AGENDA #2i(1)

BUDGET WORKING PAPER

TO: W. Calvin Horton, Town Manager

FROM: Gregg Jarvies, Interim Chief of Police

SUBJECT: Possible Cuts in Police Department for FY 2000-2001

DATE: May 17, 2000

The recommended operational expenditures (non-personnel) in FY 2000-2001 for the Police Department are $884,890. This total is 15% higher than the FY 1999-2000 total of $765,747.

Operating Budget Operating Budget

FY99-2000 FY 2000-01 Difference Difference (+ 2%)

$765,747 $862,890** $97,143 $112,458

The difference in the operating budgets between this year and last is due principally to the following:

Ø An additional $88,352 in the vehicle replacement fund for purchasing police vehicles.

Ø In the past eighteen months the fees for most of our service and maintenance contracts, totaling approximately $120,000, have increased from three to seven percent, increasing this year’s expenditures for those accounts by approximately $7,000.

**This figure does not include $22,000 in projected additional program expenditures for Project Turn Around. Those expenditures would be offset by increased revenues resulting from program fee increases.

Three options for reducing the operating budget by $97,143:

OPTION A:

Reductions:

1. Assume responsibility for evening and weekend animal control services from the Animal Protection Society (savings: $9,000).

2. Eliminate the purchase of 17 police vehicles under the Vehicle Replacement Program (savings: $88,350).

Impact:

(1) Assuming responsibility for evening and weekend animal control services would result in officers handling approximately 500 animal-related calls, including the need to transport animals in police vehicles to the animal shelter.

(2) A one-year delay in purchasing 17 police vehicles would result in a long-range disruption of the vehicle replacement cycle, resulting in increased maintenance costs and higher replacement costs in the future.

OPTION B:

Reductions:

1. Reduce supply and capital accounts by 10% (savings: $12,000)

2. Eliminate the purchase of 11 police vehicles under the Vehicle Replacement Program (savings: $54,000).

3. Reduce expenditures for uniform purchases by 60% (savings: $21,000).

4. Reduce downtown security monitor hours by 20% (savings: $12,000).

Impact:

(1) Funds to purchase supplies such as ammunition, replacement weapons, statute books, fingerprint and photography supplies would be reduced.

(2) Delaying the purchase of 11 police vehicles for one year would minimize the overall impact as described in Option A but would still result in higher maintenance and replacement costs over the life of the replacement cycle.

(3) The impact of this reduction would be a one-year delay in the replacement of all uniform apparel for 40 uniformed officers, and a delay in the purchase of 25 bulletproof vests.

(4) The number of hours provided by downtown security monitors during the year would be reduced from 6,000 to 4,800.

OPTION C:

Reductions:

1. Assume full responsibility for animal control services from the Animal Protection Society (savings: $44,000).

2. Reduce supply and capital accounts by 10% (savings: $12,000).

3. Reduce the training budget by 10% (savings: $4,000).

4. Eliminate medical exams for sworn employees (savings: $7,000).

5. Eliminate the purchase of 6 vehicles under the Vehicle Replacement Program (savings: $30,000).

Impact:

(1) Elimination of the Animal Control Services contract would result in officers handling approximately 2,000 animal-related calls, including the need to transport animals in police vehicles to the animal shelter.

(2) Funds to purchase supplies such as ammunition, replacement weapons, statute books, fingerprint and photography supplies would be reduced.

(3) In-service and mandatory training would have to be streamlined or eliminated.

(4) Approximately 20 officers would not receive medical exams and vaccinations.

(5) Delaying the purchase of 6 police vehicles for one year would minimize the overall impact as described in Options A and B but would still result in higher maintenance and replacement costs over the life of the replacement cycle.

Three options for reaching a net 2% reduction in the FY 2000-2001 operating budget ($112,458):

OPTION A:

Reductions:

1. Assume responsibility for evening and weekend animal control services from the Animal Protection Society (savings: $9,000).

2. Eliminate the purchase of 17 police vehicles under the Vehicle Replacement Program (savings: $88,350).

3. Reduce expenditures for uniform purchases (savings: $15,000).

Impact:

(1) Assuming responsibility for evening and weekend animal control services would result in officers handling approximately 500 animal-related calls, including the need to transport animals in police vehicles to the animal shelter.

(2) A one-year delay in purchasing 17 police vehicles would result in a long-range disruption of the vehicle replacement cycle, resulting in increased maintenance costs and higher replacement costs in the future.

(3) The impact of this reduction would be a one-year delay in the replacement of all uniform apparel for 40 uniformed officers, and a delay in the purchase of 10 bulletproof vests.

OPTION B:

Reductions:

1. Eliminate the Animal Control Services contract (savings $44,000).

2. Eliminate the purchase of 11 police vehicles under the Vehicle Replacement Program (savings: $54,000).

3. Reduce supply and capital accounts by 10% (savings: $12,000).

4. Reduce the training budget by 10% (savings: $4,000).

Impact:

(1) Elimination of the Animal Control Services contract would result in officers handling approximately 2,000 animal-related calls, including the need to transport animals in police vehicles to the animal shelter.

(2) Delaying the purchase of 11 police vehicles by one year would minimize the overall impact as described in Option A but would still result in higher maintenance and replacement costs over the life of the vehicle replacement cycle.

(3) Funds to purchase supplies such as ammunition, replacement weapons, statute books, fingerprint and photography supplies would be reduced.

(4) In-service and mandatory training would have to be streamlined or eliminated.

OPTION C:

Reductions:

1. Eliminate uniform purchases for all officers (savings: $36,000).

2. Eliminate the purchase of 6 vehicles under the Vehicle Replacement Program (savings: $30,000).

3. Reduce supply and capital accounts by 10% (savings: $12,000).

4. Reduce downtown security monitor hours by 20% (savings: $12,000).

5. Assume responsibility for evening and weekend animal control services from the Animal Protection Society (savings: $9,000).

6. Eliminate medical exams for sworn employees (savings: $7,000).

7. Close Graham Street Substation (savings: $7,000).

Impact:

(1) The impact of this reduction would be a one-year delay in the replacement of all uniform apparel for all uniformed officers, including all bulletproof vests.

(2) Delaying the purchase of 6 police vehicles for one year would minimize the overall impact as described in Options A and B but would still result in higher maintenance and replacement costs over the life of the replacement cycle.

(3) Funds to purchase supplies such as ammunition, replacement weapons, statute books, fingerprint and photography supplies would be reduced.

(4) The number of hours provided by downtown security monitors during the year would be reduced from 6,000 to 4,800.

(5) Assuming responsibility for evening and weekend animal control services would result in officers handling approximately 500 animal-related calls, including the need to transport animals in police vehicles to the animal shelter.

(6) Approximately 20 officers would not receive medical exams and vaccinations.

(7) The substation on Graham Street, which serves as a neighborhood meeting place to interact with officers, would close.