HomeMy WebLinkAboutAgenda Item - 2009-04-13 11111
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CITY OF LAKE OSWEGO
COUNCIL REPORT
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TO: Jack D. Hoffman, Mayor
Members of the City Council
Alex D. McIntyre, City Manager
FRCM: Dan Duncan, Police Chief
Leslie Taylor, LOCOM Communications Manager
SUBJECT: Analysis of LOCOM and CCDM Dispatch Services and Costs
DATE: April 13, 2009
City Council requested staff to provide an analysis of the benefits and costs associated with
contracting with Clackamas County Communications (CCOM) for the City's emergency dispatch
services. The following is a summary of the service levels and estimated costs to the City of
Lake Oswego comparing LOCOM emergency dispatch services to the services that would be
provided by CCOM.
Governance
With LOCOM, the City of Lake Oswego maintains control for establishing policies, direction,
and standard of service for emergency and non-emergency calls for service. The City does not
have to adjust its policies and procedures based on other agencies' priorities or standards.
Service is provided at the level expected by citizens in the community.
9-1-1 and Non-emergency Call Answering Service
Customer service starts with answering the phone. LOCOM answers all of its calls directly and
quickly. Clackamas County, Washington County and the City of Portland all employ automated
cell filters on their 9-1-1 lines, which can result in callers using a cell phone having to press an
additional button or provide additional information. If a dispatcher is not available, callers can
be put into a queue until a dispatcher is available. Callers can either wait until someone's
available or hang up and try again. Queuing can result in abandoned calls, repeat attempts,
and customer dissatisfaction.
Non-emergency calls to LOCOM are answered promptly by City dispatchers with a desire to
provide quality customer service. This is not possible with CCOM. Non-emergency calls are
answered when time permits. CCOM dispatchers may not be able to provide the same level of
service commitment and likely will not have the level of knowledge of Lake Oswego and the
needs and expectations of our citizens.
LOCOM/CCOM Analysis
April 13, 2009
Page 2
Police Officer Safety
The ratio of police officer to dispatcher for LOCOM is 8:1, and for CCOM, it's 25:1. The lower
ratio for LOCOM allows for better assistance, tracking of personnel and quicker response time
for requests. LOCOM provides near immediate response to routine queries for officers in the
field. Thus, there is no need to wait "in line", which happens at CCDM.
Firefighter Safety and Operations
Again with LOCOM, the firefighter to dispatcher ratio is low as compared to CCOM. The lower
ratio provides for better tracking of personnel and quicker response time for requests. LOCOM
uses a local physician advisor for emergency medical dispatch protocols. CCOM uses a
national system. LOCOM provides for immediate implementation of operational directives for
Lake Oswego Fire. Under CCDM, changes in operational directives would be much less timely
and effective.
Staff Continuity
Emergency dispatch agencies are typically understaffed and often experience a high degree o{
turnover. LOCOM, however, has an excellent record for retaining its staff. CCOM has been
short staffed with a large overtime budget for over 20 years. LOCOM's average tenure is
currently over 12 1/2 years.
Support services
LOCOM provides extensive research in multiple databases for officers in the field, which
furthers the investigation of crimes, allows for timely apprehension of suspects and helps to
prevent mistaken identity arrests. CCDM provides only checks for warrants, stolen entries,
driving status, and limited research if time allows. All other research must be performed by
individual officers.
LOCOM provides almost immediate record entry into the State and National law enforcement
databases, including warrant confirmation, missing children and stolen vehicle entry. CCOM
does not make records entries. These entries are made by the Clackamas County Sheriffs
Records Division along with computer entries for all other agencies in Clackamas County. Both
Federal law and Lake Oswego Police policies require that missing children be entered into the
national database within four hours of the report. Currently, LOCOM makes this vital entry
immediately to the report. CCDM does not enter missing children into the system as that
responsibility rests with the records division of the Sheriffs Office. This would become the
responsibility of Lake Oswego Police if the City was under CCOM.
LOCOM also provides alarm monitoring, animal control, parking, and code enforcement
dispatching. These are all quality of life issues for the community. CCDM does not routinely
provide these services. LOCOM is also an active and important participant in the City's
Emergency Operations Center (EOC). LOCOM provides immediate updates to the City's data
files and protocols and thus, can respond immediately to officer's data and public records
requests. CCDM requires a lengthy process to do this. LOCOM provides technical support for
the hardware and software components of CAD and mobile data computers. CCDM does not
provide support for mobile data computers.
County and Region-Wide Asset
LOCOM and CCOM are trusted and tested partners, backing each other up as needed for
disaster recovery plans, ensuring the safety of citizens and employees in compliance with
industry standards for backup systems. It would be detrimental to lose the immediate hot
LOCOM/CCDM Analysis
April 13, 2009
Page 3
backup we can currently offer our users and citizens. LOCOM is a regional partner in the
Portland Dispatch Center Consortium working collaboratively to provide more seamless 9-1-1
and dispatch services between jurisdictions. Also, LOCOM is the only center that currently
operates dispatch consoles on both regional 800 radio systems: City of Portland and the
Clackamas 800 Radio Group, which is important for providing redundancy in communications
for a radio system failure. CCOM does not have this capability.
Staff Commitment and Public Service
LOCOM employees take pride in providing a high level of customer service. LOCOM's
employees have both a demonstrated commitment to the City and its citizens, and a wealth of
knowledge about the service area, the community, and City employees. LOCOM employees
routinely assist with non-emergency questions and inquiries as well as helping citizens find the
appropriate resources or phone numbers if their situation doesn't require police or fire
assistance. Both West Linn and Milwaukie contract for LOCOM services in part because of the
service provided by LOCOM dispatchers.
LOCOM and its staff is an integral part of the overall public safety team in Lake Oswego. This
team approach provides for effective and efficient communications and the high quality of
emergency response that Lake Oswego citizens have come to expect.
Funding
LOCOM's annual budget is approximately $2.02 million. Revenues include:
$1,170,000 City general funds
$606,000 Inter-agency user fees from West Linn and Milwaukie
$200,000 State 9-1-1 average tax revenues
A preliminary estimated cost to Lake Oswego to use CCOM services is $485,000. Total City
cost today would be $485,000 less $200,000 in State 911 tax revenues, or $285,000. Thus, the
additional annual cost to the City for the services provided by LOCOM is approximately
$885,000.
1110:4F.4fregj
POLICE 22825 Willamette Dr.West Linn Oregon 97068 telephone: (503) 655-6214 fax: (503) 656-0319
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West Linn
•
February 17, 2010 .,
S° 1ti \14'Chief Dan Duncan—Lake Oswego Police Department c3)
380 A Avenue oy?►>
PO Box 369
Lake Oswego, OR 97034
Chief Duncan,
On behalf of the West Linn Police Department I want to express our sincere gratitude for your
department's assistance when my department suffered the unexpected death of Officer John Satter.
I know that most of your department knew John personally and your department was very aware of the
impact it had on our employees when John lost his battle to cancer. Your department stepped up
without being asked and covered the City of West Linn and took all calls for police service on two
separate occasions. Once when John took a turn for the worse and was rushed to the hospital and on
the day of his memorial service. You have no idea how much we appreciated your compassion and
allowing our on duty officers to see John in his final days as well as allowing our entire department
attend his memorial service.
Words cannot express the gratitude owed to the Lake Oswego Police Department and I speak for all of
the men and women of the West Linn Police Department when I offer your department our sincere
thank you. If there is anything that the West Linn Police Department can do for you in the future, please
do not hesitate to ask.
Sincerely Yours;
Terry Timeus—West Linn Chief of Police
Cc; City Manager Alex McIntyre
CITY OF TREES, HILLS AND RIVERS • W E S T L I N N O R E G O N . G O V
Lake Oswego Police Department:
Proposed Centennial Changes
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Presented to the Lake Oswego City Council
Chief Dan Duncan, Det. James Peterson, Det. Kevin Webb
July 21, 2009
Lake Oswego Police Department
Centennial Changes
Badge Design
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The gold and silver badges will be for the Chief, Captains, Lieutenants,and Sergeants
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The silver badges will be for Officers, Detectives,Traffic Officers,and Community Service Officers
Lake Oswego Police Department
Centennial Changes
Patch Design
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Lake Oswego Police Department
Centennial Changes
Service Stripes
An Officer earns one stripe for every 5 years of service
Lake Oswego Police Department
Centennial Changes
Sergeant Stripes
Lake Oswego Police Department
Centennial Changes
Cost Analysis
Patches:
2000 patches (total order) at $0.47 per patch = $940.00
Patch Switch Out:
600 patch replacements done by Gina's Cleaners at si.00 a patch = $600.00
Badges:
70 badges at $6o per badge = $4,200.00
Sergeant Stripes:
ioo sergeant stripe patches at $2.18 a patch = $218.00
Service Stripes:
moo service stripes at $o.6o each = $600.00
Total Cost: $6,558.00
. s • .
Memorandum
To: Chief Dan Duncan
CC: Captain Mike Hammons/Captain Don Forman
From: Lt. Doug Treat
Date: 03/20/2009
Re: No Training Officer Position
Chief,
In response to your question of what training would look like without a training officer. Let me
first review some specific tasks/areas the training officer position is responsible for:
1. Citizen Academy, this is a 9 month event where citizens meet once a month and
learn not only about law enforcement but the criminal justice system in Clackamas
County. We do this in concert with four other agencies.
2. National Night Out, an annual event celebrating community and police relationships
3. Public Safety Training Council board member/liaison
4. Annual Emergency Vehicle Operation Course (EVOC) development/training
5. Annual Active Shooter development/training
6. New Officer Orientation
7. Field Training Officer(FTO) coordination in conjunction with Program Coordinator
(Sgt. Douglas)
8. Review of OSHA compliance and training
9. Liaison with Fire department and coordinated training responses to mutual incidents
i.e. crashes/active shooter etc.
10. Liaison with other agencies to reduce training costs and promote coordinated in-
service events.
11. Annual review of use of force/keeper of use of force reports
12. Annual review of all pursuits/keeper of pursuit reports
13. Central point of contact with all training instructors and program heads i.e. Firearms,
EVOC, Defensive Tactics (DT) etc
14. Reviews training needs, training development and instructor development
15. Draws upon the many personal relationships within the metro area to provide quality
specific training with no cost to the department, i.e. safety bag toss, bomb training,
deaf/mute training etc.
16. Mutual assistance as our training position will help others in return for their
assistance at our specific training
17. Research into training models/cutting edge training programs
1
March 20, 2009
Currently we have a centralized training officer. He is heavily involved in providing
mandated, quality, training at the lowest possible cost both in instructor/location fees and
overtime. The training officer position is the catalyst for making sure we are compliant and
dedicated to the training function. In addition to overseeing training and being the point of
contact that dedicated position is also an Emergency Vehicle Operation Course (EVOC),
Firearms, Taser, Pursuit Intervention Training (PIT), Building Searches, Active Shooter,
Officer Survival/Skills, and Shied instructor. The training officer position is also the new
officers' first contact with the department and provides 1-2 weeks of orientation per new
officer. The training officer position is also the keeper of records and provides remedial
training in any basic skill documented in a Daily Observation Report (DOR) that needs to be
addressed with a new officer.
Without a training officer position centralized planning of training will cease. There will be
less training as programs fall through the cracks or the dedicated oversight is now an after
thought. Dividing the training officer's position responsibilities' among the Sgt's will require
more coordination among the supervisors and an increase in overtime expenditures as the
Sgt's now take over the planning as well as instructing of training events. Coordination of
events such as the Emergency Vehicle Operation Course (EVOC) is incredible time
consuming due to the coordination of many agencies and instructors in order to dramatically
lower the training costs. This will require a Sgt. no longer spending time overseeing the road
but to now spend their time coordinating events. Training cost will increase as the dedicated
training position no longer is available to instruct the many disciplines he is currently a part
of. The instructor will now need to be replaced through either shift adjustment or overtime to
cover the training the instructor will continue to instruct and or be required to perform.
Losing the position will have a dramatic impact on our customer service levels as more
events, such as the Citizens Academy, will cease. We will not be able to dedicate or adjust a
person to cover such a time consuming event. This will be in direct contrast to what our
Strategic Plan dictates. Records keeping will be spread out, training will not be coordinated,
training levels will decrease to a minimum mandated level, current overloaded positions will
only see an increase in tasks as a 40 hour position is spread to a small number of people.
This will also impact the Field Training Officer (FTO) coordinator position and officer
orientation. As you well know the Field Training and Evaluation Program (FTEP) is an 18-20
week program not counting 16 weeks of the basic police academy.
2
Memorandum
To: Chief Duncan
From: Lieutenant Jorgensen
Date: 03/20/2009
Re: Reduction of School Resource Officer Position
Chief Duncan,
I have been asked to address the impact of losing our current position of School Resource Officer. In
reviewing this I have found that there are some very tangible consequences of this decision and some
that are more subtle. I will try and address both of these issues.
Currently we have one School Resource Officer(SRO)who is responsible for 9 Elementary Schools
and 2 Junior High Schools.He also helps out at the 2 High Schools in a limited role. The duty of the
SRO is one of education in the schools. They teach a variety of topics in the classes these topics
include,but not limited to; Stranger Danger, Halloween Safety, Safe Touching, Drug and Alcohol
Education,Mock Trials,Driver Education Classes,as well as other Law Enforcement subjects.For
the current school year the SRO will teach about 675 classes,mostly in the elementary schools,but
will also teach a limited number of classes in the High Schools and Jr.Highs.
The SRO is also a very important liaison between the schools and the police department. We
currently receive about 3 DHS(Department of Human Service)referrals per week that are generated
from the schools by mostly teachers or administrators.These referrals are Child Abuse Investigations
that need to be looked into by our department. Since the Schools are mandatory reporters by law
anytime they have any information that would lead them to believe a child is endangered or harmed
they have to report it to DHS. DHS then refers the case to local law enforcement.Having an SRO
assigned to the schools allow for a very quick,professional response to these referrals by a Police
Officer that is known,not only by the school,but by the family too.
This contact is also very important in communicating between the two organizations.We are able to
coordinate responses to school events and be proactive in planning for them.The SRO is the primary
person that attends these events and is the Officer that people look for there.This year the SRO
attended all the High School football games and attended a number of the dances that were held after
those games. This included the first game that was held at the Lakeridge field.
The SRO also is able to build relationships with the students and parents in our community.It shows
both that the Police Department is taking an active role in the community and cares about the students
and issues that are important to them and their families. It opens the lines of communication at an
early age with the kids and gives them an idea about Police Officers and gives them a positive role
model.
1
March 20, 2009
The SRO is also responsible for a number of community events and meetings.This past year the SRO
participated in a number of PTO like meetings where information was shared between him and the
parents of a number of schools,once again building relationships.He is involved with LOABC which
is a community organization that builds assets between the City, Schools and Businesses in the
community.He takes an active role in the summer CSI camp that the Parks Department helps
organize with the help of the SRO.This is a weeklong camp that gives the kids in the community an
opportunity to do some police like work.These activities includes,fingerprinting,footprint casting,
blood spatter patterns and other fun activities.This has been well received and the Parks Department
has asked for a second class for this coming summer.
Our current SRO has only been in his role for a little over a year.He took the place of an SRO that
was greatly loved and appreciated by both the community and the School District. In the past we have
learned that it usually takes a few years for the School District to adjust to a new person in that
position.Our current SRO has overcome this issue and has built numerous bridges with both the
School District Administration and the Schools.The intangible and subtle role that the SRO does is
almost as important as the tangible role that he/she brings to the position.
I hope this helps in the decision making process that we are currently going through. If there are any
questions I would be happy to answer them.
2
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Lake Oswego Police Department
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Police Parking Assessment
June 01 , 2009
Overview:
There are a number of issues regarding Police vehicle parking at the
current City Hall location. The most important issue is removing the police
vehicles from the underground City Hall parking structure due to the
potential damage/loss of the police fleet if the building were to collapse
during a significant seismic event. A committee was established to identify
possible locations for a secure police vehicle parking site outside of the
underground parking structure. The committee was comprised of Sgt. Scott
Thran, Officer Mike Brady, Officer Nathan Burk, Community Service
Officer Wendy Svaren, along with diagram contributions from Officer Jeff
Oliver.
Two possible secure parking sights were identified and detailed below.
The two locations are hereto referenced as: Option #1-Third St. &
Evergreen St. and Option #2-Lower City Hall Parking Lot. It was the
committee consensus that the Third St. & Evergreen St. vacant lot is the
most feasible option at this time.
Police Fleet and Current Parking:
The Lake Oswego Police Department has 33 police vehicles that,
currently utilize 1 I dedicated police parking spaces, 7 under the building and
4 outside, none of which are secure. The additional police vehicles utilize
open parking spaces, generally in the underground City Hall parking
structure, the outside City Hall parking, and occasionally on the residential
streets of 4th Avenue and Evergreen Street. Uniformed Officers prefer to
park in the underground parking structure because their police vehicles are
closer to the sally-port, where their equipment bags, shotguns, radars, and
road flares are stored. Officers are required to load and unload equipment
into their patrol vehicles daily and this task becomes more burdensome and
time consuming the farther away the vehicles are parked. It is also helpful at
the beginning of each shift for officers to easily locate their police vehicle
when dynamic situations arise.
Current Police Fleet:
33 Vehicles (11 dedicated parking spaces)
13 Patrol vehicles
10 Traffic vehicles (including 3 motorcycles and 1
scooter)
5 Detective vehicles
1 School Resource vehicle
3 Administration vehicles
1 Property van
Contributing Information:
SERA Architects and Consultant Team, during an evaluation of City Hall,
issued a Remediation and Analysis Report in January 2007 that noted several
building and parking deficiencies that affect the Police Department. These
issues include:
1) The City Hall building is not built to current code. The building is
inadequate to resist earthquake forces and would perform poorly in a
seismic event.
Because many of the police vehicles park in the covered parking
structure a failure of the building could cause significant damage to the
police fleet. During such an event the Police Department's vehicles could be
damaged or trapped and unable to exit the underground parking structure.
Under this type of scenario the police department's ability to respond to calls
for service would certainly be negatively affected.
2) While a portion of the spaces at City Hall are located under cover,
there are no spaces that have perimeter security. The Police Department's
city-assigned vehicles, including patrol cars, should be located within a
secure perimeter These vehicles do not require undercover parking, though
it is preferred.
3) There are currently 138 parking spaces available at City Hall to
meet the needs of all departments that reside within the building, including
staff and visitors. In order to meet current code requirements, 20 additional
parking spaces are needed
Dedicating any additional Police Department parking spaces within the
current City Hall parking areas would result in a significant loss of open
parking spaces available for all other city departments.
Current distribution of City Hall parking
spaces:
138 Total Parking Spaces
117 Open Spaces
39 Under Cover
68 Outside
10 Upper Lot
11 Police Spaces
7 Under cover
4 Outside
5 Handicap (Upper Lot)
5 Special Use
Police Parking Needs:
• Minimum of 32 parking spaces to accommodate entire police fleet.
Most police vehicles, including all unmarked vehicles, are equipped
with emergency lights and a siren. All vehicles are considered essential and
could be utilized in the event of a natural disaster or other significant event.
A secure parking area that doesn't accommodate the entire fleet would mean
the overflow of police vehicles would continue to park among the open City
Hall parking areas and be susceptible to damage if the City Hall building
were to collapse during a seismic event.
• Storage building for equipment (Approx. 8`x20`or comparable square
footage).
Patrol officers generally must load and unload at least one equipment
bag, two long guns, and a radar unit into and out of their vehicles every work
day. Usually this means two trips to and from the building while loading the
vehicle and two trips while unloading. Even when the patrol vehicles are
close by, under the current parking situation, this task takes several minutes.
Designating a police parking area away from the underground parking area
will increase the distance the vehicles are from the building and therefore the
time it will take officers to load and unload their vehicles. Having a secure
equipment building in the designated police parking area will allow officers
to store their equipment bags near the vehicles and help minimize the time
needed for loading and unloading of vehicles. Long rifles and less-lethal
shotguns would continue to be stored within the police facility and sally-port
area.
• Retention of one underground dedicated police parking space.
One dedicated police parking space would need to be retained near the
sally-port area for prisoner/custody transports purposes. Although the sally-
port will accommodate one vehicle there are times, especially on Municipal
Court days, when there is a court transport, a custody arrest, and/or a suspect
interview at the facility at the same time. The dedicated underground
parking space would be utilized when the sally-port is occupied.
• Covered parking area.
Although a covered parking area would not be required it would be
desirable for the marked patrol vehicles. A covered parking area would
provide shelter from the elements while officers load and unload vehicles.
This shelter will also help protect the vehicles from constant exposure to the
elements.
• Secure fencing/walls and access gates/door(s).
Security fencing/walls range from basic cyclone fencing to solid
concrete block walls. The perimeter security/fencing should be at least six
feet tall. With either police parking option, there will most likely need to be
two electric gates for vehicle entrance/exit as well as at least one pedestrian
access door.
Secure Parking Options:
Option #1 - Third St. & Evergreen St. (recommended option)
This location is currently a vacant city owned lot at the Southeast
corner of Third Street and Evergreen Street. The lot is currently used as an
unofficial neighborhood dog park.
Pros
• Would meet goal of removing police vehicles from underground
parking and be a secure lot.
• Parking lot entrance/exit for police vehicles would not be impacted by
City Hall building debris in a major seismic event.
• Would eliminate current parking shortage at City Hall.
• Would be built to suit needs.
• Would decrease on-street parking generated by City Hall.
• Minimal disruption to City Hall parking during construction.
• Secured lot would allow for storage of some equipment (Officers duty
bags) in separate storage shed.
• May allow for possible growth needs.
Cons
• Most expensive/cost.
• Large project that would require design, permitting, inspection, site
preparation, erosion and sediment control measures, excavation,
paving, drainage, fencing, entrance/exit gates, electrical, striping,
lighting, landscaping, irrigation, etc...
• Farthest location away from City Hall building.
• Potential negative neighborhood reaction to loss of lot.
• Increased time for Officers to load/unload vehicles with duty bags,
shotguns, AR-15's, radars, etc...to and from sally-port.
See attached sample diagrams (3) for Option #1 - Third St. & Evergreen St.
Third Street
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Option #2-Lower City Hall Parking Lot
This location would require the alteration of the existing lower level
parking area at City Hall. The south part of this parking area would be
fenced off and dedicated for police parking.
Pros
• Less development/cost than the Third St. and Evergreen St. lot.
• Would meet goal of removing police vehicles from underground
parking and be a secure lot.
• Secured lot would allow for storage of some equipment (Officers duty
bags) iriseparate storage shed.
Cons
• Loss of open parking spaces available at City Hall due to increase in
dedicated police spaces as well as a loss of spaces due to lot
alterations.
• Would require major alterations to convert part of the lower parking
lot to a secure police parking area while still allowing traffic flow of
non-police vehicle traffic.
• Lower parking lot may not be accessible for any parking during
construction.
• Current landscaping including large trees may need to be removed.
• With loss of open parking spaces more vehicles would use on-street
parking and this could have a negative impact on area residents.
• Parking lot entrance/exit for police vehicles may still get blocked by
building debris in a major seismic event.
• All police vehicles will be exposed to weather and could increase
maintenance and repair costs (Unless covered by structure).
• Officers will be inventorying patrol vehicles while exposed to weather
(Unless covered by structure).
• Increased time for Officers to load/unload vehicles with duty bags,
shotguns, AR-15's, radars, etc...to and from sally-port.
See attached sample diagram for Option #2-Lower City Hall Parking Lot
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4TH STREET Diagram by Jeff T. Oliver
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