Board of Finance
Budget Presentation Police Commission; Police Department
And other Related Entities
March 5, 2009
BOARD OF FINANCE MEMBERS PRESENT
Marie Desousa, Chairman
Al Floyd
Jason Bowza
Al Floyd
Jack Mannette
Robert Little
Joanne Koubek
Cathy Pippin
POLICE COMMISSION MEMBERS PRESENT
Richard Sherman
Linda Sinsigallo
Laurie Devanney
Joe Sauerhofer
BOARD OF SELECTMEN MEMBERS PRESENT
Denise Menard
Dale Nelson
Gilbert Hayes
Ms. Desousa called the meeting to order at 7:32 p.m. at the East Windsor High School in the cafeteria. Ms. DeSousa apologized to members for e-mail regarding budget packets which stated these would be ready. Due to some corrections those packets are delayed, so what the Board has for now does not revenue figures yet and a few other things are missing. As soon as these packets have the complete information they will be distributed. The packets do include materials necessary for tonight’s meeting
POLICE COMMISSION
Ms. Sinsigallo briefly presented the standard Police Commission budget which was noted to be $40 less than last year budget.
Ms. DeSousa noted that the workshop also covers “Related Entities” which in this instance historically have been the Animal Control budget. That piece will be explained as part of the police department budget.
POLICE DEPARTMENT
Chief Edward J. DeMarco, Jr. and Deputy Chief Roger Hart came before the Board of Finance with a power point presentation. Throughout the presentation both gentlemen spoke to the details of the budget presentation and fielded any inquires the Board of Finance members had along the way. Administrative Assistant Maria Diana-Root was also present.
Chief DeMarco acknowledged the need for fiscal responsibility, which can be stressful during current economic times, but also stressed the challenge also find a balance in order to attain the goal of protecting the public and meet the demands of the Town.
The number one way to reduce liability is to implement nationally recognized professional standards – that is the goal. CIRMA representatives are excited East Windsor moving toward national accreditation. Liability is reduced when the national standards are met. These standards go by nationwide comparisons in this arena.
East Windsor’s community the Department protects is made up of neighborhoods, various housing complexes, industrial and business facilities as well as educational facilities. Some specifics examples of venues that impact services were given, such as the Connecticut Childrens’ Place and/or the Baron Institute.
The School Resource Officer (SRO) is assigned to the middle school and high school. This is the final year for the grant which contributes money to fund the SRO. This upcoming fiscal year the SRO will need to be funded 100% by East Windsor.
Police Department functions are demanding which can include keeping pace with laws that often times change, unfunded mandates and constant revolving dramatic changes with potential costs. For example, Chief Hart detailed current potential legislation regarding 16 to 18 year old juvenile offense. This potential change would require the juvenile to be “separate out of sight and out of sound capabilities” from adult offenders (i.e. no see or hear an adult). Currently East Windsor’s facility is not set up for that mandate. Ms. DeSousa inquired at the possibility of hold the adult at a courthouse rather that the East Windsor facility if that became an issue – would that be a way to keep adults separate from juveniles. Chief DeMarco detailed the impossibility of that due to
many factors in the booking process, as well as the potential for after court hours occurrences. Offenders are held only as long as necessary. It was made clear that such a mandate, albeit an unfunded one, after a narrow window for compliance, carries sanctions for violating this on the federal level. If it comes to be it is not an issue that can be ignored.
As with many changes in the laws, where the Department is forced to operate or train, it comes with or without permission, but needs to be acknowledged.
The administration of the police department is very transparent and functions under the watchful eye of the Police Commission.
Deputy Chief Hart took a moment to note a misnomer when East Windsor is compared to towns such as the local communities of Somers and Ellington. It is hard to find a comparison those communities due to different characteristics. Deputy Chief Hart felt a more appropriate comparison would be Cromwell with its proximity to the river and multiple highways and a higher in population by 3,000. It was stressed that police services are impacted with various scenarios, such as the proximity to the airport, the equi-distant point between two large cities a comfortable place for drug dealers to meet in the middle.
There have been reductions in some crime and increases in others. Overall the officers are out there and doing their job. Police commissions are approached that police are more visible and they are doing best can with what they have.
This presentation is of a comprehensive 2009/1020 budget with an overall plan to provide public safety for everyone whether they live here, shop or eat here or just passes through – is a plan to police the entire community.
The Chief is aware of the economy and the challenges it possesses – the department is facing challenges – they have considered everything, including reductions with a goal to keep residents safe and to keep those who keep residents safe – safe.
Deputy Chief Hart acknowledged the rationale of a 0% increase and that is a difficult task so were told to need to think out of the box – cliché – but that is what told. That is what they did. At first, they took time to come up with initial budget which fell short of the mark but due to an announced retirement that assisted in this budget venture.
Chief DeMarco outlined this is his sixth budget
The presentation included was for a combined budget 09/10 police and animal control together and into one budget . It seemed like an opportune time to do so due to the retirement. This concept has been talked about for years and a lot of thought behind it.
In coming up with this budget they looked at historical data including what the animal control/police department. It was noted the dog fund separate entity by state.
Chief DeMarco and Deputy chief Hart asked that all present recall that the 2008/2009 budget reduction of 1.8% last year. The Police did their to remind the pd did their part and they are a part of the team
Proposed 09/10 combination of two which results in a .65% increase ($15,510 over last year) for comprehensive public safety. There is a reduction in the size of animal control budget to $39,488. There is an increase in police department budget which will be explained in great detail. An excel spreadsheet was presented showing the specifics in this budget. It was noted that 80% of numbers on columns are 0’s or negatives.
Full Time vs. Part time: Elimination of full time position and going with part time position instead so there is a reduction in salary. Hidden cost savings – beyond the salary savings as if a new full time employee town would have to pay 5% toward pension, life insurance medical benefits sick time and vacation time at level in collective bargaining for police officers as they are union members, FICA contributions. Part time has none of these items and less FICA .
Salary vs. operations comparison: The operations portion is 6.4% wages and salaries at 93.6%.
Extensive detail and discussion took place on line item by line item. Those line items that were 0% increase or reduction were straightforward.
101 has reduced the hours – full time animal control officer to part time and the part time administrative aide has been reduced to 17 hours. They have reduced the maintenance hours. Two part animal control officers. Ms. DeSousa detailed that the sheets says 14 hours – while the slide says 16 hours. It was reiterated that the request is for 14 hours for maintenance. No wage increase and reduction in hours for nonunion employees.
March 2, 2009 Town Treasurer new line as outlined on budget worksheets. This was done to track salary easier (##1-01 1-01-15-2145-9-961) Again the face sheets with the blue and grey table actually has those lines inserted in there. This took place after the budget worksheets were already submitted.
102 contracted and fair labor standards.
103 $7500 in animal control for overtime thought process was not pay part time people overtime, but have lost the full time employee so there will be a gap in the coverage. That gap has to be filled in some way - $7500 reduced to $5500.
Police officers on road may have to fill in function of animal control and the potential for variable overtime was detailed. The directive has been given no animal call will be unanswered..
Same Change per the Treasurer as bold and italicized above.
104 salary conference training several years ago the Department had different training budget than there is today. It would be great if that line to be bigger than it is as the officers will be trained and more likely not to get in liable situations – but it is understand what circumstances are – it has been reduced and cuts made here. On the salary side it is a manageable number and can be made to work.
When considering liability – one of three reasons sued – and lack of training is in the top three. If four employees working and only need two on the road, can get away with sending one of the four to conference and does not effect salary.
106 specifics were given as to each individual officer status in this arena and the increase was due to firstly seniority and secondly due to education (per contract). Mr. Mannette noted the lateral officer and that is someone in process now.
Mr. Bowza noted the data shows a lot of experience in 26+ years and inquired after as to potential retirements? Chief stated they monitor that, but a lot of those officers with experience have young children and does not see that to be on the high end – maybe one or two. If some do retire is that savings or cost? Lateral transfer has experience and pay scale. It all depends on who gets hired and when. It is a best guess at best to forecast that potential. The different scenarios as potential savings due to rank coming on board and years with the department was discussed. There is a ripple effect with that as well about coverage in the in term.
It was noted SRO requires minimal staffing.
123 no wage increase, no additional staff requests
124 two full time clerical unionized under different clerical contract – no wage increases in accordance with town procedures but it was noted this does not show potential union negotiations.
125 Officer line. This covers 22 sworn police officers on staff and that is authorized, sworn, including the two present. (24 including all together including the Chief and the Deputy Chief) with staffing level meet requirements for current federal standards presently. Extensive discussion took place regarding endangerment or qualifications for future grants. Deputy Chief Hart detailed the history of the force, there was a reduction, at one time force at 26, one was grant position through private grant at millpond; the second was the SRO and another position – during all that shift a body was lost. When 26 went away off private money did not affect anything. It reverted to authorized strength of 25 when grant started to operate. When there was no longer funded position
then went to authorized strength of 24. Chief stressed this is the best good faith effort that the Town is compliant. The grant people were breathing down towns back about nine months ago with scenarios in place – all set.
Ms. DeSousa clarified that the police and dispatchers are in police contract; clerical is separate contract
There are no new officer positions 22 + 2 = 24. The number to talk about – looks alarming and salary. This year have to fund the SRO position 100% which means $20,000. There are contractual step increases – as employees gain seniority also go up in stepping – 2 Sergeants bumped up to higher rate this year; 4 patrolmen also moved up due to time on the job. Last year down during budget season it came down to the wire, came in and offered more money – gave half year give back last year an officer had a commitment elsewhere and the Department brought the savings back to the town. That officer is back to full strength and that cost has to be absorbed this year.
The Organizational Chart was presented to the board and audience members which provides for the current authorized positions/ranks/titles of the 24. This is a living document used by the department and it shifts and moves as the department. Last year’s roster vs. this year roster was discussed. It was stated that when discussing the SRO – the salary was $63,000 and took $20,000 away for the grant contribution which left $43,000 to fund the position in last year budget. Mr. Manette, while working the numbers had some concern that in reality this budget request included the $43,000 and the $63,000 were both carried for this year. Chief DeMarco stated the request did not take $43,000 from last year and also add $63,000 for the position they carried over the $43,000
budgeted last year and added the necessary $20,000 which is no longer funded by grant.
Mr. Mannette also saw another small discrepancy was taken into account – lateral transfer as opposed to resigning officer – resigning officer was in budget as recruit officer
Mr. Manette had concerns the items did not add up. Chief DeMarco detailed last budget sessions half year give back, step increases, officer resigned was recruit officer graduated the academy. At this point extensive discussion took place regarding specifics within the budget as to personnel discussing the SRO, Officer Baracato (phonetic), differences in steps and pay for lateral officers. Other officers were mentioned in connection with salaries and where Mr. Manette noted discrepancies. Deputy Chief Hart and Chief DeMarco allayed confusion and discussed the organizational chart and the transparent budget presentation. Ideas of how to clear up this confusion via more spreadsheets and charts were discussed. It was felt that might not be necessary. Ms. Desousa did not believe Mr.
Manette was referencing any hidden monies in the request, but cited ideas of where the confusion may lie. At this point there were several overlapping conversations took place to allay confusions brought forth. The meeting was refocused at 8:45.
Conferences training operational side – POST mandated and specialized training not covered by POST – also covers contractual college tuition reimbursement.
It was inquired as to how many officers were currently in school. It was believed there were two and both gentlemen present were also going to college. Deputy Chief Hart’s tuition was roughly $1,000 and Chief DeMarco was $285. The contract restriction says up to 600 a year. Chief is under restriction, deputy chief hart is not.
The budget line also incorporates increases due to mandates. While the concrete net change due to mandates was not numerically shown, the descriptive presentation would help answer that query. The trend numbers in training was shown. New practices of showing these trends, as well as the fact that some mandates are every other year were explained. A line item transfer is required this year for training. It was stated that $9,000 is not enough money to train. This year the Department has to do a line item transfer to recoup loss of money. This was possible by taking funds from operational sideline gas and oil because of change in price of fuel.
There was a detailed list of what training is required for Firearms training. Practice rounds are used to reduce cost. The POST bare minimums for training were discussed. The bare minimum is reached and currently E.W. does this once a year. Certified fire arms instructors are used to train on site, which saves money – the certification training costs money. Armour training is done which saves cost on firearm repair and cleaning in house. Target and Stand costs were detailed.
Taser: There is a cost for certification every two years. If officers are certified Taser (company) sends a representative down to help with any litigation – but only if officers are certified. Also you can train in house – on shift – at zero cost – but the instructor has to be recertified. Cartridges cost money and are required to certified. The benefits of tasers in emergency situations were discussed.
POST Police Officer recertification class was discussed. There is a website which “in service classes” are used on occasion at no cost to this line, although potential for overtime. The presentation included details of the sixty hours of mandated training. Either an instructor is at the Department or training is off site. It was explained this can be like college accredited hours – same idea, each individual area certification requires specific number of hours. The good news is this can be staggered for recertifications – not evenly balance, how POST determines this was delved out years ago. Lateral officers bring with them their current POST.
Training is also necessary for the following: Medical Response Technician (MRT) detailed the costs. Radar Instructor / operator training. Again for this the Department tries to get internal instructors so no have to send out, but cost there is a cost for the instructor course. Advanced accident investigation training – to reconstruct and it is important to be able to do it right the first time; METRO traffic specialized training; Minimum K-9 certification training; Communications personnel training – which has minimum requirements; Advance Investigations Training (Detectives). Contractual obligations for college tuition. There are also training costs for NIMS certification, and if appropriate personnel are not certified there are grants that the Town is barred from applying for. There
are costs for courses, and of course, some are not local. For the appropriate and necessary training for the Department, the ultimate goals get closer with $14,000, but those goals are not attainable for $9,000.
There was a reduction in uniform cleaning due to a bid process. Each officer by contract per week 3 shirts, two pants, jacket twice a year; sweater once a year – it is very broken down. Have to budget for maximum amount.
Travel is mileage reimbursement to academy when don’t take company car. If closer for an officer to go from his/her residence to training, they can travel in their own car, or if it is preferred to come get a car that can happen as well.
542 – line is gone, consolidated into town wide communications line.
620 gas and oil. Spread sheet provided for this item which details the gallons used; the cost of fee and estimate of where fuel will go. Counterparts in other towns are budgeting higher as well as estimated to go up.
630 reduction as last year there was start up costs, this year will be less.
631 – explain asset forfeiture. It was inquired if this is an item where if the town puts more money into this line, will it recoup more funds than it does not, for example, if it is bumped up 50% and 500% recouped. Chief DeMarco discussed asset forfeiture – if involved in drug trade and the host of regulations involved. Also if it is a joint venture with another town there is a split if there of funds – in the end you get money back. The asset forfeiture money can be used money to enforce drug laws. It cannot be used to buy cars, etc. It is for drug enforcement use – but valuable money and a good thing to have. Chief DeMarco was not sure the Department has enough narcotic officers to do the work to recoup monies. The department could do better with what do
with asset forfeiture money – balance carried now. As of now, the number will suffice.
COLLECT is Connecticut on line telecommunications system. Dues primarily APCO – A communications association for dispatchers. By being a member of APCO training is for a lot less.
In summary both gentlemen reiterated this is a combined effort budget presentation to present a community oriented police department and animal control services in frugal, fiscally responsible, professional manner.
It was stated, this is not without loss of service as the town will lose full time animal control – but no member of public is at risk. No animal call will go unanswered from the most emergent to least emergent. The police department will handle calls and respond to needs of community.
Chief DeMarco and Deputy Chief Hart went through the recent budget history once again noting the reduction last year and citing the proposed .65% increase which translates to a $15,510 increase.
Bottom line mission have to perform duties try to do so cost effectively, efficiently and safely. The budget is proposed is a result of work with police commission, input from senior staff meetings, discussion with selectmen and work in conjunction with other town agencies. There are town wide efforts to be transparent. The department still has to operate effectively and under federal guidelines due to grants/ Even during challenging economic times there is a need to be conscious of the safety of police officers, the public and there is a cost associated with doing business.
It was reiterated that the primary goal of police department administration is transparency and accountability. There is nothing hidden and no shenanigans. If you have question, you will be given an answer.
Transparency and accountability is a major function of the police commission – and members are in constant contact with the Department administration. This includes monthly meeting and daily collective efforts. Expenditures in total are under the watchful eye of the team. Every dime has multi layers it goes through – there are no rubber stamps and it is a team effort.
The end result is that for the 3rd year the East Windsor Police Department has stayed within its budget. They are doing the job and have suffered cuts in the past. Tonight they come in looking for a $15,000 increase to make it work and they will make it work for a fourth year.
The formal presentation wrapped up at about 9:15 p.m.. At that point there was frank discussion between Board of Finance and the Chief DeMarco and Deputy Chief Hart. Ms DeSousa noted appreciation for the specific way items in the budget were broken out – for example, the training costs are broken down and clear. This will help Finance Board members be able to discuss the budget with a clear understanding and it will also assist in fielding any queries from the public. It was also acknowledged that time was taken to present this budget with ideas that could be labeled as “outside the box.” There has been an increase in town wide police visibility. Ms. Desousa also touched upon the unfortunate timing last year of events sensationalized by the newspapers which coincided
with the budget season. Ms. DeSousa took some time to remind everyone present that inquiries made are not intended to be personal but the Board asks questions as they see fit so they can continue along the budget process well informed. Chief DeMarco took some time to acknowledge that he understands the Boards course. The Chief loves his job and he and Deputy Chief Hart are not opposed to the tough questions. They are professionals who present clear and transparent requests and it becomes a challenge when “magic math” is used and it appears to be an attack on his reputation with questions which appear to be seeking shenanigans within the budget request. All present discussed the desire to be a united front and this is the third year in a row the Police have come in with a budget presentation as requested. At the conclusion of the meeting Mr. Manette had very specific questions and issues with the $90,868 funding of the dog budget –
including “fringe benefits” and the break down of part time versus full time positions. After several minutes of banter, including Deputy Chief Hart and Mr. Manette reviewing this specific issue together, they will work and clarify the issues Mr. Manette raised as well the breakdowns Deputy Chief Hart has to come to an understanding regarding the clear numbers in combing the animal control officer budget with the general police budget.
The workshop concluded at 9:27 p.m.
Respectfully submitted,
Cynthia D. Croxford
Recording Secretary
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