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. , , . I . .' Mr. Heiss described the different work shifts available, five eight hour days, three twelve hour days and the currently employed four ten hour days, and their financial - impacts, only to make Council aware of the costs of certain policy decisions. If the Department changed to the three twelve hour days shift and had 48 filled Patrol positions which are currently authorized, the Department would be at the 45% level right now with the recommended three CSOs. "Under the more traditional five eight hour days with some arrangements of early reporting and overtime, we could achieve that lower 35% uncommitted time level with 42 filled and reportable Patrol positions. Neither of those are recommendations. Both would require negotiations and policy decisions by the Council. They simply show the impact of scheduling on resource needs and the ability of the Department to deploy people consistent with work loads. And a couple of those approaches really do work better than the four ten plan." Mr. Heiss described the Report's recommendations for the short term: Adopt the 35% minimum uncommitted time level which would be a reasonable goal over the next few years. Additionally the four Community Coordinating Officers do have time they can contribute to the community which supports the threshold target of 35%. He said the best way to do that is to add the four swom officers and three CSOs. Mr. Heiss said the study provides the City with a "detailed road map" on how to achieve its unique goals, and "I hope that the framework and the methodology that we included in the Report and we shared with the Department, becomes a way to revisit this issue every year" so when the Council and the Department looks at staffing issues, "you have a quantitative, objective way to do it." - Mr. Heiss said the study concluded that it was critical for the Department to add three sergeants so "we have the capability to provide both Watch Command and field supervision at least twenty hours a day, seven days a week.... We think from the Patrol effectiveness perspective, the philosophy of Community Oriented Policing program and in controlling City liability, that is a legitimate investment." Mr. Heiss addressed the issues of the investigative workload and traffic enforcement staffing, and how to, overtime, avoid developing position vacancies below the authorized levels which lead to service shortages. Mr. Heiss suggested that eventually the Department should consider adding an investigative officer, a Traffic officer and adopting the philosophy of "overhires." Mr. Heiss said they used comparative analyses of other City's Departments, not incidents per thousand, but how personnel was used in the investigative field and core investigative functions to see if Redwood City needed more Investigative officers. He said the results were mixed, but there are some indications the Department is reaching the point when more Investigative officers might be needed. Mr. Heiss said they decided to focus on Patrol, because that was the most important need, and adding Patrol officers might have some positive impact on investigative work - proactive - SPECIAL COUNCIL MEETING MINUTE BOOK NO. 55 OCTOBER 13, 1997 MINUTES Page No. 567 PAGE 6