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Home My WebLink About10.10.01 Work Session Packet CITY COUNCIL WORKSHOP PROPOSED 2002 BUDGET CITY HALL COUNCIL CHAMBERS WEDNESDAY, OCTOBER 10, 2001 AGENDA 1. Call to Order 2. Adopt Workshop Agenda 3 Overview of Proposed 2002 Budget - Robin Roland, Finance Director 4. Personnel Requests for 2002 - Brenda Wendlandt, Human Resources Manager 5. Discussion 6. Adjournment City of Farmington 325 Oak Street, Farmington, MN 55024 (651) 463-7111 Fax (651) 463-2591 www.ci.farmington.mn.us TO: Mayor and Councilmembers FROM: Ed Shukle City Administrator SUBJECT: 2002 Budget Workshop DATE: October 10,2001 Introduction As you know, we have a 2002 Budget Workshop scheduled for Wednesday, October 10,2001, 6:30 p.m., City Hall. We will bring in dinner for everyone's convenience. Enclosed are two documents for your review and discussion Wednesday evening: 1. Power Point Presentation slides that will be presented by Robin Roland, Finance Director, as an overview of the proposed budget and proposed tax levy for 2002. 2. Memorandum dated October 5, 2001, from Brenda Wendlandt, Human Resources Manager, with attachments, regarding staffing requests contained within the 2002 proposed budget. We would ask that you bring your copies of the 2002 Proposed Budget distributed prior to the August 22, 2001 budget workshop, for review. If you have misplaced these, please contact Robin Roland or myself and we will have a copy for you prior to the meeting. We will also have additional copies available at the meeting. Discussion The October 10 workshop is not intended to be redundant. We just want to review again the proposed budget, in general, and address any further concerns or questions that you may have on the budget. Action Requested None. The enclosed is intended to provide you with additional information regarding the proposed budget and to stimulate further discussion before recommending the final budget and levy for approval on December 3, 2001. City of Farmington 10/10/01 Workshop ,. Tax Law Change Impacts on Farmington . 2001 HACA and LGA Revenue = $885,669; 2002 LGA Revenue = $496,117; Loss of $389,552. . State Legislature expected Cities to levy back any lost State Aids. . Shift increases 2002 Tax Levy to 50% of General Fund Revenues: 2001 Tax Levy was 39%. . 2002 Intergovernmental Revenues = 15% of General Fund Revenues: 2001 = 25% >. Tax Law Change Impacts on Farmington . State mandated Levy Limit $3,586,245 (exclusive of Debt) . Farmin9ton Requested Levy $2,600,079 (exclusive of Debt): $986,166 Less than limit. . 23% increase in Gross Levy from 2001 to 2002 - 15% for Lease Revenue Bonds, 8% for Operations. . Total increase to General Fund Revenues is 12%: 8% from Taxes and 4% from other sources. I. .. 2002 Property Tax Law Changes . Loss of HACA State Aid . Levy Limits . Changes in Class Rates used to determine Tax Capacity Values . Shift of Education Funding to State - Not local levy 300000O 2500000 200000O 1500000 100000o 500000 [D2OO2] ~ Taxn Permit. Fine. Intergvt Chargee Other I. ,. 2002 Expenditures Budget Process . Anticipated 10% increase in General Fund expenditures per Financial ProForma. . Proposed increase in expenditures over 2001 is 12%; 6% increases in Charges, services and supplies, 4% new positions and 2% accounting changes. . Accounting changes are balanced with equal increases in associated revenues. 1 General Fund 2002 Budget Expenditures 1600000 1400000 1200000 100000o 800000 600000 400000 200000 o Admin Finance [O2OO2l ~ Fire Par1<o & Rae Estimated Property Tax Comparison 2001 2002 Market Value 137,865 158,545 Dakota County 540 City Farmington 761 ISO 192 State Levy - ISO 192 Voter Approved Levy 524 Other Districts 4 Total $2,110 $1,829 t. Tax Law Change Impacts on Farmington . 19.6% Market Value increase from 2001 to 2002. . 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Mayor, Council Members and City Administrator FROM: Brenda Wendlandt, Human Resources Manager SUBJECT: 2002 Proposed Budget Staffing Requests DATE: October 5, 2001 INTRODUCTION ' This memorandum provides additional information regarding the staffmg requests made by _ different departments in the 2002 budget. Specifically, the information provided discusses the pro-active steps needed to prepare this organization to effectively handle community and organizational growth, staff retirements, and organizational change regarding anticipated additional job responsibilities. DISCUSSION As stated in my memorandum of August 30, 2001, a number of factors were taken into consideration in evaluating positions. The following paragraphs provide additional supporting information for the positions requested in the 2002 Budget. As Council is aware, the Police Department has requested adding an Investigator for 2002. In 1992, the City upgraded the part-time position of Investigator to full-time. At this time, the number of serious crimes (gross misdemeanors and felonies) numbered 195 with 431 less serious (misdemeanors) crimes. In 2000, those rates were 298 and 973 respectively. Even with these increases, our investigator has maintained a 65% clearance rating when the State average is 44%. However, it is unrealistic for the City to expect that high of a clearance rate as the number of investigations increases especially given the increase in the severity of the crimes being committed. Even if the number of crimes, requiring investigation, were to decrease, our statistics show that there is a higher severity level of the crimes being committed. It should also be noted that there has been an increase in the amount of work required by the Dakota County Attorney's Office for prosecution on each case. In addition to increased investigations of crime, the current investigator will be assigned the responsibilities associated with Evidence and Property Room in the new Police Facility. The current system of evidence storage and management is obsolete and while it may meet minimum court standards for preservation of evidence, it does not meet current standards for inventory control. In order to update and maintain the Evidence and Property Room, the City will be going to a single source access for evidence. That source will be the Investigator. Additionally, the Investigator will be responsible for the following: Evidence Management Software (updating and maintaining this database); routine purging of evidence including the determination of items to go to auction each year; and spot audits of evidence. The above mentioned statistics also provide supporting documentation for an additional police officer. Community growth and increase in crime severity are further indicators that the City Patrol Officers are needed to keep not only our residents safe but to provide our officers with adequate back-up when encountering dangerous situations. The Police Department also has a significant amount of overtime. For 2000, that amount was $55,381.00 which is exclusive of any compensatory time accrued in lieu of overtime. The estimated cost of compensatory time for 2000 was $12,231; an increase over year end 1999 of $4,413.00. Adding additional staff should reduce this number but not eliminate it. Attached is an Overtime Category Summary Internal Tracking Report. The difference in the total dollars is attributed to the methods of tracking this time. However, the number listed in this memorandum is the actual payroll cost. The final request from the Police Department is to upgrade the part-time Secretary/Dispatcher to full-time. Within the last few months, the State has provided the City with a list of "suspense" files that the City will need to research and clear up. In a majority of these cases, fingerprints are the item missing as a result of Court Action. In an effort to eliminate the number of "suspense" files in the future, the City will do all fingerprinting as well as process all the corresponding paperwork. This paperwork will be handled by the support staff. Upgrading this position will also help to provide more adequate receptionist coverage in the new Police Facility. The Parks and Recreation Department has requested a Recreation Programmer for 2002. City staff provides recreation programming for not only the City of Farmington but also for the surrounding townships and the school district. Increasing the full-time equivalency of the Recreation department allows staff to enhance and increase the number of quality programs offered to the population it serves. Even though the Recreation staff are FLSA exempt, the compensatory time costs have increased over the last two years from $140.00 to $1589.00. Two additional clerical positions are also being requested; a full time Secretary/Receptionist to support Administration, Planning, Finance and Parks and Recreation and a part-time clerical assistant for the new Central Maintenance Facility. Adding an additional Secretary/Receptionist would allow the cash receipt function to be moved to the front desk. This would separate the utility billing and cash receipt function. It has long been recommended by the City's auditing firm that there be a segregation of duties regarding these functions and is identified in the 2000 Management Letter from Kern, DeWenter, Viere, Ltd. as a "reportable condition" as defined by standards established by the American Institute of Certified Public Accountants. As mentioned in the August 30th memorandum, this position would also shift duties away from the Executive Assistant so she can handle more of the "confidential" and "sensitive" support duties for Administration and Community Development. Though staff believes a full-time position is needed, this position could be reduced to part-time for 2002 and increased to full-time in a subsequent year. The second clerical position is a part-time Clerical assistant for the Central Maintenance Facility. The addition of this position will permit the Central Maintenance Facility to be open to the public on a part-time basis and the prime responsibilities will be answering phones, greeting the public, issuing water meters and work procedure documentation. The final position being requested is the Maintenance Worker position for the Public Works Department. In 2000, overtime in the maintenance department cost the City $14,379.00. This number does not include accrued compensatory time that is accrued in lieu of overtime and is paid out as it is used. The compensatory time cost at 12/31/00 was $8,725.00; an increase of $5,750.00 over 12/31/99. Additionally, in 2000, in a cooperative effort between Streets and Utilities and Park Maintenance, the Park Maintenance staff took over the responsibility of a plow route which enabled staff to provide more efficient and timely snow removal. This helped to reduce overtime costs. However, it is anticipated that this number will increase proportionately with the addition of more streets and utilities as the community grows. ACTION REOUESTED For information only. Respectfully submitted, Jtt/~~C ! Brenda Wendlandt, SPHR Human Resources Manager OVERTIME CATEGORY SUMMARY From: 12/28/1999 To: 12/31/2000 Category: Category Description: I Mt. Dew Days Hours: Cost: 59.75 $1,898.74 246.00 $7,395.51 312.50 $9,147.07 5.50 $156.74 315.00 $9,727.91 74.50 $2,216.34 258.25 $7,358.49 464.00 $13,132.02 TOTALS: 1735.50 $51,032.83 2 Training 3 Sh i ft Coverage 4 Shift Extension 5 Investigation 6 Dept Meeting 8 Court 9 Special Event Thursday, December 2&, 2000 Page I of I City of Farmington 2002 Proposed Budget Requested Positions Position Re uested Start Date Salar FICA PERA Benefits Investiaator 01/01/2002 $ 51.120 $ 741 $ 6.022 $ 7508 Patrol Officer 05/01/2002 26 523 384 3124 4.287 Secretarv Disoatcher - Increase to FT 07/01/2002 7.046 539 390 3064 Recreation Proarammer 01/01/2002 34 923 2.672 1931 6.924 Secretarv Receotionist 01/01/2002 30.326 2.320 1.677 6.333 Clerical Assistant - CMF 06/01/2002 16192 1.239 840 64 Maintenance Worker 01/01/2002 37419 2.863 2.068 7.609 Total $ 65.391 34.318 11.039 46.450 40.656 18.335 49.959 City of Farmington 325 Oak Street, Farmington, MN 55024 (651) 463-7111 Fax (651) 463-2591 www.ci.farmington.mn.us TO: Mayor, Council Members and City Administrator FROM: Brenda Wendlandt, Human Resources Manager SUBJECT: 2002 Proposed Budget Staffing Requests DATE: August 30, 2001 INTRODUCTION As staff prepared the 2002 . proposed budget, a number of staffing requests were made by different departments. Five positions were added to the budget based on workforce measures utilized in strategic organizational development. There were some staffmg requests that were not put forward as the workforce measures could not support them. DISCUSSION When evaluating positions, a number of factors are taken into consideration. These factors include City growth, overtime in each department, organizational development, succession planning, Council goals and objectives, the Facilities Study (see attachments) and City liability factors. The following will discuss each position and the factors utilized in making the determination of which positions to put forth in the 2002.proposed budget. The Police Department has requested an Investigator, a Police Officer and an upgrade of the part-time Secretary/Dispatcher to full-time. The position of Investigator would bring the compliment up to two (2). At this time, our current Investigator is on-call twenty-four hours a day, seven days a week. Not only does the Investigator work a regular day shift; he also is required to respond to any scene requiring an investigator at any time. The Investigator has been working this schedule for years and has been working at a bum out pace. This type of work schedule may cause additional stress to a position that is already considered highly stressful. This factor, if realized, could increase City liability regarding Worker's Compensation. Also, because of the volume of cases, the Investigator will no longer be able to maintain a clearance rating of over 60% without additional help. Cases of a lessor degree must be put off until the higher profile cases are resolved. Often this can result in the cases being unresolved and/or closed. The City has been fortunate that the current Investigator has the knowledge and experience to handle more routine situations quickly over the phone that has resulted in minimizing the overtime costs to the City. However, the City has had the need to utilize Patrol Staff to assist the Investigations division. This has provided Officers interested in a career in investigations the opportunity to develop their skills. However, this must be done at overtime compensation. The approximate cost of overtime in this division so far this year is $8500.00. Furthermore, the City must take steps to ensure a continuity of service as older staff prepares for retirement. Adding this position in 2002 will provide the staff needed to prepare for the transitions anticipated in the police department within the next two to three years. The Police Department is also requesting the addition of a police officer for 2002. This position would be filled after the Investigator position is filled (if approved) with an anticipated start date of May 1, 2002. As Council is aware, the City did not add an officer in 2001. It is a police standard to have approximately 1.2 officers per 1000 people. While this is important information, it was not the determining factor for adding a police officer in the 2002 Proposed Budget. The Police Department has a very large overtime budget. Overtime is activated for a variety of reasons such as shift coverage for court time, paid leave, and additional coverage for high peak periods (Le. - Dakota County Fair, Hmong Soccer Tournament, Dew Days Celebration, etc.). Overtime has also been used to minimize officers having to work alone. Though adding another officer will not eliminate overtime, it is anticipated that it will minimize that overtime. Moreover, there is an issue of liability when an Officer is required to work alone for any part of a shift. Though mutual aid works effectively, it is still more desirable to have two officers on any shift as response is generally better based on proximity and call volumes in each City or County. The third position in the police department is the upgrade of the part-time Secretary/Dispatcher to full-time. With the new facility, the police department will be able to correct inefficiencies in various areas such as record retention and storage, evidence processing, etc. It is anticipated that this will require additional clerical support to maintain the legal requirements. The City has also seen an increase in law enforcement activities with City growth. Consequently, there is a need to provide the extra clerical staff needed to process the paper work required by Statute and/or Ordinance. The next position requested is a full-time Maintenance Worker in Public Works. Again, this position is directly related to City Growth. With the additional streets and utilities being added, it is taking more time to perform the maintenance duties such as snow plowing, sweeping, crack sealing, sewer and storm sewer cleaning and pond maintenance. It is fortuitous that City Staff has been able to employ new methods to increase efficiency while maintaining a low staffing threshold and provides for a more effective strategy for increasing staff. The Parks and Recreation Department have requested adding a full-time Recreation Programmer. The Recreation Division offers a variety of high quality recreation programs to it citizens with a smaller staff than in surrounding communities. By adding an additional programmer, City staff will be able to not only add more programs but further increase the quality of our Recreation Division. The influx of new residents with small children reflect the importance of increasing the quantity of programs we provide while maintaining the high quality our citizens have come to expect. Some of these new residents come from other Dakota County communities expecting and requesting a multitude of programs that we are unable to offer at this time with current staffing levels. The Recreation Supervisor and Programmers are exempt employees and do not receive overtime compensation. City staff believes the Parks and Recreation Department will also be in a transitional period within the next one to two years. Based on this, it is important to develop a succession plan for filling future positions. By applying creative recruitment and retention principles, staff ascertained that the City had the ability to provide various career paths to existing employees while preserving the integrity of the division by providing a continuity of service during any transitional period. Such continuity provides a higher level of customer service to our citizens. Finally, there are two clerical positions in the 2002 Proposed budget. The first position is a part- time clerical assistant for the Central Maintenance Facility. This position would allow for the facility to be open to the public for walk in traffic on a part-time basis. It is anticipated that this position would perform receptionist duties such as answering phones and greeting visitors to the building. Additionally, this position would be responsible for issuing water meters and work procedure documentation. This position would provide clerical support to Public Works, Parks, and Fleet Maintenance and would be filled in mid-2002 once the Central Maintenance Facility is open. The second position is for a Secretary/Receptionist to support Administration, Parks and Recreation, Planning and Finance. This position would also provide receptionist relief. Cash receipts, Park and Recreation registrations, and clerical support for Finance and Planning would also be included in this position. This will allow the Executive Assistant to focus her time on Administration. Since the Executive Assistant is the only "confidential" support staff at the City and not part of the bargaining unit, she handles sensitive data for the City Administrator, Community Development Director and Human Resources. The overtime levels for City support staff have been very low due to exempt staff's efforts to pick up some of the clerical duties in an effort to limit overtime costs to the City. However, with the continuing increase in workloads and responsibilities, it is no longer feasible for exempt staff to continue in this role. Additionally, this can cause some concern regarding the FLSA (Fair Labor Standards Act) designation of exempt staff because that designation is partially based on the responsibility level of the tasks performed. ACTION REOUESTED For Information only. Respectfully submitted, ktf~ Human Resources Manager r-'" ....-~.......... r' L.-~ ,..... ~ _.J ~ ~' om, ~I~ om. F -=' . I ~;, "'" I ...... ~" II;'. 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Current Public Works staff - 1 director 1 supervisor 5 maintenance workers 1 mechanic ~ administrative assistant II ..---. ~ --- ~.~. t ~--~-. ~_. - -. :-. e) Parking . Insufficient parking area, employees, visitors, fleet vehicles, must park in the street or on the side of the building. 3) Com'munity Need Factors a) Staffing Forecasts - 2020 projected City population of27,000 Currently 9 plow routes, 17 projected in 2020 ~ ~ . Other Cities at 27,000 pop. - 1 director 2 supervisors (1 street, 1 water and sewer) 17 maintenance workers 1-2 administrative assistants 2 mechanics (" fi" . Farmington in 2020- 1 director 2 supervisors 17 maintenance workers 1-2 administrative assistants 3 mechanics .-; lIT '"' b) Vehicles and Equipment OOJ By 2020, it is projected that the following vehicles will need to be added to the fleet: . With the addition of eight additional plow routes by 2020, the City will need to add eight plow vehicles . One additional street sweeper . Three additional pick up trucks &; III c) Parking OJ; . Need adequate parking for City employees, visitors and customers d) Support Facilities lIIlL . Need work room/training areal conference room for staff, community use . Need restroom facilities for both male and females L- 5 1mL: , ; e) Customer Service Facilities . Need customer service desk/waiting area . Need conference room to meet with customers . Need adequate facility security ., ., ,. II-.Q 1-- .,. -- ~_.~~---=- ~- ltDI -'"--.._- ~ ~.-m uJ , J L [J r-~ 2 J 6 City of Farmington 325 Oak Street, Farmington, MN 55024 (651) 463-7111 Fax (651) 463-2591 www.ci.farmington.mn.us TO: Mayor, Councilmembers and City Administrator ~ ~ . FROM: Daniel M. Siebenaler Chief of Police SUBJECT: Staffmg Plan DATE: October 10, 2001 INTRODUCTION In order to clarify current and projected staffmg needs for the Farmington Police Department staff has put together three documents that identify the basis for current requests. DISCUSSION The three attachments to this memo represent the basis for current and projected staffmg needs for the Farmington Police Department through the year 2020 or a population of 27,000 residents, whichever comes first. Attachment "A" entitled, Farmington Police Department Performance Indicators, is an internal document initiated in 1988 and updated annually. It is a tabulation of Crime Rates based on the actual number of crimes reported in proportion to the State of Minnesota estimate of population for the City of Farmington. The document goes further to project a local estimate of population, based on actual new housing starts. That information is then cross-referenced with crime information to present a more accurate crime rate. Staff uses this document to monitor crime rates and to project population trends. Each of the factors is incorporated into staffmg requests and, internally, directing the allocation of staffmg resources to best serve the needs of the residents. Attachment "B" entitled, Community Need Factors, was prepared for the Facilities Task Force in 1999 in response to City Council direction to plan a facility to meet the 20-year growth needs of the City. The document outlines a Police Department for a City of 27,000 residents. Growth estimates used in this forecast are based on City Council goals of 300 new homes per year and further based on a Metropolitan estimate of2.8 residents per household. Staffing estimates are based on staffmg levels of all Minnesota Police Departments serving cities with populations between 10,000 and 25,000 residents. Specifically, a rate of 1.2 Sworn Officers and 0.3 Civilian Support Staff per 1,000 residents. Attachment "C" entitled, Farmington Police Department 2020 Organizational Chart, was prepared in 1999 for the Facilities Task Force. It is the tentative structure of a police department of 34 officers and 11 support staff. Both Attachments "B" and "C" were accepted by the City Council in April 2000 as part of the Public Facilities Task Force Final Report: Findings and Recommendations. Based on the staffing levels of the Police Department in the year 2000, (13 Sworn, 2.5 civilian support) staff determined that it would be necessary to add 1 officer per year over the 20 year period and 1 FTE civilian support staff approximately every 3 years to meet the needs of the 2020 projected population of 27,000 residents. These figures also coincide with the 300 new housing units per year, or 840 new residents, outlined by the City Council. The 840 residents also corresponds to the 1.2 officers per 1,000 population noted earlier. It bears repeating that the hiring plan of one officer per year is based on estimated growth at 300 homes, or 840 residents per year. Any variance from those projections must be taken into account when considering staffing requests. The Federal Census for the year 2000 showed the population of Farmington to be 12,365 as of April 2000. Based on new housing starts for the period between May and December of 2000 at 218 and the Met Council estimate of 2.8 residents per household the population of the City of Farmington on January 1, 2001 was 12,975. Based on the 1.2/1,000 rate the police department should have had 15 officers in 2001. Staff requested, but was not authorized, one officer in 2001 which would have brought the force up to 14 officers. Year-to-Date, January through September, 2001, Planning Division records indicate that 440 new residential units were started in the City of Farmington representing 1,232 residents. Based on a conservative total estimate of 500 new homes and 1,400 new residents, the population of Farmington will be in excess of 14,000 on January 1, 2002. Using the ratio of 1.2 officers per 1,000 residents, staffmg should be at 17 sworn officers for the year 2002. This number also coincides proportionately with the estimates provided in Attachment "B". During the Management Staffs preparation of the budget the Police Department presented information that personnel requests were actually lower than necessary to meet projected needs. However, funding levels were taken into consideration and only two officers (one in Patrol, one in Investigation) were requested to reflect one officer not hired in 2001 and the addition of an officer for 2002. Based on existing residential growth, even at the hiring levels currently requested, if approved, the Farmington Police Department will be two officers short of projected needs on January 1,2002. ACTION REQUESTED Staff will be prepared to answer Council questions at the Budget Workshop on October 10,2001. Respectfully submitted, Daniel M. Siebenaler Chief of Police Attachment "A" ..- - Q) Q) ~ Cf) 0 """ co N M '" ::l! 0 N '" 0 ..... en l'"l 10 01 0 M 10 '" 0 co 0 N N co N. .... 10 """ CD ..... 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'5 w ~ ro ro Q) ~ w w U) m w -0 .0 W ~ a. ~ E 0 Cii U) 0 l- I- 0 Q) Q) ~ ~ w w ~ a. ~ i 0 w - '- ~ co <( ~ ::!: U) ui ~ ::::!. ::!: ~ ro III N w z Q:: Q:: w w w z Q:: w ,2> III Q) 'I- >- ~ ::!: Q) w ::!: ::c 0 0 a. 0 2 c: I-- 0 I-- U I-- Q:: f.- a: <:: - 0 - - - u - a: - ,2> I-- 0 '- :5 U) (f) 0 z C> ~ (f) ~ ~ ,~ 0 u ~ z u ~ :J :J '0 :J ~ :9- 0 0 oJ ...J Q) is 0 ...J III Q) :::l <( ~ III <( :::l ~ E :J Q:: Q:: 10 oJ Q:: E a. ~ a. I- ~ w 5 ll. 'C 0 :J 0 W W 0 0 oJ 0 W 0 Q) E ll. U) (f) l- I- 0 III ll. (f) I- ~ U 0. ..- Q) C) ro 0. Attachment "B" 3) Community Need Factors a) Staffing Forecasts These forecasts are based on the projected 2020 population of 27,000 residents and comparisons to the staffs of other Departments currently with that population base. . Current Police Department staff. 1 Chief 2 Clerical/Dispatchers 1 Detective 1 School Resource Officer 1 Patrol Sergeant 8 Patrol Officers . Farmington in 2020. I Chief 1 Administrative Assistant (Civilian) 2 Lieutenants 5 Sergeants (4 Patrol, 1 Investigative) 2 Detectives 2 School Resource Officers 22 Patrol Officers 2 Communications Personnel (Civilian) 1 Receptionist 4 Records / Clerical Personnel (Civilian) 2 Community Service Officers (Civilian) 1 Custodian The 2020 projection depicted above totals 34 sworn personnel and 11 civilian personnel. An organizational chart by Division is attached. b) Vehicles and Equipment Based on a staff of 34 officers and 11 civilians as previously depicted in the year 2020 the following vehicles would be required. Administration 1 Administrative car Patrol Services 11 marked squad cars 2 Class B unmarked squad cars 1 Light duty truck (CSO) 3 4 WD patrol vehicles 2 4WD ATV's Investigation Services 3 Unmarked cars Special Services 2 Unmarked cars (School Resource) Attachment "e" FARMINGTON POLICE DEPARTMENT 2020 Organizational Chart The following chart depicts comand structure of a typical police department serving a population of 27,000 residents. The chart assumes a ratio of 1.26 sworn personnel per 1,000 population and a ratio of 0.4 civilian members per 1,000 population, It assumes 34 sworn and 11 civilian staff. COMMUNICATIONS (2) RADIO VIDEO CAD ADMINISTRATIVE RECEPTION (1) LT (1) RECORDS/CLERICAL (3) FINANCE SPECIAL SERVICES EMERGENCY MGMT CSO (2) PLANT MAINTENANCE (1) CHIEF (1) ADMINISTRATIVE ASSISTANT / (1) SECRETARY PATROL SERVICES SOTS (4) OFFICERS (22) OPERATIONS L T (1) INVESTIGATION SERVICES SOT (1) CLERICAL (1) DETECTIVE (2) SCHOOL \ (2) RESOURCE /