

solid waste and storm drainage).

Water service rates: 15% 15%