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Pleasanton General Plan Fiscal Impact Analysis Final Report 01/16/14 the recession. The Division indicates that residential street maintenance is typically more cost- effective relative to arterials and collectors due to differences in traffic loads.8 New growth and development in the City will result in new operating costs to the Community Development Department. The Department estimates that three full-time positions would be necessary to provide the same level of service to the existing level. These positions could be either limited-term or contract rather than full-time status. The City will be moving in this direction for certain functions, such as Community Development, where the need for additional staffing varies and would likely to slow as the City reaches build out. The timing of staff additions will depend on the rate of growth in the City, especially as it relates to development of Staples Ranch and other major projects that are expected to drive much of the staffing need. These estimates are conservative as some of the staffing needs would be driven by development of the East Pleasanton Specific Plan, which is excluded from this analysis. The estimated increase in the General Fund operating cost is summarized in Table 18. The City is moving towards shifting the Community Development Department cost to an Enterprise Fund to better account for the amount of the subsidy by the General Fund. This shift is designed to ensure a long-term support by new development and reduce the general taxpayer subsidy. As discussed above, additional Engineering division cost may also be required to bring the City up to the preferred service standard, though this cost is not considered in this analysis.9 Police Pleasanton's Police Department has one station in the City and breaks the City up into three distinct districts, as shown in Figure 7. It consists of operations/patrol, investigations, traffic unit, animal services, support services, and administration divisions. The department has experienced between 70,000 and 80,000 annual calls for service over the last 3 years. The average response time for emergency calls was 4 minutes flat in 2011 compared to 3 minutes 58 seconds in 2010. The operations division makes up half of the Department's budget and is likely to experience the largest impact from new growth. The Police Department has 87 authorized sworn officers with 65 sworn officers in the operations division (consisting of patrol, special enforcement, and special operations units). In addition, the Department employs 32.5 non- sworn staff (e.g., dispatchers) and 29 to 30 volunteers. About 95 percent of the Department's cost is funded through the City's General Fund. The Department's service is based on a mix of factors including deployment base, response time, and geographic coverage that are not directly linked to specific land uses. Generally, the Department indicates that lower density is easier to patrol relative to higher density development 8 Based on the existing ratio, the City is projected to increase its road capacity by 50 to 70 miles through buildout, with most of the increase likely in the residential road category. This category, combined with the fact that added streets are new, will likely require lower per mile maintenance relative to the existing average citywide. 9 According to the City of Pleasanton 2012 Pavement Management Program Update, the majority of the City's streets are in very good to excellent shape, while 11 percent falls in the poor category or below. The staff indicates that if roads in poor shape are left untreated, continued deterioration and associated cost of the maintenance, as well as eventual rehabilitation, will increase significantly over time. Economic&Planning Systems, Inc. 37 P:\121000\121062Pleasanton\Report\121062Report_FINAL.doc