Document elcerrito_gov_doc_438dfd19dc

91 SECTION 6: FIRE DEPARTMENT The Fire Department’s mission is to enhance community safety by reducing loss of life and property and safeguarding the environment by effectively responding to fire, rescue, and medical emergencies, hazardous material incidents, and major disasters. The Department achieves this mission by helping the community reduce the frequency and severity of these emergencies by providing public education programs; reducing threats to public safety by enforcing laws, codes, and ordinances covering fire and life safety; abating identified fire hazards on City, private, and other agencies’ property; and maintaining personnel, apparatus, equipment, and facilities in a constantly ready condition. DEPARTMENT OVERVIEW The Fire Department’s primary responsibility is to keep the residents of El Cerrito and Kensington as safe as possible by developing, providing, and maintaining cost effective fire prevention, fire suppression, and advanced emergency services. The Department operates three fire stations: Station 71 on San Pablo Avenue, Station 72 on Arlington Boulevard, and Station 65 in Kensington. The City contracts with the Kensington Fire Protection District to provide the full range of fire services to the residents of Kensington. This contract increases the level of service offered to both communities. The Department receives payment from the Kensington Fire Protection District for these services. The amount of the contract is proportionately related to the budgeted costs for the Department each fiscal year. Services to the Kensington Fire Protection District represent approximately 30% of the Department’s expenditures. The Department is able to provide a timely and appropriate level of response through automatic aid response agreements with the City of Richmond Fire Department, the Contra Costa County Fire Protection District and the City of Albany Fire Department. These active partnerships utilize the combined resources of all four agencies to serve the area irrespective of jurisdictional lines. Department personnel also assist when requested through the use of the State’s Master Mutual Aid Program and can be sent all over the western states to assist others in need. In addition, the Department staffs one State Office of Emergency Services (OES) engine that can be called upon to respond throughout the State for major emergencies or disasters. All of the aforementioned departments participate in the cost sharing of dispatch and training services. Meeting common staffing, training, apparatus, and performance standards ensures reciprocity of services. Prevention and preparedness are key priorities for the Fire Department. The Department is responsible for the City’s Emergency Operations Center (EOC) and development of the City’s Emergency Operations plan in the event of a major disaster that affects El Cerrito and Kensington. Additionally, the Department runs the very successful Community Emergency Response Teams (CERT) program that trains citizens to be self sufficient in the event of an emergency. The Department also conducts outreach and educational opportunities to residents, ---PAGE BREAK--- 92 businesses, and schools in order to inform the public about fire prevention and emergency preparedness techniques. Organizational Structure The Fire Department’s resources are organized into four divisions: Fire Prevention, Training/EMS, Operations and Support Services. Fire Administration provides management oversight to these four divisions. Fire Prevention Division The Department utilizes a line Battalion Chief as Fire Marshal to oversee the Fire Prevention Division. The full fire prevention program includes development, interpretation, and enforcement of codes; review of construction plans; testing of fire protection systems; abatement of identified hazards; and educational programs for the public. A key component of this fire prevention is vegetation management on City, private, and public lands to minimize the effects of a wildland/urban interface fire and resulting structural conflagration. A Fire Prevention Officer provides code enforcement, specialized inspections, and coordination of the Department’s line and staff prevention duties. Training/EMS Division A significant portion of the Fire Department’s resources are dedicated to the task of maintaining departmental resources in a ready state. A department Battalion Chief serves as the company Training Officer and EMS Director. All personnel must maintain a high skill level for a diverse range of responsibilities. Many of these skill levels must be tested and certified annually. Training is both a daily priority and a program vital to providing reliable emergency services. Complex equipment and apparatus require continual testing and training. The Training Officer also supervises and manages the Emergency Medical Programs which encompass the training and operations of the Department’s EMTs and Paramedics. The neighborhood disaster preparedness component of the Department’s public education program, known as the CERT Program (Community Emergency Response Team), is also managed under this Division. Operations Division Emergency Operations of the Fire Department include controlling and extinguishing fires, intervention in medical emergencies that threaten life and health, and protection of life, the environment, and property from the effects of storm, flood, earthquake, disaster, hazardous chemical releases, and other emergency events. This division assists the Training/EMS Division in identifying and prioritizing the necessary training to provide safe and efficient delivery of service. A line Battalion Chief also manages this division. Support Services Division The Support Services Division is tasked with ensuring that Department facilities, apparatus, and equipment are maintained in a constant state of readiness that includes annual testing, maintenance, and purchasing. This Division is also in charge of the comprehensive administrative reporting system and the Department’s staff level work assignments. ---PAGE BREAK--- 93 Chart 6-1 provides an organizational overview of the Fire Department: Chart 6-1 Fire Department Organization Chart Table 6-1 shows the adopted personnel authorization for the Department. In FY 2014-15 and 2015-16, the overall staffing level will remain the same. This staffing model is designed to assign two paramedic assignments on each responding engine to provide advanced life support services during emergency medical responses. Table 6-1 Fire Department Position Listing FIRE DEPARTMENT FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Battalion Chief 3 3 3 3 3 Battalion Chief/Training Officer 1 1 1 1 1 Fire Captain 6 6 4 4 4 Fire Captain/Paramedic 3 3 5 5 5 Fire Captain/Paramedic/FPO 1 1 1 1 1 Fire Chief 1 1 1 1 1 Fire Engineer 2 2 4 4 4 Fire Engineer/Paramedic 10 10 8 8 8 Fire Secretary 1 1 1 1 1 Firefighter 4 4 5 5 5 Firefighter/Paramedic 5 5 4 4 4 FIRE DEPARTMENT TOTAL 37 37 37 37 37 Fire Chief A Shift Battalion Chief Fire Marshal 71 Captain Paramedic Engineer Firefighter Paramedic Firefighter 72 Captain Engineer Firefighter Paramedic 65 Captain Engineer Paramedic Firefighter Paramedic Fire Prevention Officer Paramedic B Shift Batallion Chief Support Services 71 Captain Engineer Paramedic Engineer Paramedic Firefighter 72 Captain Paramedic Engineer Paramedic Firefighter 65 Captain Paramedic Engineer Paramedic Firefighter Paramedic C Shift Battalion Chief Operations 71 Captain Engineer Paramedic Firefighter Paramedic Firefighter 72 Captain Paramedic Engineer Firefighter Paramedic 65 Captain Paramedic Engineer Firefighter Fire Secretary Battalion Chief/ Training EMS ---PAGE BREAK--- 94 FY 2013-14 ACCOMPLISHMENTS Received a Department of Homeland Security Assistant to Firefighter Grant in the amount of $856,406 for the purchase of a replacement Aerial Ladder Truck Received a Department of Homeland Security Assistant to Firefighter Grant in the amount of $65,338 for the purchase of Automatic Cardiac Compression Devices Received a State Homeland Security Grant for $79,928 for the purchase of Air Bags and Rescue Strut Supports Completed an Insurance Service Office Inc. evaluation of the Fire Department Adopted the 2013 Fire Code with local modifications Chaired the Hills Emergency Forum and continued to strengthen the relationships with Diablo Fire Safe Council and East Bay Regional Parks District Strategic Plan Alignment Table 6-2 shows the services performed by the Fire Department as aligned to the Strategic Plan. Table 6-2 Fire Department Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Disaster Preparedness - CERT Program Public Health & Safety City Ongoing Disaster Preparedness - Emergency Plan Review and Exercise Public Health & Safety Federal Ongoing Emergency Response - All Risk and EMS Response Public Health & Safety City Ongoing Emergency Response - Automatic Aid Agreements Public Health & Safety City Ongoing Fire Prevention - Code Development and Enforcement; Construction Plan Check & Inspection; Fire inspections Public Health & Safety State Ongoing Fire Prevention - Vegetation Management Program Public Health & Safety State Ongoing Fire/EMS Training - Staff Development Public Health & Safety State Ongoing Operations - Continued Evaluation and Adjustment of Programs to Maximize Organizational Effectiveness Public Health & Safety No Ongoing Support Service - Facility and Equipment Maintenance Public Health & Safety State Ongoing Support Service - Grant Writing & Management Financial Sustainability No Ongoing Support Service - Apparatus and Equipment Maintenance Public Health & Safety State Ongoing Support Service - Wellness/Fitness Program Exemplary Services No Ongoing Public education: tours, school/comm. Presentations, Tri- City Safety Day, other events Public Health & Safety No Ongoing Administer Contract to provide fire service to Kensington B City Ongoing ---PAGE BREAK--- 95 Service Indicators Based on a review of Department activities for prior fiscal years, the workload has remained relatively stable. The Department will be able to meet the anticipated workload for FY 2014-15 and FY 2015-16 with current staffing levels as shown in the Adopted budget. Table 6-2 lists six response types, depicted graphically in Chart 6-3: x Fire: Structure fire, fire in mobile property, wildland fire x Emergency Medical Service/Rescue: Rescue, medical assistance, vehicle accident x Hazardous Condition: Toxic condition, electrical arcing, flammable gas or liquid condition x Service Call: Person(s) in distress, water problem, odor problem, unauthorized burning x Good Intent: Hazardous material investigation/no hazard found, EMS call/ patient self transported x False Calls: Unintentional alarm, system malfunction, malicious, bomb scare; no hazard Table 6-3 Emergency Response Workload Response Type 2009 2010 2011 2012 2013 Fires 110 103 113 112 113 EMS/Rescues 1624 1536 1529 1537 1572 Hazardous Conditions 72 64 69 69 56 Service Calls 264 255 256 251 292 Good Intent 605 663 693 835 736 False Calls 148 143 160 172 187 Chart 6-2 Emergency Response Workload 0 100 200 300 400 500 600 700 [PHONE REDACTED] 1100 1200 1300 1400 1500 1600 1700 1800 Fires EMS/Rescues Hazardous Conditions Service calls Good Intents False Calls 2009 2010 2011 2012 2013 ---PAGE BREAK--- 96 Table 6-4 shows that the Department responds to nearly 3,000 calls per year. Fire loss over this five- year period averages $474,530 per year. However, fire loss averages remain very low compared to cities with similar demographics. In 2011, the Fire Department showed a slight increase in fire loss due to a pair of unintentionally caused structure fires for a combined fire loss of $850,000. The Department anticipates that requests for service will remain flat over the next calendar year. Table 6-4 Total Responses, by Year Year Number Dollar Loss 2009 2,823 $367,250 2010 2,764 561,445 2011 2,822 883,950 2012 2,973 428,250 2013 2,956 131,755 Average 2,867 $474,530 Tables 6-5 through 6-8 illustrate the Department’s commitment to continued training and education and public outreach: Table 6-5 Training Hours Type 2009 2010 2011 2012 2013 Medical – EMS 950 887 782 760 690 Operations 13,785 13,882 12,907 12,172 12,510 Physical Fitness 1,285 1,349 1,[PHONE REDACTED] Online 967 815 [PHONE REDACTED] Total 16,987 16,933 15,642 14,737 15,247 Table 6-6 Fire Prevention Activities Inspection Type 2009 2010 2011 2012 2013 Fire Inspections ( Fire Company) 488 440 495 471 602 Mandatory ( Schools/Jails/Convalescents) 18 18 23 23 20 Self-Inspection 202 217 252 254 149 Construction Plan Checks 92 70 59 64 48 Construction Inspections 80 63 232 200 53 Vegetation Management Inspections 12,059 15,351 14,270 14,270 14,270 Vegetation Management Re-inspections 100 237 329 283 113 Total 13,039 16,396 15,660 15,565 15,255 Table 6-7 Current Certifications Held Type 2009 2010 2011 2012 2013 Chief Officer 1 1 1 1 1 Fire Officer 20 22 22 21 21 Firefighter II 34 34 34 33 31 Firefighter I 34 34 34 33 33 Driver Operator I 32 32 34 31 31 CERT Instructors 9 9 10 8 8 Rescue Systems I 25 25 26 27 26 Rescue Systems II N/A N/A 7 10 10 EMT 16 16 16 12 15 Paramedic 18 18 18 18 18 Total 189 191 202 194 194 ---PAGE BREAK--- 97 Table 6-8 Public Education Contacts Contact Type 2009 2010 2011 2012 2013 Station Tours 245 331 150 177 245 Preschool Programs 407 516 477 493 430 Open Houses 400 35 201 147 400 School Age Programs K-4 373 456 830 606 350 School Age Programs 5-8 238 239 672 497 205 Senior Programs 27 58 25 63 29 First Aid/ CPR 59 230 140 169 60 Car Seats N/A N/A 56 49 70 Total 1,749 2,865 2,495 2,201 1,781 ---PAGE BREAK--- 98 FIRE DEPARTMENT BUDGET SUMMARY Fire Department Expenditures All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $7,412,529 $7,749,047 $7,617,213 $7,587,863 $7,837,254 Purchased Professional & Technical Services 28,512 30,618 11,500 21,500 21,500 Purchased Property Services 261,019 331,716 322,183 331,033 322,183 Other Purchased Services 84,975 75,864 81,000 73,000 81,000 Supplies 119,409 111,777 100,096 102,300 107,300 Property & Capital 336,137 36,152 1,088,604 25,000 65,000 Financing Costs 32,140 65,885 129,532 129,533 129,532 Other Financing Uses 2,706,596 2,641,765 70,642 Total Expenditures $10,981,318 $11,042,824 $9,420,770 $8,270,229 $8,563,769 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $7,412,529 $7,749,047 $7,617,213 $7,587,863 $7,837,254 Purchased Professional & Technical Services 27,536 25,799 11,500 21,500 21,500 Purchased Property Services 261,019 331,716 322,183 331,033 322,183 Other Purchased Services 84,975 75,864 81,000 73,000 81,000 Supplies 119,409 111,777 100,096 102,300 107,300 Property & Capital 29,181 29,651 25,000 25,000 25,000 Financing Costs 450 1,000 1,000 1,000 Other Financing Uses 70,642 Total Expenditures $7,935,101 $8,323,854 $8,228,634 $8,141,696 $8,395,237 Grants Fund (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Capital $306,956 $6,502 $1,023,604 Other Financing Uses 2,433,596 2,641,765 Total Expenditures $2,740,552 $2,648,267 $1,023,604 $0 $0 Equipment Replacement Fund (601) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $975 $4,819 Property & Capital 40,000 40,000 Financing Costs 32,140 65,885 128,532 128,533 128,532 Other Financing Uses 273,000 Total Expenditures $306,115 $70,704 $168,532 $128,533 $168,532 Fire Department Revenues All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $2,725,121 $2,754,851 $3,656,611 $2,677,644 $2,681,879 Charges for Services 74,771 88,870 50,000 75,000 85,000 Other Financing Sources 546,000 5,369 70,642 Total Revenues $3,345,892 $2,849,090 $3,777,253 $2,752,644 $2,766,879 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $2,496,321 $2,754,851 $2,703,649 $2,677,644 $2,681,879 Charges for Services 74,771 88,870 50,000 75,000 85,000 Total Revenues $2,571,092 $2,843,721 $2,753,649 $2,752,644 $2,766,879 Grants Fund (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $228,800 $952,962 ---PAGE BREAK--- 99 Other Financing Sources 546,000 70,642 Total Revenues $774,800 $0 $1,023,604 $0 $0 Equipment Replacement Fund (601) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Financing Sources $5,369 Total Revenues $0 $5,369 $0 $0 $0 ---PAGE BREAK--- 100 ---PAGE BREAK--- 101 SECTION 7: POLICE DEPARTMENT The El Cerrito Police Department is committed to safety, service, and enhancing the public trust through professionalism and leadership. The Department’s vision is to continue to foster an environment of collaboration, honesty, and respect with each member of the community, the department, and allied agencies. The Department will represent the highest ideals of public service in carrying out our mission and living our values. The El Cerrito Police Department will be known for its commitment to steadfast compassionate service and vigorous crime fighting. DEPARTMENT OVERVIEW The Police Department provides a full range of services to the community through three Divisions: Administrative and Support Services, Field Operations, and Investigations/Special Operations. These Divisions work in concert to achieve the common mission of efficiently providing professional service delivery of the highest quality, which will form a sense of pride and satisfaction in all members of the community. The City partners with the State and other local agencies to provide services and support the Department in the most cost effective manner. Police dispatch and Records Management are provided through a contract with the Richmond Police Department, while Crime Lab, Animal Control Services, and other specialty services are contracted to Contra Costa County. The Department cooperates with other police agencies and the California Department of Justice to provide a Detective to the West Contra Costa County Narcotics Task Force. The department has an Officer assigned to the Richmond Police Department Crisis Response Team (CRT) as a specialty duty operator. The Police Department also contracts with the State of California for the California Identification System, which utilizes computer technology to evaluate fingerprint evidence to identify criminals. The City and the Department are also active members of the East Bay Public Safety Corridor Partnership. Overall Goals The overall goals of the Department are to enhance public safety by: x Creating a safer environment within the community by enforcing federal, state and local ordinances x Maintaining and increasing effective partnerships with regional law enforcement partners to enhance efficient service delivery x Reducing the occurrence of criminal activity through proactive responses to crime and utilizing social media, public education, and crime prevention x Cultivating and maintaining genuine partnerships with the community x Continuously assessing effective and efficient delivery of service ---PAGE BREAK--- 102 Organizational Structure The personnel of the Police Department are deployed into three Divisions. While each division has different assignments and individual goals, each division is responsible for striving to achieve the Departmental goals which center around increasing community safety. Administrative/Support Services Division Members of this Division are responsible for commanding and supervising personnel, constructing and maintaining budgets, processing of records, internal investigations, recruiting new personnel, training of department personnel and policy making. Field Operations Members of this Division are our front line uniformed personnel responsible for responding to calls for service, documentation, and preliminary investigation of incidents. Patrol Officers provide the first level of traffic safety as well as addressing community “quality of life” issues. Special Operations Members of this Division are responsible for responding to and examining major crime scenes, conducting criminal investigations, providing liaison services to community groups as well conducting proactive investigations into events or circumstances that could negatively impact the safety of the community. Chart 7-1 shows the organizational layout of the Department: Chart 7-1 Police Department Organization Chart Chief of Police Captain Lieutenant Field Operations Patrol Sergeant Patrol Corporal Patrol Officer (16) Police Ofc. K-9 CSO (2 PT) Lieutenant Special Operations / Investigations Detective Sergeant Detective Corporal Detective Traffic /Special Ops Sergeant Community Policing Team Explorers Reserve Officers Traffic Officer CSO (2 PT) VIPS SRO Officer Lieutenant Administrative/ Support Services Records Supervisor Senior Records Specialist Records Specialist Property Specialist Cadets Administrative Analyst ---PAGE BREAK--- 103 Position Listing The total authorized strength for the Police Department is 46 sworn Officers. Table 7-1 shows the current authorized strength of the Department. Not included are the Department’s part-time Cadets. Table 7-1 Police Department Position Listing POLICE DEPARTMENT FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Crossing Guard 0.35 0.35 0 0 0 Community Services Officer 0 0 2.4 2.4 2.4 Parking Enforcement Representative 2.2 2.2 0 0 0 Police Captain 1 1 1 1 1 Police Chief 1 1 1 1 1 Police Corporal 4 4 4 4 4 Police Corporal - Detective 1 1 1 1 1 Administrative Analyst (formerly Executive Assistant) 1 1 1 1 1 Police Lieutenant 3 3 3 3 3 Police Officer 19 19 19 19 19 Police Officer - Detective 4 4 4 4 4 Police Officer - K9 1 1 1 1 1 Police Officer - SRO 3 3 3 3 3 Police Officer - Traffic 3 3 3 3 3 Police Records Specialist 4 4 4 4 4 Police Records Supervisor 1 1 1 1 1 Police Sergeant 4 4 4 4 4 Police Sergeant - Detective 1 1 1 1 1 Police Sergeant - Motor 1 1 1 1 1 Property and Evidence Specialist 1 1 1 1 1 Senior Police Records Specialist 1 1 1 1 1 POLICE DEPARTMENT TOTAL 56.55 56.55 56.4 56.4 56.4 Strategic Plan Alignment Table 7-2 shows the services performed by the Police Department as aligned to the Strategic Plan. Table 7-2 Police Department Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Conduct Patrol Operations and respond to calls for service of emergencies and non-emergencies Public Health & Safety State Ongoing Investigate reported crimes Public Health & Safety State Ongoing Conduct Proactive Traffic Enforcement for vehicle, bicycle, and pedestrian safety. Enforce parking laws. Public Health & Safety No Ongoing Contract with Allied Agencies for services such as Dispatch, Animal Control and Crime Lab services. Use regional approaches to increase readiness and reduce cost. Financial Sustainability No Ongoing Continue to promote the philosophy of Community Oriented Policing and Problem Solving Public Health & Safety No Ongoing Maintain & upgrade equipment and facilities for readiness and response Public Health & Safety No Ongoing Partner across department boundaries and use proven Crime Public Health No Ongoing ---PAGE BREAK--- 104 Prevention Through Environmental Design to reduce crime and victimization & Safety Continue to develop stand-alone readiness through K-9, SWAT, Hostage Negotiation Team, Crime Scene Investigations, and other specialty units. Public Health & Safety Ongoing Develop youth and future employees through the Cadet program, Explorers, and positive community interaction Exemplary Services No Ongoing Strengthen relationships through social media, Citizen Academy, VIPS, Explorer program, special events, Cops and Coffee Exemplary Services No Ongoing Examine an array of data-driven traffic and crime prevention strategies coupled with progressive and creative solutions to reduce crime, the fear of crime, and victimization Public Health & Safety No Ongoing Enhance the transparent dissemination of crime data, crime prevention strategies, community alerts, and marketing through the use of Social Media and commmunity solutions such as: Nixle, Twitter, NextDoor, ATACRaids, etc. Public Health & Safety No Ongoing Continue building relationships and enhancing safety at El Cerrito High School and Portola Middle School via the SRO program Sense of Place & Identity No Ongoing Train employees and maintain disaster readiness including training with Regional and State partners. Public Health & Safety Federal Ongoing Handle evidence and records according to the law and best practices Exemplary Services Federal Ongoing Service Indicators Chart 7-2 shows the total Calls for Service for the past five years. This measurement reflects all Computer Aided Dispatch (CAD) incidents which include calls for police response from the community into the Dispatch center and self-initiated activity by officers in the field. Chart 7-2 El Cerrito Police Dept. Total CAD Incidents / Calls for Service- Past 5 years 24551 25429 23295 23511 24647 12521 12705 10912 12032 12910 0 5000 10000 15000 20000 25000 30000 2009 2010 2011 2012 2013 Total CAD Incidents Calls for Service ---PAGE BREAK--- 105 Charts 7-3, 7-4, and 7-5 depict crime statistics for Part 1 and Part 2 crimes for calendar years 2009 to 2013. Chart 7-3 El Cerrito Police Department Priority One Offenses- Past 5 years CRIME 2009 2010 2011 2012 2013 Average PART ONE VIOLENT CRIMES Homicide 0 0 0 0 0 0 Rape 6 2 3 2 2 3 Robbery 78 75 60 79 63 71 Aggravated Assault 48 46 32 29 29 37 Part 1 (Person) Crimes Total 132 123 95 110 110 PART ONE PROPERTY CRIMES Burglary 215 206 231 243 281 235 Larceny 611 589 588 637 716 628 Motor Vehicle Theft 106 150 111 150 122 128 Part 1 (Property) Crimes Total 932 [PHONE REDACTED] 1,119 Crime total 1064 1068 1025 1140 1229 Chart 7-4 Violent Crimes 5-Year Trend Chart 7-5 Property Crime 5-Year Trend 132 123 95 110 110 0 20 40 60 80 100 [PHONE REDACTED] 2010 2011 2012 2013 (Homicide; Rape; Robbery; Aggravated Assault) 932 [PHONE REDACTED] 1119 0 200 400 [PHONE REDACTED] 1200 2009 2010 2011 2012 2013 (Burglary; Larceny-Theft; Motor Vehicle Theft) ---PAGE BREAK--- 106 POLICE DEPARTMENT BUDGET SUMMARY Police Department Expenditures All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $8,465,399 $8,484,046 $8,690,846 $8,871,376 $9,339,301 Purchased Professional & Technical Services 904,805 911,911 1,108,500 1,144,500 1,218,500 Purchased Property Services 158,400 177,750 157,352 139,100 156,952 Other Purchased Services 118,897 192,163 164,220 154,550 166,270 Supplies 230,238 240,866 213,350 240,700 231,150 Property & Capital 227,458 539,010 185,177 140,000 180,000 Financing Costs 1,219 1,218 Total Expenditures $10,106,417 $10,546,965 $10,519,445 $10,690,226 $11,292,173 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $8,392,480 $8,325,044 $8,620,846 $8,801,376 $9,269,301 Purchased Professional & Technical Services 904,805 911,911 1,108,500 1,144,500 1,218,500 Purchased Property Services 150,940 171,606 146,352 128,100 145,952 Other Purchased Services 118,897 192,163 164,220 154,550 166,270 Supplies 202,720 229,081 201,350 198,700 189,150 Property & Capital 139,422 151,339 142,800 140,000 180,000 Financing Costs 1,219 1,218 Total Expenditures $9,910,485 $9,982,363 $10,384,068 $10,567,226 $11,169,173 Asset Seizure Fund (208) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Capital $36,220 $12,377 Total Expenditures $36,220 $0 $12,377 $0 $0 Vehicle Abatement Fund (209) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Property Services $7,460 $6,144 $11,000 $11,000 $11,000 Property & Capital $51,816 $32,700 Total Expenditures $59,276 $38,844 $11,000 $11,000 $11,000 Grants Fund (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $72,919 $159,002 $70,000 Supplies 27,518 11,785 12,000 12,000 12,000 Property & Capital 354,971 30,000 Total Expenditures $100,437 $525,758 $112,000 $12,000 $12,000 C.O.P.S. Grant Fund (222) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $70,000 $70,000 Supplies 30,000 30,000 Total Expenditures $0 $0 $0 $100,000 $100,000 Police Department Revenues All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Fines & Forfeitures $199,754 $277,222 $290,000 $325,000 $325,000 Use of Money & Property 32,885 26,784 3,000 3,000 3,000 Intergovernmental Revenues 594,495 665,389 547,000 652,000 640,000 Charges for Services 125,385 121,757 129,000 120,000 120,000 ---PAGE BREAK--- 107 Other Financing Sources 900 985 Total Revenues $953,419 $1,092,137 $969,000 $1,100,000 $1,088,000 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Fines & Forfeitures $199,754 $277,222 $290,000 $325,000 $325,000 Intergovernmental Revenues 435,890 470,834 515,000 520,000 520,000 Charges for Services 125,385 121,757 129,000 120,000 120,000 Other Financing Sources 900 985 Total Revenues $761,929 $870,798 $934,000 $965,000 $965,000 Asset Seizure Fund (208) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $32,564 $26,647 $2,000 $2,000 $2,000 Total Revenues $32,564 $26,647 $2,000 $2,000 $2,000 Vehicle Abatement Fund (209) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $321 $137 $1,000 $1,000 $1,000 Intergovernmental Revenues 46,986 25,988 20,000 20,000 20,000 Total Revenues $47,307 $26,125 $21,000 $21,000 $21,000 Grants Fund (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $111,619 $168,567 $12,000 $12,000 Total Revenues $111,619 $168,567 $12,000 $12,000 $0 C.O.P.S. Grant Fund (222) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $100,000 $100,000 Total Revenues $0 $0 $0 $100,000 $100,000 ---PAGE BREAK--- 108 POLICE ADMINISTRATIVE & SUPPORT SERVICES DIVISION The Administrative & Support Services Division plays an essential role in the management, training, risk reduction, and effectiveness for the Department. The mission of the Division is to manage, support, and develop programs by ensuring the services provided are consistent with the expectations of the community, are practiced under the standards established by the law enforcement profession and are completed in accordance with legislatively mandated and continual professional training. The Division is responsible for recruiting, testing, and hiring individuals with the character and work ethic to support the mission, vision, and values of the Police Department and strive to provide quality service to the community that we serve. Administrative and Support Services is also responsible for providing initial and ongoing training to all personnel to maintain a constant state of readiness. The Division ensures all personnel are prepared to encounter the complexity and diversity of issues in our community including violent street crime, cyber-crime, investigations, neighborhood nuisances, and major incident and disaster response. Support Services also ensures the aging public safety building is repaired and maintained in a functional capacity to handle the daily operational stresses and demands on a law enforcement agency. Those assigned to this Division ensure that training; inter-agency agreements and policies are aligned with contemporary practices and legal standards. Support Services includes the professional staff members comprising the Records Unit, who are responsible for the management, reporting, and dissemination of the vast number of records maintained by the Department and Property Unit. The Property and Evidence Unit is responsible for the legal, structured, and safe handling and storage of evidence and the property retained in the Department. FY 2013-14 ACCOMPLISHMENTS Used technology to facilitate information sharing and community connection including introduction of a stationary radar device to address citizen complaints about speed and traffic that produces graphs and narrows enforcement times to increase efficient deployment of officers; also more robustly used social media, primarily Twitter, Nixle, and the ECPD App Completed lobby remodel to increase building security and facilitate interaction with community members Focused training on staff instructor certification Implemented Community Service Officer (CSO) Program; selected, trained and deployed a new CSO Selected, trained and deployed an additional Police Canine Unit (Denzel) Created and implemented new Training Plan and Development Guide ---PAGE BREAK--- 109 POLICE FIELD OPERATIONS DIVISION The uniformed members of the Field Operations Division are the front line of the El Cerrito Police Department’s law enforcement effort. This division includes patrol officers, corporals, sergeants, and canine handlers. If a person calls the Police Department with a problem or a need for help, members of the Field Operations Division respond to help. These officers respond to emergencies, both large and small. Patrol officers are among the first to arrive at traffic collisions, medical crises, and crimes in progress. The canine (K-9) handler addresses problems using different means: Canine handlers rely on the enhanced senses of their canine partners for tracking and apprehension. K-9’s provide enhanced safety for their human counterparts in the department during searches of buildings and spaces where suspects hide which compromise the safety of police officers. The proposed new Community Services Officers (CSOs) will be non-sworn members who investigate crimes for which sworn officers are not needed. The CSOs will provide essential service to the community in reporting, minor investigations, crime scene processing, and parking enforcement. Members of the Field Operations Division serve as Field Training Officers (FTOs) for newly hired officers. In the El Cerrito Police Department we hire civilians who we sponsor through the Basic Police Academy, Basic Academy graduates, and Officers who laterally transfer from other police departments. Officers newly hired by the police department endure rigorous on the job training in the field. While in training, officers are closely monitored, evaluated, trained, and mentored by seasoned officers. Police corporals and sergeants act as supervisors for officers in this division. The budget for the Operations Division includes the costs of salaries as well as the expenses involved in maintaining a modern patrol force. Police cars must be maintained and replaced; ballistic vests and other safety gear must be replaced at regular intervals. Additionally, officers routinely train in the use of firearms, use of force, vehicle operations, and arrest techniques to maintain certifications and adhere to legislative mandates; many of which are not fully reimbursed by the State of California. FY 2013-14 ACCOMPLISHMENTS Reduced overall Part I crime through a variety of means despite staffing shortages, largely due to the use of data, analysis, flexible staffing models, and employees committed to the department mission Continued the cultural change to address quality of life issues through a collaborative approach throughout the patrol division through increased/enhanced community outreach, involvement of multiple departments to solve quality of life issues, and further use of the SARA model of problem oriented policing Continued to train entry level and lateral police officers to fill vacancies Decreased Driving Under the Influence collisions through vigorous enforcement of DUI laws Continued to provide services such as vacation home checks and security assessments ---PAGE BREAK--- 110 POLICE SPECIAL OPERATIONS / INVESTIGATIONS DIVISION The Special Operations Division Contains the Investigative, Traffic Enforcement, School Resource Officers (SROs), and Special Events Sections of the Police Department, as well as volunteer programs. The Investigations Section conducts the on-scene investigations of major incidents, investigates crimes that require an extended time commitment or a specific expertise in an effort to solve crimes and thoroughly prepare cases for prosecution, and maintains liaison with other investigative bodies to increase department potential to efficiently address investigative needs. Traffic officers bring their own special expertise to round out the diversity of the Division, using advanced collision investigation training to untangle major traffic accidents and focus much of their patrol efforts on increasing motorist safety. The Traffic Enforcement Unit leads the Departments efforts to enhance safety to the motoring and pedestrian traffic, identify traffic related concerns, and address them through Education and Enforcement. School Resource Officers often deal with emergencies of a different nature, not only acting as on-scene emergency personnel, but also acting as mediators and role models for El Cerrito students. The Special Operations Division conducts a majority of the Department’s community outreach efforts through events such as Crime Prevention and Neighborhood Watch meetings, National Night Out, Tri- City Safety Day, Martin Luther King Jr. Parade, ECHS Homecoming Parade, Little League Baseball Parade and fundraisers for the Special Olympics. The Division also oversees the training and deployment of the Department’s representatives to the County Mutual Aid Mobile Field Force, Richmond-El Cerrito Crisis Response Team (CRT-SWAT) Evidence Technicians, Honor Guard and Crisis Negotiation Team, as well as volunteer programs including Reserve Officers, El Cerrito Citizens Academy, and the future Volunteer in Police Service Program. FY 2013-14 ACCOMPLISHMENTS Hosted another successful National Night Out Conducted the 2nd annual Citizens Academy Introduced a stationary radar device to monitor citizen complaints about speed Increased Explorer Membership up to 11 and Volunteers Membership to 6 Trained 2 new members of the Crisis Negotiations Team (CNT) Deployed CNT members to 5 high-risk incidents; all of which ended peacefully Completed the 1st year of the CRT-SWAT training for our SWAT Operator Deployed Operator with the RPD team numerous times, gaining valuable experience ---PAGE BREAK--- 111 SECTION 8: PUBLIC WORKS DEPARTMENT The mission of the Public Works Department is to plan, design, construct, and maintain public facilities and infrastructure that support the quality of life for the citizens of El Cerrito in a way that ensures an economically and environmentally sustainable future. DEPARTMENT OVERVIEW The Public Works Department provides professional, timely and effective service to the community in meeting the following overall goals: x Develop, rehabilitate and maintain streets and transportation facilities, parks, playfields, open space, paths and trails, storm drains, creeks, and buildings, that meet the health and safety needs of the City’s business and residential communities x Coordinate and regulate the activities of utility companies and private developers within the public right-of-way x Operate and oversee the City’s recycling collection and solid waste management programs x Provide liaison efforts with myriad outside agencies to ensure compliance with various state, federal and regional regulations and influence regional policies to the benefit of El Cerrito x Incorporate environmental stewardship practices into all the areas of responsibility including permitting of public and private works, and the planning, design and maintenance of infrastructure, parks, playfields, open spaces, path and trails, and creeks x Support various departments in implementing projects and programs that deepen a sense of place and foster environmental sustainability citywide The Department is operated utilizing a variety of special funds including Gas Tax Fund, National Pollutant Discharge Elimination System (NPDES) Fund, Landscaping and Lighting Assessment District (LLAD) Fund, Measure J (formerly Measure C) Return to Source Fund, Measure J Storm Drain Fund, Measure A Street Improvement Fund, Capital Improvement Fund, and Integrated Waste Management Fund, as well as, the General Fund. Organizational Structure The Public Works Department consists of two Divisions: the Engineering Division, which operates from City Hall, and the Operations + Environmental Services Division (OESD), which operates from the Recycling + Environmental Resource Center (RERC) and the Corporation Yard. The core service areas for the Engineering Division include the Capital Improvement Program (CIP), Engineering Permitting, Street and Transportation Services, Land Development/Community Development Support, Storm Drain Program, Interagency Coordination, and Administration. OESD provides for increased efficiencies and improved operations as they relate to the maintenance of public facilities, infrastructure, and landscaping; waste management; and environmental compliance. The core service areas for OESD include Streets & Sidewalks, Public Facilities, Public Landscapes, and Creeks & Storm Drains Maintenance; Clean Water Program; Waste Management & Recycling; Trash/Debris & Graffiti; and Emergency Response. Public Works’ organizational structure is shown in Chart 8-1: ---PAGE BREAK--- 112 Chart 8-1 Public Works Organization Chart Position Listing Table 8-1 shows the position listing for the Public Works Department.. Table 8-1 Public Works Position Listing PUBLIC WORKS DEPARTMENT FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Administrative Analyst III 1 1 0 0 0 Administrative Clerk 0 0 0.4 0.4 0.4 Associate Engineer 1 1 1 1 1 Engineering Technician 1 1 1 1 1 Environmental Services Manager 1 1 1 1 1 Forklift Operator 1 1 1.4 1.4 1.4 Maintenance Services Leadworker 1.5 1.5 1 1 1 Maintenance Services Supervisor 0 0 0 0 0 Maintenance Services Superintendent 1 1 1 1 1 Maintenance Worker 4.75 4.75 5 5 5 Management Assistant 2 2 3 3 3 Program Manager 1 1 1 1 1 Public Works Director/City Engineer 1 1 1 1 1 Recycling Leadworker 1 1 1 0 0 Recycling Maintenance Worker - Entry 1 1 1 1 1 Recycling Maintenance Worker 3 3 3 3 3 Recycling Operations Supervisor 1 1 1 1 1 Senior Engineer - PE 1 1 1 1 1 PUBLIC WORKS DEPARTMENT TOTAL 23.25 23.25 23.8 22.8 22.8 Public Works Dir/City Engineer Senior Engineer Engineering Technician Associate Engineer Operations & Envir Services Division Manager Maintenance Superintendent Maintenance/Recycling Leadworker Maintenance/Recycling Worker Operations Supervisor Maintenance/Recycling Worker Forklift Operator Environmental Programs Manager Management Assistant Management Assistant ---PAGE BREAK--- 113 Strategic Plan Alignment Table 8-2 shows the services performed by the Public Works Department as aligned to the Strategic Plan. Table 8-2 Public Works Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Capital Improvement Program (CIP), Program Management – coordination of long-range capital planning with other departments and private development efforts, and integration into the ten-year CIP plan Financial Sustainability City Ongoing CIP Project and Construction Management – oversight of all aspects of active projects in the CIP including design and construction management, inspection, and contract administration for consultants and contractors Public Health & Safety City Ongoing Engineering Permits – review plans, issue permits and perform inspections for work and oversize transportation affecting the public right of way as performed by property owners, utility companies, private contractors and outside agencies Public Health & Safety City Ongoing Land Development/Community Development Support – assist the Community Development Department by performing design review and inspection of private development for subdivisions, site plans, grading, and storm drainage; and provide engineering review and related support services for large private development, citywide planning and regional projects. Sense of Place & Identity City Ongoing Traffic Engineering – perform traffic engineering and parking analyses, and authorize modifications and upgrades for existing traffic control and parking devices and systems to respond to address operations and safety concerns identified by residents, businesses and City staff. Public Health & Safety City Ongoing Pavement Management Program (PMP) – maintain the City’s PMP database to comply with regional requirements; program improvement projects as part of the Measure A Street Improvement Program; seek state, federal and regional funding grants to leverage Measure A funding; and serve as Staff Liaison to the Citizen Street Oversight Committee Public Health & Safety State Ongoing Bicycle, Pedestrian and ADA Program – plan, evaluate, secure funding for, and implement bicycle, pedestrian, safe routes to school and ADA projects and programs including those contained in the El Cerrito Circulation Plan for Bicyclists and Pedestrians and ADA Transition Plan. Also, convene and oversee the ADA Working Group. Public Health & Safety City Ongoing Neighborhood Traffic Management Program – implement the Neighborhood Traffic Management Program (NTMP) to address speed, traffic volume and livability concerns on residential streets that are beyond the standard engineering safety and operations concerns Sense of Place & Identity No Ongoing Transportation Planning – participate in regional transportation policy setting and funding forums to support City goals including collaboration with the Contra Costa Transportation Authority (CCTA), West Contra Costa Transportation Advisory Committee (WCCTAC), Metropolitan Transportation Commission (MTC), Caltrans, BART, AC Transit and WestCAT Financial Sustainability City Ongoing Storm Drain Program – evaluate needs for minor repairs and improvements, and plan for major improvements to the storm drainage system per the City's Storm Drain Master Plan including issuing a Request for Proposals to Update Master Plan Public Health & Safety City Ongoing Storm Drain Program – lead update of City's Storm Drain Master Plan Public Health & Safety City Onetime FY15-16 Clean Water Program/National Pollutant Discharge Elimination System (NPDES) – review design plans and inspect construction to ensure compliance with the City’s NPDES permit Environmental Sustainability Federal Ongoing ---PAGE BREAK--- 114 Grant Management – manage various regional, state and federal grants including applications, reporting and reimbursement requests Financial Sustainability State/ Federal Multi Year Interagency Coordination – coordinate with outside agencies including Stege Sanitary, EBMUD, PG&E, AT&T Caltrans, BART and Contra Costa County City-County Engineering Advisory Committee (CCEAC) to provide and improve various infrastructure systems within the City Exemplary Services City Ongoing Administration – ensure all functions of the Public Works Department operate efficiently and effectively; oversee personnel and resource allocation, budget planning and monitoring including forecasting and management of several Special Funds, and records management for Public Works functions. Exemplary Services City Ongoing Streets & Sidewalks – ongoing maintenance and repair of pavement, curbs, gutters, sidewalks, traffic signals, street lights, street signs and pavement markings. Public Health & Safety City Ongoing Public Facilities – ongoing maintenance and repair of civic buildings and park facilities, clubhouses, playgrounds, irrigation systems, and utilities. Public Health & Safety City Ongoing Public Landscapes – ongoing operation, maintenance and repair of park lands, ball fields, street medians, trees, trails and pathways, rain gardens and open space. Public Health & Safety City Ongoing Creeks & Storm Drains – ongoing operation, maintenance and repair of storm drain inlets, trash capture devices, pipes, channels, sediment traps, creeks and creek banks. In Fiscal Year 14-15 the Division will need to implement a new maintenance program for creeks and steams and develop and manage a new Streambed Alteration Agreement. Public Health & Safety City Ongoing Clean Water Program – ongoing management of the City’s Clean Water Program, including compliance with the Municipal Regional Permit for storm water discharges, street sweeping, trash load reduction, commercial inspection, new development and construction controls, and Integrated Pest Management policy. Environmental Sustainability Federal Ongoing Waste Management & Recycling – ongoing operation of the City’s curbside recycling program and drop off Recycling + Environmental Resource Center and ongoing management of the City’s collection franchise and post-collection agreement, AB939 compliance, and other waste management programs, including implementation and enforcement of the City’s single-use bag and EPS foam ordinances. Environmental Sustainability State Ongoing Trash, Debris & Graffiti – ongoing clean-up and removal of illegally dumped waste, litter, and graffiti found on public facilities and landscapes. Public Health & Safety City Ongoing Emergency Response – all hours on-call response to emergencies involving public facilities and landscapes, including response to flooding, vehicle accidents, illicit discharges and spills, downed tree limbs, and other urgent after-hours maintenance and repair needs. Exemplary Services City Ongoing Special Projects – periodic improvements to public facilities and landscapes above and beyond basic operation, maintenance and repair (as allowed by budget appropriations). Exemplary Services No Ongoing Community Engagement – ongoing involvement in and support of community activities including the Tree Committee, City-sponsored outreach and events, volunteer events such as clean-ups and plantings, and other volunteer-led projects (as allowed by budget appropriations). Exemplary Services No Ongoing ---PAGE BREAK--- 115 PUBLIC WORKS DEPARTMENT BUDGET SUMMARY Public Works Department Expenditures All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $2,590,843 $2,628,716 $2,343,027 $2,350,679 $2,439,947 Purchased Professional & Technical Services 332,264 326,742 172,900 178,300 178,300 Purchased Property Services 1,064,469 1,233,514 1,187,500 1,277,758 1,248,009 Other Purchased Services 169,310 156,661 131,850 133,935 134,613 Supplies 239,610 224,579 212,000 216,550 219,700 Property & Capital 575,757 560,514 11,000 7,500 7,500 Financing Costs 317,405 152,140 426,411 435,507 427,865 Other Financing Uses 697,007 1,852,646 1,179,993 924,459 921,852 Total Expenditures $5,986,666 $7,135,512 $5,664,681 $5,524,688 $5,577,786 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $525,324 $444,197 $110,675 $109,935 $113,816 Purchased Professional & Technical Services 84,318 46,641 28,200 28,200 28,200 Purchased Property Services 249,417 303,994 230,100 423,800 448,800 Other Purchased Services 67,534 49,171 36,950 36,950 36,950 Supplies 49,080 49,362 40,300 40,300 40,300 Property & Capital 11,189 3,604 6,000 6,000 6,000 Other Financing Uses 1,134,584 456,801 Total Expenditures $986,862 $2,031,554 $909,026 $645,185 $674,066 Gas Tax Fund (201) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $365,686 $378,689 $456,492 $227,414 $235,762 Purchased Professional & Technical Services 839 35,629 36,300 36,300 36,300 Purchased Property Services 72,429 44,612 77,300 182,300 182,300 Supplies 21,091 35,581 30,000 Property & Capital 385 Other Financing Uses 102,597 105,675 108,845 94,778 139,121 Total Expenditures $563,027 $600,186 $708,937 $540,792 $593,483 National Pollution Discharge Elimination System Fund (202) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $130,712 $145,533 $155,485 $279,318 $289,381 Purchased Professional & Technical Services 7,646 10,000 10,000 10,000 Purchased Property Services 147,115 145,893 152,100 Other Purchased Services 12,000 14,723 22,300 25,250 25,250 Supplies 1,326 2,018 5,000 Financing Costs 7,500 Other Financing Uses 103,535 106,641 109,840 68,866 99,432 Total Expenditures $402,333 $414,807 $454,725 $390,934 $424,063 Landscape & Lighting Assessment Fund (203) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $377,247 $409,223 $279,109 $154,917 $159,303 Purchased Professional & Technical Services 23,064 16,941 21,200 18,500 18,500 Purchased Property Services 524,143 603,314 680,000 421,600 366,600 Other Purchased Services 1,323 1,564 1,900 2,900 2,900 Supplies 50,073 47,473 47,000 46,000 46,000 Other Financing Uses 138,431 161,169 146,861 150,445 193,958 Total Expenditures $1,114,281 $1,239,683 $1,176,070 $794,362 $787,261 Measure J- Return to Source Fund (204) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $303 $121,547 $126,238 Purchased Property Services 84,000 84,000 ---PAGE BREAK--- 116 Other Purchased Services 42,772 36,675 42,700 42,700 42,700 Supplies 30,000 30,000 Other Financing Uses 28,537 29,393 30,275 58,931 60,699 Total Expenditures $71,309 $66,068 $72,975 $131,631 $133,399 Storm Drain Fund (205) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $108,603 $115,696 $134,102 $273,290 $283,845 Purchased Professional & Technical Services 11,238 11,390 11,300 11,300 11,300 Purchased Property Services 10,000 30,000 30,000 Supplies 2,035 3,636 10,000 15,000 15,000 Other Financing Uses 127,120 72,224 Total Expenditures $121,876 $130,722 $165,402 $329,590 $340,145 Street Improvement Fund (211) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $54,539 $51,215 $53,253 Total Expenditures $0 $0 $54,539 $51,215 $53,253 Federal, State & Local Grants Fund (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $5,227 $128 Purchased Professional & Technical Services 44,634 106,853 Purchased Property Services 9,356 13,453 Other Purchased Services 1,251 1,957 Supplies 13,178 Property & Capital 81,000 Financing Costs 95,830 55,381 Other Financing Uses 21,723 2,098 Total Expenditures $191,198 $260,869 $0 $0 $0 Capital Improvement Fund (301) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $253,660 $135,384 $50,405 $32,170 $33,210 Total Expenditures $253,660 $135,384 $50,405 $32,170 $33,210 Integrated Waste Management (501) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $824,385 $999,562 $1,102,220 $1,100,873 $1,145,139 Purchased Professional & Technical Services 160,525 109,287 65,900 74,000 74,000 Purchased Property Services 62,010 122,248 38,000 136,058 136,309 Other Purchased Services 44,430 52,572 28,000 26,135 26,813 Supplies 102,827 86,510 79,700 85,250 88,400 Property & Capital 188,626 259,161 5,000 1,500 1,500 Financing Costs 221,575 96,759 426,411 428,007 427,865 Other Financing Uses 302,184 313,086 327,371 424,319 356,418 Total Expenditures $1,906,562 $2,039,186 $2,072,602 $2,276,142 $2,256,444 Vehicle/Equipment Replacement (601) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Capital $375,557 $216,748 Total Expenditures $375,557 $216,748 $0 $0 $0 Public Works Department Revenues All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $529 $1,558 $250 $1,000 $1,000 Intergovernmental Revenues 211,752 193,191 32,000 42,000 42,000 Charges for Services 2,014,693 2,003,794 2,205,542 2,345,428 2,500,626 Other Revenue 37,124 41,168 10,822 4,300 4,300 Other Financing Sources 1,613,885 39,000 Total Revenues $2,264,098 $3,853,595 $2,248,614 $2,392,728 $2,586,926 ---PAGE BREAK--- 117 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $86 Intergovernmental Revenues $32,355 $14,081 $16,000 $16,000 $16,000 Charges for Services 183,753 183,676 190,000 200,000 205,000 Other Revenue 6,321 6,447 Other Financing Sources 0 1,595,300 Total Revenues $222,428 $1,799,590 $206,000 $216,000 $221,000 National Pollution Discharge Elimination System Fund (202) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Charges for Services $205 $250 Total Revenues $205 $0 $250 $0 $0 Landscape & Lighting Assessment Fund (203) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $10,000 $10,000 Total Revenues $0 $0 $0 $10,000 $10,000 Federal, State & Local Grants Fund (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $172,744 $152,762 Other Financing Sources $18,585 Total Revenues $172,744 $171,347 $0 $0 $0 Integrated Waste Management (501) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $529 $1,472 $250 $1,000 $1,000 Intergovernmental Revenues 6,654 26,348 16,000 16,000 16,000 Charges for Services 1,830,735 1,820,118 2,015,292 2,145,428 2,295,626 Other Revenue 30,802 34,721 10,822 4,300 4,300 Other Financing Sources 39,000 Total Revenues $1,868,721 $1,882,659 $2,042,364 $2,166,728 $2,355,926 ---PAGE BREAK--- 118 ENGINEERING DIVISION The Engineering Division serves to plan, design and construct improvements to public facilities and infrastructure; provide quality design review and inspection services for residents, developers, private contractors and utility companies and ensure compliance with local regulations and design standards; and plan and implement safe, efficient and accessible movements for all modes of travel in the City, including pedestrians, bicycles, vehicles, transit and persons of all ages and abilities. The Division is staffed and operated utilizing a variety of special funds, as previously noted, and the General Fund. Division Overview The Engineering Division’s core service areas and primary responsibilities include: x Capital Improvement Program (CIP) – assess needs, plan improvements, develop budgets, seek funding opportunities, oversee design and construction of public facilities and infrastructure including streets and transportation facilities to accommodate all modes of travel, parks, playfields, open space, paths and trails, storm drains, creeks, and buildings. Specific functions include o Program Management – coordination of long-range capital planning and integration into the ten-year CIP plan with other departments and related private development o Project and Construction Management – oversight of all aspects of active projects in the CIP including design and construction management, inspection, and contract administration for consultants and contractors x Engineering Permits – review plans, issue permits and perform inspections for work and oversize transportation affecting the public right of way as performed by property owners, utility companies, private contractors and outside agencies x Land Development/Community Development Support – assist the Community Development Department by performing design review and inspection of private development for subdivisions, site plans, grading, and storm drainage; and provide engineering review and related support services for large private development, citywide planning and regional projects x Street and Transportation Services o Traffic Engineering – perform traffic engineering and parking analyses, and authorize modifications and upgrades for existing traffic control and parking devices and systems to address operations and safety concerns identified by residents, businesses and City staff o Pavement Management Program (PMP) – maintain the City’s PMP database to comply with regional requirements; program improvement projects as part of the Measure A Street Improvement Program; seek state, federal and regional funding grants to leverage Measure A funding; and serve as Staff Liaison to the Citizen Street Oversight Committee o Bicycle, Pedestrian and ADA Program – plan, evaluate, secure funding for, and implement bicycle, pedestrian, safe routes to school and ADA projects and programs including those contained in the El Cerrito Circulation Plan for Bicyclists and Pedestrians and ADA Transition Plan; and convene and oversee the ADA Working Group o Transportation Planning – participate in regional transportation policy setting and funding forums to support City goals including collaboration with the Contra Costa ---PAGE BREAK--- 119 Transportation Authority (CCTA), West Contra Costa Transportation Advisory Committee (WCCTAC), Metropolitan Transportation Commission (MTC), Caltrans, BART, AC Transit and WestCAT; and provide City staff representative on the CCTA Technical Coordinating Committee (TCC) and WCCTAC Technical Advisory Group (TAC) o Neighborhood Traffic Management Program – implement the Neighborhood Traffic Management Program (NTMP) to address quality life concerns that are beyond the standard engineering safety and operations concerns on residential streets x Storm Drain Program – evaluate needs and plan for improvements to the storm drainage system per the City Storm Drain Master Plan x Clean Water Program/National Pollutant Discharge Elimination System (NPDES) – review design plans and inspect construction activities to ensure compliance with the City’s NPDES permit x Grant Management – manage various regional, state and federal grants including applications, reporting and reimbursement requests x Interagency Coordination – coordinate with outside agencies and utilities including Stege Sanitary, EBMUD, PG&E, AT&T, Caltrans, BART and Contra Costa County City-County Engineering Advisory Committee (CCEAC) to provide and improve various infrastructure systems within the City x Administration – ensure all functions of the Public Works Department operate efficiently and effectively; oversee personnel and resource allocation, budget planning and monitoring including forecasting and management of several Special Funds; and provide records management for Public Works functions FY 2013-14 ACCOMPLISHMENTS Completed construction and managed grant funding requirements for the Potrero Avenue Safety Improvements, Moeser Lane & Ashbury Avenue Pedestrian and Bicycle Corridor Improvements, Central & Liberty Streetscape, Street Improvement Projects, and, with Community Development, the Municipal Solar Project Oversaw review and inspection and coordinated completion of Ohlone Greenway trail and landscaping improvements as part of BART’s Earthquake Safety Program Project and sidewalk improvements around El Cerrito Plaza BART Station as part of BART’s Sidewalk&Wayfinding Project Value-engineered, re-bid the construction contracts, and managed grant funding requirements for Ohlone Greenway Major Street Crossing Safety Improvements Project and, in collaboration with the Community Development Department, the Ohlone Greenway Natural Area and Rain Gardens (Fairmount to Brighton Avenues) Project As part of Measure A Street Improvement Program, designed the 2014 Pavement Rehabilitation Project to resurface various streets as well as install related improvements to curb, gutter, sidewalk, curb ramps, storm drain facilities and traffic striping, and applied for and managed the One Bay Area Grant that is being used to leverage the Measure A funding Develop, designed and initiated bidding phase for the Traffic Safety & Management Program- Speed Radar Feedback Signs Project, Access Modifications/Curb Ramps Project, and Ohlone Greenway-Safeway Path Connection Projects; and began design development efforts for the Huber Park Improvements and Arlington Curve at Brewster Drive -South Safety Improvements Projects In collaboration with the Community Development Department, continued the development of the Active Transportation Plan and the San Pablo Avenue Complete Streets Plan; and successfully ---PAGE BREAK--- 120 applied for several grants for the Ohlone Greenway-BART Station Area Access, Safety and Placemaking Improvements Project and the San Pablo Avenue Complete Streets Operations & Concept Design Provided engineering review and related support services for several large citywide planning, private development and regional transportation projects including the San Pablo Avenue Specific Plan, Citywide Urban Greening Plan, Hillside Natural Area property acquisition, San Francisco Estuary Partnership’s San Pablo Avenue Green Spine Project, WCCUSD’s Portola Middle School Project, Alameda County Transportation Commission’s I-80 Integrated Corridor Mobility Project, Ohlone Gardens Mixed-Use Development, Creekside Walk Residential Development, and Eden Senior Housing Development Implemented several measures as part Neighborhood Traffic Management Program (NTMP) to address speed, traffic volume and livability concerns on Lincoln Avenue and Colusa Avenue including the establishment of the City’s first 15-mile-per-hour school speed zone on Lincoln Avenue, bidding of speed hump installation on Lincoln Avenue, trial installation of the City’s first speed cushions on Colusa Avenue, and various other enhanced signing and striping treatments Oversaw transition to new Department structure and completed recruitment of new Engineering Manager/Senior Engineer and Management Assistant Service Indicators The number of Engineering Permits issued in FY 2013-14 increased significantly above those of prior years due to the increasing amount of construction activity including several large construction projects and related oversize transportation load permits. Similarly, the number of reviews performed on private development plans and projects increased over prior years. However, the number of inspections completed in FY 2013-14 decreased as compared to the prior few years as oversize load permits do not require inspections and staff is preparing to complete final inspections related to utility permits. The number of traffic requests evaluated was the highest in the last five years as the Division focused on processing these requests. Chart 8-2 Engineering Service Indicators by Calendar Year 0 100 200 300 400 500 600 700 800 93 59 69 101 124 126 90 114 372 418 415 526 751 792 695 650 ---PAGE BREAK--- 121 The Capital Improvement Program (CIP) has increased activity over the prior fiscal year as several projects were constructed this year. Activity is still significantly lower than when the major construction efforts under Measure A Street Improvement Program and San Pablo Avenue Streetscape were completed in 2010-11. The number of active projects remained consistent in the last couple of years with projects in various phase of planning, design and construction. The Division also continued to use consultant contracts for project and construction management services to deliver projects on an as-needed basis. The CIP is described in detail in Section 12. Chart 8-3 CIP Service Indicators by Fiscal Year Chart 8-4 Total CIP Expenditures (Millions) by Fiscal Year Active Construction Contracts Active Consultant Contracts Active Projects 0 5 10 15 20 25 30 14 12 8 6 6 20 12 16 14 15 30 28 22 17 17 $9.5 7.5 2.1 1.9 4.7 0.0 2.0 4.0 6.0 8.0 10.0 2009-10 2010-11 2011-12 2012-13 2013-14 ---PAGE BREAK--- 122 OPERATIONS AND ENVIRONMENTAL SERVICES DIVISION The Operations and Environmental Services Division (OESD) is a new division that combines all operations and maintenance functions previously housed in the Maintenance Division and the recycling and waste management functions of the former Environmental Services Division. In this new configuration, OESD is the primary steward of the City’s valuable public infrastructure, including parks, natural areas, facilities, and recycling operations. Its responsibilities include developing and managing operations, programs and policies that maintain and improve environmental quality in the City. The Division is staffed and operated utilizing a variety of special funds – including the Integrated Waste Management Enterprise Fund – as well as the General Fund. OESD utilizes a combination of in-house staff and outside contractors for the ongoing maintenance and operations associated with parks and public spaces, landscaping, irrigation systems, sidewalks, streets, trails, streetlights, storm drains and public water courses, and traffic signals, signs and pavement markings. For these activities, contractors perform much of the routine work and staff supplements this work as well as performs select tasks that can be completed by a few crews of one or two people - such as investigating citizen requests and responding to emergencies or requests for service outside of regular business hours. The Division also directly manages and operates the City’s award-winning Recycling + Environmental Resource Center, curbside recycling collection program, and other City solid waste programs. OESD is active in community engagement programs that involve and educate El Cerrito residents and businesses, mainly through management and support of volunteer events such as work- parties at Baxter Creek, periodic Green Team clean-ups, stewardship activities promoted by Friends of Five Creeks, and the City’s annual Earth Day Celebration. The Division also provides staff liaison support to the Tree Committee and as-needed support for the Park and Recreation Commission and Environmental Quality Committee. FY 2013-14 ACCOMPLISHMENTS Partnered with El Cerrito Youth Baseball to renovate infields and fencing at Harding, Castro, and Canyon Trail Parks to improve drainage, maintenance, and quality of play. Designed and constructed improvements to the irrigation system at Cerrito Vista Park to improve coverage and reduce water use. Designed and constructed improvements to the storm drain system at the EBMUD San Pablo Water Treatment Plan, which is adjacent to Sunset View Cemetery, to help prevent flooding during severe storm events. Implemented new Tree Pruning and Removal Agreement which allowed the City to reduce the cost per tree pruned by half, from $162 to $87 per tree, and pruned over 1,100 City trees – twice as many as in FY12-13 – including high hazard trees identified in 2013 Tree Survey & 50% of trees in Pruning Zone 1. Acquired grant funding and conducted special projects to plant street trees with volunteers, survey local businesses about street tree concerns, and develop and distribute brochures about the City street tree maintenance program and the economical and environmental benefits of street trees. Successfully participated with RecycleMore (the West Contra Costa Integrated Waste Management Authority) in acquiring a State grant to fund improved Household Hazardous Waste (HHW) programs in West Contra Costa County, including the installation of a HHW collection container at the El Cerrito Recycling + Environmental Resource Center, operation of which is slated to begin in FY14-15. Completed negotiations with Republic Services, Inc. – RecycleMore’s selected Post-Collection Services provider for West Contra Costa County – to provide transfer, transport, and processing/disposal of garbage, green waste, construction & demolition debris, HHW collection, annual waste ---PAGE BREAK--- 123 characterizations, and other services through 2025. New Agreement started January 1, 2014. Proposed Single-Use Bag Ordinance and Food Waste Ordinance to Council, with Council adoption in September 2013. Conducted outreach to affected businesses and the community prior and subsequent to the January 1, 2014 effective date. Planned for enforcement to begin on July 1, 2014. Worked with Community Development Department – Building Division to achieve documentation of 50% diversion of waste for building projects that meet required CalGreen thresholds, including review of Waste Management Plans from applicable projects. Developed and submitted the City’s 2014 – 2022 Trash Management Plan to the California Regional Water Quality Control Board for the San Francisco Bay Region (in compliance with the City’s National Pollution Discharge Elimination Permit for storm water) and implemented elements of the Plan. Proposed a Council-adopted increase to the East Bay Sanitary Franchise Fee from 12% to 15% in order to generate an additional ~$135,000 per year in general fund revenues to offset costs of trash management services including street sweeping contracts and disposal. Service Indicators Division maintenance workload indicators, including the number of work orders initiated, as demonstrated in Chart 8-5, have decreased somewhat in recent years, largely due to the significant capital investments made by the City as part of the Measure A Street Improvement Program. Additionally, because two of the five Maintenance Workers positions have been maintained vacant, the Division has concentrated available labor efforts on high priority activities such as health and safety concerns, urgent repairs, and emergency response services. Chart 8-5 Maintenance Work Orders Initiated by Calendar Year Chart 8-6 details the distribution of the types of maintenance work orders initiated in Calendar Year 2013. As is evident in the chart, operating, maintaining, and repairing parks, facilities, landscapes, streets, sidewalks and storm drains makes up the vast majority of the Division’s maintenance activities. 1,196 905 906 781 877 749 0 200 400 600 800 1,000 1,200 1,400 2008 2009 2010 2011 2012 2013 ---PAGE BREAK--- 124 Chart 8-6 Maintenance Work Orders by Type January-December 2013 In 2013, Council approved a “grid pruning” style agreement that significantly reduced per tree pruning maintenance costs, while also ensuring that each tree within a pruning area is maintained with appropriate maintenance treatments. This enabled the City to maintain twice as many trees per dollar as was possible under prior contractual arrangements, as demonstrated in Chart 8-7. Chart 8-7 City Tree Pruning by Fiscal Year As depicted in Chart 8-8, the amount of solid waste (including trash, green waste, and recycling) generated in El Cerrito has steadily declined since 2005. In 2013, the trend noted in previous years of a decrease in solid waste being sent to landfills has leveled off. Though the City has increased the range of recyclable materials collected – including pharmaceuticals, sharps, carpeting, and fluorescent bulbs – the total tonnage collected is slight in comparison to the total amount of material collected. Future decreases in the amount of waste sent to landfills will require consideration of new policies and programs targeting untapped portions of the waste stream, many of which are detailed in the Other 1% Sign Maintenance and Replacement 2% On Hold Pending Funding 3% Illicit Discharge Response 3% Graffiti and Illegal Dumping Abatement 4% Parks and Facilities Maintenance 17% Tree and Landscape Maintenance 29% Streets, Sidewalks and Storm Drain Maintenance 41% [PHONE REDACTED] $201 $162 $87 0 200 400 [PHONE REDACTED] 1200 1400 $50 $100 $150 $200 $250 FY12 FY13 FY14 Number of Trees Pruned Cost per Tree Pruned ---PAGE BREAK--- 125 City’s Climate Action Plan. The City’s new Post-Collection Agreement also provides for services that should result in further reduction in landfilled tons in future years. Chart 8-8 Solid Waste Tonnage by Year OESD and Community Sustainability staff in the Community Development Department partner to implement various resource conservation strategies as outlined in El Cerrito’s Climate Action Plan. Since 2011, the City has implemented a number of energy efficiency and renewable energy projects at its facilities, including comprehensive lighting retrofits and, most recently, solar projects at the Swim Center, Public Safety Building, the Recycling Center, and Fire Station 72. These projects help the City save money and meet its greenhouse gas (GHG) emissions targets. Chart 8-9 compares total annual municipal energy use for the years 2005, 2011, 2012, and 2013. GHG emissions from municipal energy use are now 5% below the 2005 baseline. Chart 8-9 Municipal Energy Use 11476 10806 10130 9607 8529 8162 7699 7694 7420 3303 3471 3421 2969 3065 3245 3758 3721 3838 4284 4820 4829 4556 4660 4511 4368 4386 4400 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 20000 2005 2006 2007 2008 2009 2010 2011 2012 2013 Recycling Greenwast e Garbage - 10,000.00 20,000.00 30,000.00 40,000.00 50,000.00 60,000.00 70,000.00 80,000.00 90,000.00 100,000.00 1,740,000 1,780,000 1,820,000 1,860,000 1,900,000 1,940,000 1,980,000 2,020,000 2005 2009 2010 2011 2012 2013 kWh Therms ---PAGE BREAK--- 126 ---PAGE BREAK--- 127 SECTION 9: RECREATION DEPARTMENT The Recreation Department is committed to meeting the needs and interests of residents of El Cerrito and neighboring communities. The Department’s mission is to provide safe, friendly, reliable services that will enhance the quality of life through diverse programs. The Department values and encourages citizen input and strives to deliver activities and services of the highest quality. DEPARTMENT OVERVIEW The Recreation Department manages a full range of recreational services, special activities, and events for youth, adults and seniors. Staff works to ensure quality customer service in the delivery of our programs and services. The Department: x Provides childcare, after school programming, enrichment classes, sports and summer camps for over 3,600 children per year x Schedules activities and rentals of buildings, picnic areas, sports fields, tennis courts and the Swim Center x Provides social services for seniors by providing, Meals on Wheels, lunch program, Easy Ride, respite programs, and a variety of recreational activities x Works with community groups to ensure that a well-rounded aquatic program is implemented meeting the needs of the community. x Provides support to the Committee on Aging, Parks and Recreation Commission and various other city organizations, departments and committees x Works with employees to develop their talents and encourage future leadership Organizational Structure To accomplish its goals, the Recreation Department is divided into one administrative division and five program divisions: Administrative Division This division is responsible for ensuring that all aspects of the Recreation Department operate well; provide overall management of activities, long and short range planning, and personnel and budget administration; coordinate with other agencies; support advisory commissions and committees; manage grants and work with other City departments and outside agencies/organizations. Youth & Adult / Community Services Divisions These Divisions, under the direction of one Recreation Supervisor, provide quality social, physical and educational opportunities for personal enrichment through recreation programs, leisure activities, summer camps, sports, and special events. The Adult/Community Services Division is also responsible for facility, park and field rentals, and marketing for the Recreation Department. ---PAGE BREAK--- 128 Childcare Administration Division The Division coordinates the delivery of youth preschool, childcare and day camp programs. State Licensing is necessary in the delivery of these programs. The Division works in close communication with the West Contra Costa Unified School District, advisory groups, and residents. Aquatics Division The Division provides a variety of aquatic programs. The Division works towards maximizing the number of users by managing the operation of the Swim Center Complex that includes the use of the Splash Park and its programs; providing support and direction for special activities; and developing partnerships with community organizations, advisory groups, citizen organizations, and schools. The Division is responsible for coordinating the overall maintenance of the Swim Center complex. Senior Services Division The Division improves the quality of life of older adults by providing programs and services for all seniors. The Division includes education and socialization program opportunities that contribute to enriching life for older adults. Citywide Custodial Maintenance This newly created division for FY 2013-14 is responsible for the custodial maintenance needs all of all City facilities including: City Hall, Public Safety Building, Community and Swim Centers, Senior Center, Recycling Center, Corporation Yard, clubhouses, and picnic sites. Chart 9-1 reflects the Department’s organizational structure. The chart does not include all part-time positions. Chart 9-1 Recreation Department Organization Chart Recreation Director Youth & Adult/ Community Programs Supervisor Community Svcs Coordinator Childcare Administration Supervisor Community Svcs Coordinator Admin Clerk Specialist Teachers (3.0) Various PT PERS Rec Eligible Positions (11.0) Aquatics Program Supervisor Community Svcs Coordinator PT PERS Senior Lifeguard (1.0) Senior Servivces Program Supervisor (0.75) Admin Clerk Specialist PT OH Asst PERS ELigible (2.0) Citywide Custodial Maintenance Supervisor (0.25) Custodiall Team Leader Custodial Worker Management Assistant ---PAGE BREAK--- 129 Position Listing Table 9-1 depicts the Recreation Department’s overall staffing patterns over four years. This does not include part-time hourly positions. Table 9-1 Recreation Department Position Listing RECREATION DEPARTMENT FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Admin Clerk Specialist 2 2 2 2 2 Assistant Program Supervisor 2 2 0 0 0 Childcare Teacher 3 3 3 3 3 Community Services Coordinator 6 6 6 6 6 Custodial Maintenance Leadworker 0.5 0.5 1 1 1 Custodian 3.5 3.5 4 4 4 Management Assistant 1 1 1 1 1 Recreation Director 1 1 1 1 1 Recreation Program Registrar 1 1 1 1 1 Recreation Supervisor 4 4 4 4 4 RECREATION DEPARTMENT TOTAL 24 24 23 23 23 Strategic Plan Alignment Table 9-2 shows the services performed by the Public Works Department as aligned to the Strategic Plan. Table 9-2 Recreation Department Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Facilitate and administer Co-Sponsorship Program Exemplary Services City Ongoing Continue to identify and offer a diverse range of recreational and leisure activities to the public Sense of Place & Identity No Ongoing Continue to improve innovative and cost effective methods of service delivery and promote a culture of high quality customer service Exemplary Services City Ongoing Develop and strengthen parterships and collaborations with nearby organizations and agencies Exemplary Services City Ongoing Support efforts to improve park and recreation facilities Public Facilities City Multi Year Provide quality Child Care Preschool, Teen Leadership and Afterschool Programs Exemplary Services City Ongoing Actively promote and facilitate active living and healthy eating in all applicable programs and services Public Health & Safety City Ongoing Continue to partner with WCCUSD After School Office to provide quality programming at Porotla and Fairmont School in line with ASES guidelines Sense of Place & Identity State Ongoing Monitor and evaluate 3rd party vendors and contractors to ensure high quality services and best value Public Health & Safety City Ongoing Continue to seek out and place volunteers with meaningful duties and responsibilities Exemplary Services No Ongoing Comply with State Childcare Licensing guidelines Exemplary Services State Provide a variety of aquatics offerings, including lap swim, water aerobics, public swims, and camps Sense of Place & Identity City Ongoing Provide Swim Lessons to promote health and water safety Public Health & Safety City Ongoing Continue partnerships with various athletic clubs, including Swim Teams, Baseball, Futbol and Tennis Sense of Place & Identity No Multi Year ---PAGE BREAK--- 130 Oversee rentals of all of the recreational facilities throughout the City in an effective manner including Pool, Splash Park, Clubhouses, Fields, and picnic areas Sense of Place & Identity City Ongoing Partnership with WCCUSD to provide swim lessons, programs, and facilities for students and teams Exemplary Services City Ongoing American Red Cross Staff Certifications & Trainings Public Health & Safety State Ongoing Continue to partner and collaborate with professional organizations such as the California Parks and Recreation Society (CPRS) and the Bay Area Public Pool Operators Association (BAPPOA) Financial Sustainability No Multi Year Continue to utilize Measure A (2000) Fund for capital improvements to both improve the Swim Center and maintain it at a high level as it ages. Public Facilities City Multi Year Work with contractors and maintenance staff to maintain the pools, splash park and swim center facility in the most efficient manner Public Facilities No Multi Year Develop and strengthen partnerships and collaborations with nearby aquatics facilities and related organizations Financial Sustainability No Ongoing Provide a variety of classes, education, trips, excursions, and programs for seniors and older adults Sense of Place & Identity No Ongoing Alzheimers Respite and Support Programs Exemplary Services No Multi Year Create special events for seniors (i.e. health fair(s), fitness, etc.) that both inform the public and increase senior center revenues. Public Health & Safety No Ongoing Evaluate and address under-performing programs and make necessary adjustments Exemplary Services Ongoing Provide CoCo Café and Meals on Wheels Nutrition Program Exemplary Services City Multi Year Continue to increase participation by seniors and people with disabilities in the Easy Ride Transportation Service. Environmental Sustainability City Ongoing Develop and strengthen parterships and collaborations with nearby organizations and agencies Exemplary Services No Ongoing Liaison to the Park and Recreation Commission and the Committee on Aging Exemplary Services City Ongoing Support community and staff efforts to improve facilities Public Facilities City Provide a variety of camp and class options, including day camps, resident and specialty summer camps Sense of Place & Identity No Ongoing Expand Sports Programming, Camps and Classes Sense of Place & Identity No Multi Year Marketing services to Increase awareness and improve public information for programs and facility rental options in print and online. Exemplary Services No Ongoing Provide custodial services to support community and staff efforts to improve facilities Public Facilities No Ongoing Leadership and oversight for community events, including 4th of July Festival, Egg Hunt, Sweetheart Dance, Pancake Breakfast, Golf Scramble Sense of Place & Identity No Ongoing ---PAGE BREAK--- 131 RECREATION DEPARTMENT BUDGET SUMMARY Recreation Department Expenditures All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $3,092,827 $3,023,573 $3,083,136 $3,037,172 $3,138,626 Purchased Professional & Technical Services 350,034 355,930 352,500 364,500 388,500 Purchased Property Services 214,884 222,636 187,827 176,500 180,200 Other Purchased Services 222,513 232,476 239,120 264,520 267,820 Supplies 239,305 214,816 240,300 228,800 240,500 Property & Capital 1,729 30,012 22,000 48,100 46,100 Financing Costs 46,890 64,260 50,600 66,000 67,100 Other Financing Uses 51,137 51,993 52,875 31,486 32,430 Total Expenditures $4,219,320 $4,195,696 $4,228,358 $4,217,078 $4,361,276 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $2,952,943 $2,885,644 $2,858,702 $2,826,397 $2,918,423 Purchased Professional & Technical Services 350,034 355,930 352,500 364,500 388,500 Purchased Property Services 208,381 209,049 143,627 162,500 166,000 Other Purchased Services 222,513 232,200 238,100 263,500 266,800 Supplies 228,259 202,516 225,100 211,800 225,300 Property & Capital 1,729 15,012 22,000 48,100 46,100 Financing Costs 46,890 64,260 50,600 66,000 67,100 Other Financing Uses 22,600 22,600 22,600 Total Expenditures $4,033,350 $3,987,211 $3,913,229 $3,942,797 $4,078,223 Landscape & Lighting (203) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $71,577 $71,611 $108,257 $107,180 $112,349 Purchased Property Services $30,000 Total Expenditures $71,577 $71,611 $138,257 $107,180 $112,349 Measure J Return to Source Fund (204) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $68,307 $66,318 $78,571 Purchased Property Services 6,502 13,587 14,200 Other Purchased Services 0 276 1,020 Supplies 11,047 12,300 12,700 Other Financing Uses 28,537 29,393 30,275 Total Expenditures $114,393 $121,874 $136,766 $0 $0 Paratransit Fund (214) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $66,310 $68,725 Purchased Property Services 14,000 14,200 Other Purchased Services 1,020 1,020 Supplies 14,500 12,700 Other Financing Uses 31,486 32,430 Total Expenditures $127,316 $129,075 Federal, State & Local Grants (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Capital $15,000 Total Expenditures $0 $15,000 $0 $0 $0 Integrated Waste Mgmt (501) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $37,606 $37,285 $39,129 Supplies $2,500 $2,500 $2,500 Total Expenditures $0 $0 $40,106 $39,785 $41,629 ---PAGE BREAK--- 132 Recreation Department Revenues All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes $99,421 $104,371 $124,467 $132,552 $132,552 Use of Money & Property 193,129 227,143 210,000 244,200 253,140 Charges for Services 2,968,915 2,971,320 3,160,212 3,182,092 3,307,435 Other Revenue 98,225 64,574 81,700 80,200 84,820 Other Financing Sources 28,537 29,393 30,275 31,486 32,430 Total Revenues $3,388,227 $3,396,801 $3,606,654 $3,670,530 $3,810,377 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $193,129 $227,143 $210,000 $244,200 $253,140 Charges for Services 2,958,300 2,957,767 3,147,712 3,168,592 3,293,935 Other Revenue 98,225 64,574 81,700 80,200 84,820 Other Financing Sources 28,537 29,393 30,275 31,486 32,430 Total Revenues $3,278,191 $3,278,877 $3,469,687 $3,524,478 $3,664,325 Measure J Return to Source Fund (204) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes $99,421 $104,371 $124,467 Charges for Services 10,615 13,553 12,500 Total Revenues $110,036 $117,924 $136,967 $0 $0 Paratransit Fund (214) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes $132,552 $132,552 Charges for Services 13,500 13,500 Total Revenues $0 $0 $0 $146,052 $146,052 ---PAGE BREAK--- 133 RECREATION ADMINISTRATION The Administrative Division is responsible for ensuring that all aspects of the Recreation Department are operating well; providing overall management of activities, long- and short-range planning, personnel and budget administration; coordinating with other agencies; supporting advisory commissions and committees; managing grants; and working with other departments relating to capital projects and Citywide programs and services. Recreation Administration staff coordinates and directs all functions and is responsible for the allocation of resources within the Department. The Administrative Division is also responsible for coordinating the Department’s budget process, financial reporting, and contracting of services. The Division assists with monitoring the budget throughout the year, providing reports, and directing the Department as necessary. The Administrative Division oversees the allocation of scholarships for families who are financially in need. Qualifying families are encouraged to apply for funding, to participate in Department programs. The Division provides office support and administrative support for each of the Department’s programs and provides support to the Park and Recreation Commission. Division staff is instrumental in the planning and oversight of all Recreation Department Special Events; especially Alberrito Streets & Street Play, the Dynamo Golf Scramble, and the 4th of July Celebration. FY 2013-14 ACCOMPLISHMENTS Successfully negotiated updated Joint Use Facilities Agreement with WCCUSD Increased revenues department wide Received “Best of Contra County” Award by Parents’ Press for 4th of July Festival – 3rd year in a row Increased training opportunities department wide Increased Summer Camp registrations and revenue by over 10% in 2014 YOUTH & ADULT/COMMUNITY SERVICES DIVISIONS The Youth & Adult/Community Services Divisions provides quality facilities and programs to the community offering social, physical and educational opportunities for personal enrichment through recreation and leisure activities. The Divisions provide: x Management and delivery of a diverse list of youth and adult classes and activities through the use of independent contractors and part time staff; x Department wide marketing coordination; x Continued development of partnerships and community organizations, advisory groups, and citizens; x Volunteer opportunities for individuals and organizations; x Rentals of a variety of City facilities, fields and parks; and coordination of specialty summer camp programs. Division staff assist in all Recreation Department Special Events; especially Halloween festivities, Street Play/Alberrito Streets, Zumbathon®, and the rides, games, and volunteer coordinator at the 4th of July Festival. ---PAGE BREAK--- 134 FY 2013-14 ACCOMPLISHMENTS Youth Services Division Continued to expand Madera After School Enrichment Program (MASEP), general Recreation classes and Summer Camp offerings. Provided more diverse class subjects for the Harding After School Enrichment Program (HASEP). Received “Best Arts Culinary Summer Camp”, “Best Gymnastic Classes” and “Best Sports, Riding & Circus Arts Summer Camp” in Contra Costa County from readers of Parent’s Press Magazine. Introduced an additional Community Event named “Zumbathon®” that will benefit the David Hunter Memorial Youth Scholarship Fund and will be held on May 31, 2014. Successfully recruited a new Gymnastics Head Coach and a Gymnastics Assistant Coach. The addition of the new personnel has improved the quality of our Gymnastics programs and has drastically increased the number of enrollments. Adult/Community Services Division Continued to expand general Recreation classes and exercise offerings Renovated Tassajara Pottery Studio with the removal of the old, cracked tile floor, installed a new textured, painted floor and repainted the interior walls to better suit the needs of specialty classes and to ease the cleaning process of the floors Creatively reorganized the layout of Arlington Park picnic sites. As a result, the Division added an additional picnic site that will be rented in the future Incorporated an online Tennis Court Reservation system for customers Branded the Department e-newsletter as “rECnews” and have increased the subscriber list to 4,000 recipients Re-branded the Fall and Winter/Spring Recreation Brochure and Summer Activity Guide as “rECguide” Researched, developed and proposed a Social Media Policy and expanded the use of Social Media so that the Department may engage customers, brand the Department, its services and to keep up with current business trends Service Indicators Workload statistic achievements are based on services provided to patrons as shown in Table 9-3 and Charts 9-2 through 9-5. Table 9-3 Community Engagement Activities Special Events Events 8 Participants 14,580 4th of July Festival Pancake Breakfast Street Play and Alberrito Streets Family Sweetheart Dance Halloween Festival Spring Egg Hunt Golf Tournament Written Outreach Campaigns 2 Pieces 82,000 Fall rECguide (56 pages) Winter/Spring rECguide (64 pages) Summer rECguide (40 pages) rECnews E-Newsletter (4,000 community members) ---PAGE BREAK--- 135 Chart 9-2 Adult/Community Programs Enrollments and Passes, Calendar Year In 2012 the Recreation Department started using a new software program which accounts for the decrease in Tennis Renewals and an increase in permit sales. The new recreation software also calculates adult class enrollment differently, accounting for the lower enrollment count. Chart 9-3 Facility Rentals by Type, Calendar Year Tennis Permits Tennis Renewals Adult Class Enrollments 2009 65 137 1455 2010 [PHONE REDACTED] 2011 92 126 1645 2012 136 72 376 2013 78 102 699 0 500 1000 1500 2000 2500 Room Clubhouse Main Hall Picnic Senior Center Tennis Court 2009 159 109 86 287 21 543 2010 136 95 89 293 9 575 2011 143 56 107 251 8 637 2012 103 96 101 227 6 583 2013 218 116 291 220 46 550 0 100 200 300 400 500 600 700 ---PAGE BREAK--- 136 Chart 9-4 Youth Services Program Enrollments, Calendar Year Chart 9-5 Youth Services Pass Purchases & Renewals, Drop-Ins – Calendar Year Youth Classes HASEP MASEP FASEP 2009 147 775 [PHONE REDACTED] 237 808 506 59 2011 271 849 [PHONE REDACTED] 92 553 500 18 2013 426 455 531 0 100 200 300 400 500 600 700 800 900 Youth Class Drop-In Class Pass Class Pass Renewal 2009 41 85 92 2010 39 [PHONE REDACTED] 72 63 79 2012 32 113 42 2013 42 39 74 0 20 40 60 80 100 120 140 160 180 ---PAGE BREAK--- 137 CHILDCARE ADMINISTRATION DIVISION The Childcare Administration Division coordinates and delivers childcare and afterschool programs, preschool, and day camp programs. It is the largest division of the Recreation Department. The Division provides a full range of recreational opportunities before, during, and after school as well as delivering a diverse range of day camp programs during the summer and school holiday breaks. The Division serves youth in our community from the ages of 22 months to 17 years and employees adults of all ages. The Division is responsible for oversight of the partnership with the West Contra Costa Unified School District in the delivery of afterschool programs at Fairmont and Portola Schools utilizing funds from the Proposition 49 – Afterschool Education and Safety Program (ASES). Childcare Division Staff are also instrumental in the delivery of the Recreation Department’s Community Events; especially the annual Spring Egg Hunt and the Recreation Department Information/Ticket Booths, Food Booths, and Face Painting Station at the 4th of July Celebration. Recreation Department Partnership with WCCUSD Beginning in FY 2007-08, the West Contra Costa Unified School District (WCCUSD) received grants through state and federal governments for several schools within the City of El Cerrito. WCCUSD continues to contract with the City of El Cerrito through the Recreation Department to administer its After School Education and Safety Program (ASES) grant funding to provide afterschool programming for students. In FY 2014-15, Recreation Department staff will continue to partner with WCCUSD to provide academic enrichment opportunities during non-school hours for children attending Fairmont Portola Schools. The implementation of these programs helps students meet state and local standards in core academic subjects such as reading and math. The afterschool program offers students a broad array of enrichment activities that complement the students’ school day. Table 9-4 WCCUSD Funding (ASES & 21st Century After School Grant Programs) 2010-11 2011-12 2012-13 2013-14 2014-15 Fairmont (ASES) $90,000 $90,000 $99,191 $92,011 $93,818 Harding (21st Century) $81,000 $90,000 grant ended N/A N/A Portola (ASES) $108,000 $110,000 $129,478 $123,866 $125,693 Total $279,000 $290,000 $228,669 $215,877 $219,511 FY 2013-14 ACCOMPLISHMENTS Added a leadership program to all of the afterschool programs allowing youth to have a say and take a leadership role in the on-going operations of their programs. Portola and Fairmont Schools were named as two of the nine pilot sites in the WCCUSD After School Programs 28 programs within the district to launch the “Program Quality Assessment” system. Successfully learned, administered and trained staff on the new WCCUSD Program Quality Assessment (PQA) Evaluation Tool. Completed a trio (In-House, WCCUSD ASP Office and outside evaluator Public Profit) of site evaluations at the Portola and Fairmont afterschool programs. Provided four constantly evolving and exciting Holiday Camps throughout the school year. Received Parents press “Best of the East Bay 2013” awards for a majority of the programs offered by the Division: Best Childcare, Best Independent Preschool: Casa Cerrito, Best Spring Break Camp, Best Winter Break Camp, Best Traditional Day Camps, Best Science Camp for the Crazy, Funky Science Camp, Best Performing Arts Camp for Drama and Dance Camp. ---PAGE BREAK--- 138 Table 9-5 Community Engagement Activities SPECIAL EVENTS Summer Camp Assemblies (weekly – 10 total) Attendees (per week) ~100 Afterschool Program Plays/Talent Shows (2 per school) Attendees (per show) 80-300 Service Indicators Key workload assumptions for FY 2013-14 are based on prior years’ experiences, which generally remain constant. These statistics are illustrated in Charts . Chart 9-6 Preschool Enrollment Chart 9-7 Madera Childcare Enrollment Casa Cerrito AM Preschool Casa Cerrito PM Preschool Community Center Teeter Tots Pee Wee Play Time 2010 21 19 24 11 2011 21 19 20 19 2012 21 10 24 7 2013 21 14 22 5 0 5 10 15 20 25 30 Madera AM Madera AM Kinder Only Madera PM Kinder Only Madera PM Madera PM Extended 2010 16 17 14 95 22 2011 18 9 12 88 23 2012 17 10 28 74 23 2013 19 18 20 83 23 0 10 20 30 40 50 60 70 80 90 100 ---PAGE BREAK--- 139 Chart 9-8 Harding Childcare Enrollment Chart 9-9 Fairmont Childcare and Portola Afterschool Enrollment Harding AM Harding Transition al Kinder PM Harding PM Kinder Only Harding PM Harding PM Extended 2010 21 0 14 114 0 2011 20 0 14 112 0 2012 6 0 10 65 21 2013 9 5 14 30 13 0 20 40 60 80 100 120 Fairmont AM Fairmont PM Kinder Only Fairmont PM Portola Afterschool 2010 0 2 [PHONE REDACTED] 0 6 140 95 2012 20 26 105 90 2013 13 27 108 100 0 20 40 60 80 100 120 140 160 ---PAGE BREAK--- 140 Table 9-5 Camps Program Enrollments AQUATICS DIVISION The Aquatics Division provides residents of El Cerrito and neighboring communities with the opportunity to participate in a variety of aquatic programs year round. These include lap swim, water aerobics, masters swim team (19 years of age and up), club swim teams (5 to 18 years), swim lessons, pool rentals, water polo, the Splash Park for recreational water play, and aquatic facility rentals. Aquatics Division Staff: x Manage the operation of the Swim Center and its programs: lap swim, public swim, day camp, swim teams, water polo, and swim lessons for youth and adults, and the Splash Park; x Developing partnerships with community organizations, advisory groups, citizen organizations, and WCCUSD schools; x Oversee maintenance contractors and staff to keep the facility in top running condition; x Provide a variety of American Red Cross Health and Safety course to members of the public and City Staff; x Providing support and direction for special events; especially the Holiday Pancake Breakfast, Family Sweetheart Dance, the Haunted House and the 4th of July Vendor Coordination. Art/Perf orming Camps Camp Classics Camp Ravenclif f Science Camps Sports Camps Teen Leadersh ip 2010 1620 1151 [PHONE REDACTED] 133 2011 741 1441 [PHONE REDACTED] 139 2012 317 955 120 261 [PHONE REDACTED] 391 1077 [PHONE REDACTED] 132 0 200 400 [PHONE REDACTED] 1200 1400 1600 1800 ---PAGE BREAK--- 141 FY 2013-14 ACCOMPLISHMENTS Received Parent’s Press Award for “Best Swim Classes” 2013 Splash Park weekend times were added in the Spring of 2014 for expanded availability to the public Replaced pool heaters with high efficiency, lower maintenance heaters for both the competition pool and the recreation pool Assisted with the installation and activation of the solar panel project in the swim center/community center parking lot and Swim Center buildings Supervised pool maintenance contractors and maintained the swim center in compliance with all county, state and federal Health and Safety regulations Maintained City’s relationship with WCCUSD by making the swim center available for El Cerrito High School Swim Team practice and meets, and by providing lifeguards and swim instructors for Portola Middle School PE swim lessons Secured a new contract with Camp Kee Tov to provide daily summer recreation swims for approximately 200 campers for 8 weeks of the summer during under times the recreation pool was underutilized. Service Indicators Charts 9-6 to 9-9 depict the Aquatics Division workload statistics by the calendar year: Chart 9-6 Swim Center Enrollments and Rentals, Calendar Year 2009 2010 2011 2012 2013 Learn to Swim 3138 3344 3159 2977 2928 Gators Swim Team 717 946 849 737 444 Swim Camps 378 516 431 147 305 Adult Lessons 400 558 [PHONE REDACTED] Fee Classes 176 136 159 238 151 Pool Rentals 110 105 111 119 102 Splash Park Rental 0 0 39 47 56 0 500 1000 1500 2000 2500 3000 3500 4000 ---PAGE BREAK--- 142 Chart 9-7 Swim Center Pass Purchases and Renewals, Calendar Year Chart 9-8 Swim Center Pass Uses, Calendar Year Lap Pass Sales Lap Renewals Masters Sales Masters Renewal Aerobics Sales Aerobics Renewals Rec Sales Rec Renewal 2009 465 2231 51 343 107 514 107 68 2010 374 2412 53 383 76 536 75 54 2011 380 2346 32 337 102 469 126 65 2012 1099 1596 53 132 243 455 132 43 2013 456 1950 37 267 87 482 302 53 0 500 1000 1500 2000 2500 3000 Lap Rec H2O Aerobics Masters 2009 24866 1116 4133 4230 2010 25780 901 4211 5165 2011 25287 1060 4294 4078 2012 25193 1038 4479 4294 2013 23005 1507 4572 4921 0 5000 10000 15000 20000 25000 30000 ---PAGE BREAK--- 143 Chart 9-9 Swim Center Point of Sale, Calendar Year SENIOR SERVICES DIVISION The Senior Services Division coordinates, promotes, delivers, and evaluates a network of programs, activities and services designed to improve the quality of life of adults 50 years and older. It is the goal of staff and volunteers to provide programs, activities and services for adults who are vigorous and independent as well as the frail and vulnerable. Residents of El Cerrito and neighboring communities enjoy a continuum of programs at the Senior Center which include fitness, wellness, the arts, culture, Wi-Fi Cyber Café, computer classes, travel, and many other recreational activities. Division services include a daily lunch program, home delivered meals, Alzheimer’s Respite Program, health clinics, tax preparation, support groups, and health insurance counseling. Easy Ride Paratransit, with funding provided by Measure J offers affordable, accessible and friendly door-to-door service five days a week within City limits enabling residents 65 and older and people with disabilities 18 years and older to regularly run errands, get to work, attend classes, purchase groceries and household supplies, keep appointments, and visit family and friends. Easy Ride also provides a once a month shopping trip to desirable stores just outside El Cerrito. The Division partners with other organizations and agencies for assistance in the delivery of programs and services allowing area residents to benefit from these associations at no cost to the City. A pool of 50 volunteers round out many of our program delivery needs. The division produces a newsletter (which is mailed to participants and available on the department’s web page), works on fundraising and planned giving programs, contracts for services, Lap Swim Rec/Family Swim H2O Aerobics Masters Splash Park 2009 7270 14126 321 132 0 2010 7443 11970 204 318 0 2011 6823 12349 [PHONE REDACTED] 2012 4187 11089 [PHONE REDACTED] 2013 5371 18534 [PHONE REDACTED] 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 20000 ---PAGE BREAK--- 144 monitors budget and Measure J costs, provides staff liaison and clerical support to Committee on Aging, and participates on advisory councils and committees. Senior Services Division Staff provide to support to the Recreation Department’s Community Special Events; especially the Dynamo Golf Scramble and the 4th of July food vendor coordination. FY 2013-14 ACCOMPLISHMENTS Started to build a fund reserve to purchase a new paratransit van utilizing eligible Contra Costa County Measure J funding. Increased number of classes offered and transitioned all new instructors to a percentage based contract to ensure cost recovery. Expanded role of Committee on Aging. Committee established guest speaker program dealing with senior issues. Richmond and San Pablo Committee on Aging are mirroring our program. Successfully recruited several volunteers to teach classes at the Senior Center. Offered joint programs and excursions with neighboring senior centers and other senior services organizations to minimize program cancellations and reduce charter bus costs. Expanded Easy Ride to include shopping locations just outside of El Cerrito to Costco, Target, Pacific East Mall and Grocery Outlet. Placed new volunteers at senior center and throughout city. Service Indicators Services and programs provided by the Senior Services Division are listed in Table 9-6 and Charts 9-10 and 9-11: Table 9-6 Community Engagement Activities Community Input Meetings 12 Participants 240 Committee on Aging Special Events and Workshops Workshops/ Events 10 Participants 350 Advanced Health Care Directive and Estate Planning Earthquake Emergency Preparedness Healthcare Movie Heart Attacks and Stroke with Dr. Carson Insomnia and Relaxation Blood Pressure Screening Let’s Talk about Health Protect Yourself from Scams Targeting Seniors Covered California Senior Center Holiday Party Totals Meetings/Events 22 Participants 690 Written Outreach Mailings 12 Pieces 19,200 ---PAGE BREAK--- 145 Chart 9-10 Senior Visits by Type Chart 9-11 Senior Visits by Category Art Classes Games Services Fitness Classes 2009-10 2810 6762 27028 2404 2010-11 2734 2520 36425 5024 2011-12 2310 2306 34869 2392 2012-13 2556 2500 34071 2420 2013-14 2520 2621 24982 2559 0 5000 10000 15000 20000 25000 30000 35000 40000 Programs Classes Recreation Support Groups Excursions 2009-10 640 2285 2350 496 1037 2010-11 750 1519 2304 [PHONE REDACTED]-12 2131 1071 2063 [PHONE REDACTED]-13 2961 1242 1968 [PHONE REDACTED]-14 4375 3220 2456 540 727 0 500 1000 1500 2000 2500 3000 3500 4000 4500 5000 ---PAGE BREAK--- 146 CITYWIDE CUSTODIAL DIVISION The Recreation Department oversees Citywide custodial services for all City facilities through this division. All custodial services are performed in-house. Services in the Recreation Department are maintained through the utilization of part-time Building Attendants who perform light custodial duties, set-ups and breakdowns, and program revenue collection during non-business hours. FY 2013-14 ACCOMPLISHMENTS Took over custodial maintenance of City Hall, Public Safety, and Public Works buildings from contract service provider. Saved to General Fund $40,000.00 by having custodial staff provides the work that was performed by outside vendors in the past. Restructured staff work-schedules to accommodate increased workload without increasing FTE.