STATE OF CALIFORNIA B u d g e t C h a n g e P roposa l - Cover Sheet DF-46 (REV 08/16)

Fiscal Year Business Unit Department Priority No. 2017-18 2100 Alcoholic Beverage Control 3

Budget Request Name Program Subprogram Licensing Representatives 1640010 - Licensing

Budget Request Description Flexible Staffing for Licensing

Budget Request Summary The Department of Alcoholic Beverage Control requests $92,000 in 2017-18 and $88,000 in 2018-19 and ongoing from the Alcoholic Beverage Control Fund (3036) for two part-time positions (10 full-time position) to increase the capacity and flexibility of the licensing program to meet the increasing workload associated with the licensure of businesses seeking to manufacture, distribute, and sell alcoholic beverages in the state.

Requires Legislation

• Yes S No

Code Section(s) to be Added/Amended/Repealed

Does this BCP contain information technology (IT) components? • Yes |EI No

If yes, departmental Chief Information Officer must sign.

Department CIO Date

For IT requests, specify the project number, the most recent project approval document (FSR, SPR, S1BA, S2AA, S3SD, S4PRA), and the approval date.

Project No. Project Approval Document: Approval Date:

If proposal affects another department, does other department concur with proposal? • Yes • No Attach comments of affected department, signed and dated by the department director or designee.

Prepared By Date Reviewed By Date

Beth Goldberg Randall Deems, Assistant Director, Administration

Department Director Date Agency Secretary Date

Ramona Prieto, Acting Director Alexis Podesta, Acting Agency Secretary

Department of Finance Use Only |

Additional Review: • Capital Outlay • ITCU • FSCU • OSAE • CALSTARS • Dept. of Technology

BCP Type: • Policy • Workload Budget per Government Code 13308.05

PPBA Original Signed B y Tiffany Garcia

Date submitted to the Legislature

BCP Tit le: Flexible Staff ing for L icensing

Budget Request Summary

Personal Services Positions - Permanent

Total Posi t ions

Salaries and Wages Earnings - Permanent

Total Salaries and Wages

Total Staff Benefits Total Personal Services

Operating Expenses and Equipment 5301 - General Expense 5302 - Printing 5304 - Communications 5306 - Postage 5322 - Training 5324 - Facilities Operation 5346 - Information Tecfmology

Total Operat ing Expenses and Equipment

Total Budget Request

Fund Summary Fund Source - State Operations

3036 - Alcofiol Beverages Control Fund Total State Operat ions Expendi tures

Total All Funds

Program Summary Program Funding

1640010 - Licensing Total Al l Programs

BCP Fiscal Detail Sheet BR Name: 2100-004-BCP-2017-GB

FY17 CY BY BY+1 BY+2 BY+3 BY+4

0.0 1.0 1.0 1.0 1.0 1.0 0.0 1.0 1.0 1.0 1.0 1.0

0 59 59 59 59 59 $0 $59 $59 $59 $59 $59

0 20 20 20 20 20 $0 $79 $79 $79 $79 $79

0 6 2 2 2 2 0 1 1 1 1 1 0 2 2 2 2 2 0 1 1 1 1 1 0 1 1 1 1 1 0 1 1 1 1 1 0 1 1 1 1 1

$0 $13 $9 $9 $9 $9

$0 $92 $88 $88 $88 $88

0 92 88 88 88 88 $0 $92 $88 $88 $88 $88

$0 $92 $88 $88 $88 $88

0 92 88 88 88 88 $0 $92 $88 $88 $88 $88

BCP Tit le: Flexible Staff ing for L icensing BR Name: 2100-004-BCP-2017-GB

Personal Services Details

Salary Informat ion Positions Min Mid Max CY BY BY+1 BY+2 BY+3 BY+4

3065 - Licensing Rep II - Alcoholic Beverage Cntrl 0.0 1.0 1.0 1.0 1.0 1.0

Total Posi t ions 0.0 1.0 1.0 1.0 1.0 1.0

Salaries and Wages CY BY BY+1 BY+2 BY+3 BY+4

3065 - Licensing Rep I I -Alcohol ic Beverage Cntrl 0 59 59 59 59 59 Total Salaries and Wages $0 $59 $59 $59 $59 $59

Staff Benefits 5150600 - Retirement - General 0 20 20 20 20 20

Total Staff Benefi ts $0 $20 $20 $20 $20 $20 Total Personal Services $0 $79 $79 $79 $79 $79

Analysis of Problem

A. Budget Request Summary

Applications for alcohol licenses have increased by 16 percent over the last six years. This increase in license applications, coupled with additional local requirements and increases in community and law enforcement input or protest, have further compounded the Department of Alcoholic Beverage Control's (ABC) workload related to investigating and processing license applications, lengthening the total time from application to the issuance of a license. Currently, ABC is failing to meet its goals of processing 75 percent of original (new) permanent applications within 90 days from the date the application was received, and to complete 75 percent of ownership transfer applications for existing ABC licensed businesses within 75 days from the date the application was received. Further, a July 2016 survey of district offices found there were 221 applications that are not being finalized due solely to lack of resources, indicating the beginning of a backlog that is expected to grow if the current growth trend continues. Delays in processing license applications negatively impact applicants and the local economy.

ABC's licensing staff are spread over 22 district offices statewide with an average of four staff per office. The growth in licensing workload, which is occurring at a rate of 2-3 percent per year, is also spread over these 22 locations. Given the small number of licensing staff at each location, it is difficult for ABC to incrementally adjust staffing to meet demand. Thus, after several years of workload growth, backlogs begin to develop at all offices. To address this problem, ABC requests 1.0 Licensing Representative (LR) II position that will be split into two part-time positions to provide more incremental increases to district offices that are struggling to keep up with licensing workload.

B. Background/History

Overview of ABC

The ABC is vested with the exclusive authority in the state to license the manufacture, importation, distribution, and sale of alcoholic beverages; therefore, all such businesses are reliant on ABC to begin operating. Each application is fully investigated to ensure, among other things, that the proposed locations are beneficial to the communities they serve.

The improving health of the economy has reinvigorated the hospitality industry, not only through the sale of existing alcohol-related businesses, but also by the opening of new alcohol-related establishments. In addition, California is known for its winemaking and the craft beer industry is booming. These industries create jobs and contribute greatly to the economy in California, especially given that California is a major tourist destination.

Duties of a Licensing Representative

For all applications, LP's must investigate the background of the applicant and verify the source of investments to ensure there are no hidden owners that would not qualify to hold a license. For new locations, LR's must also contact all nearby residents and consideration points (i.e. - schools, youth facilities, places of worship), verify zoning requirements, confer with allied agencies including law enforcement, establish legally required public convenience or necessity in high crime or over-concentrated areas, and verify the accuracy of diagrams in comparison to the actual location. Site visits are required, and in many districts, the drive alone is time-consuming due to the vast geographical areas covered by the districts. With the age of increased information, community input has also increased in the area of protest. This has resulted in numerous staff hours speaking with the public to address and investigate their concerns.

In addition to the critical task of completing these investigations, LRs perform many additional duties that include, but are not limited to, investigating requests from existing licensees to:

• remove/modify operating restictions imposed on their license by the ABC at time of licensure;

• conduct premises expansion investigations;

Page 1 of 8

Analysis of Problem

• invest igate changes in the corporate structure of current l icensees;

• and testifying on behalf of the A B C at administrat ive hear ings on all of these matters.

Further, A B C prides itself on customer service, and therefore a member of our LR staff is avai lable everyday in every off ice to answer more complex l icensing quest ions f rom the public in person or over the phone.

Redirect ions in 2015-16 Given the importance of t imely appl icat ion processing and the fact that the vast majority of l icensing work must be done within the local communi ty , ABC District Off ices have no choice but to prioritize this work. As a result, in 2015-16 both A B C field divisions redirected four clerical or front desk staff to address crit ical shortfal ls in l icensing work load.

Resource History Licensing Representatives

(Dollars in thousands)

Program Budget 2011-12 2012-13 2013-14 2014-15 2015-16 Authorized Expenditures 6,019 5,978 6,246 6,526 6,793

Actual Expenditures 6,704 6,439 6,162 5,978 5,861 Revenues 53,583 53,390 55,125 56,083 56,967 Authorized Positions 76 74 74 75 78 Filled Positions 74 74 73 74 75 Vacancies 2 0 1 1 3

Workioad History Workioad Measure 2011-12

(76 PY) 2012-13 (74 PY)

2013-14 (74 PY)

2014-15 (75 PY)

2015-16 (78* PY)

2016-17 (80* PY)

Applications for Permanent Licenses Received Statewide

10,890 10,988 11,335 11,702 11,330 12,061

Average # of Applications Received per LR Statewide

143.3 148.5 153.2 156.0 145.0 150.8

Assignments for Modifications to Current Active Licenses Statewide

2,220 2,206 2,353 2,612 2,665 2,708

Average # of Licensing Assignments for Modifications to existing permanent licenses, per LR Statewide (PYs - 4**)

30.8 31.5 33.6 36.8 36.0 35.6

* During 2015-16 ABC redirected two additional positions to the licensing function from front office (front desk customer service) positions in ABC district offices. The two additional licensing positions increased the total number of Licensing Representatives to 80 by the end of the fiscal year, which is the current staffing level reflected in the 2017-18 Salaries and Wages.

** Four positions are located at Headquarters, handling mass ownership transfers, and are not given assignments related to modifications of active licenses, which often require a site visit.

Page 2 of 8

Analysis of Problem

C. State Level Considerat ions

Alcohol regulation, following Prohibition, was vested to the individual states. ABC was constitutionally created to carry forth that mandate, and as such has exclusive authority in the state to license the manufacture, importation, distribution, and sale of alcoholic beverages. The mission of the ABC is to administer the provisions of the Alcoholic Beverage Control Act in a manner that fosters and protects the health, safety, welfare, and economic well-being of the people of the State. Licensing is a core function of the Department necessary to carry out these mandates.

The ABC is a special-fund agency which generates 100 percent of its revenue from license fees; the ABC also augments the general fund by enforcement fines collected. The timely processing of applications expedites not only the collection of these fees, but brings business to California, generating tax revenue and positively impacting employment.

D. Just i f icat ion

Proposai Overview Business Problem

(or Issue) Proposed Soiution Budgetary Requirement

(Funding/Position Authority required) Untimely processing of ABC license applications.

Addition of two part-time LR positions (total 1 PY) to investigate applications for ABC licenses.

1.0 PY for two part-time positions and $92,000 in 2017- 18 and $88,000 in 2018- 19 and ongoing.

Business Case

Business Problem:

Delays in the timely completion of investigations for permanent license applications have a recognizable impact on stakeholders, local and statewide economies, and the job market; therefore, timely processing is crucial. While the ABC utilizes temporary help, overtime, and workload sharing among offices to avoid backlog, the district offices continually find themselves falling behind in their efforts to keep up with the demand of their applicant-stakeholders.

To assist in completing the licensing processes the ABC established performance matrix goals of completing 75 percent of original (new) permanent applications within 90 days from the date the application was received, and to complete 75 percent of ownership transfer application for existing ABC licensed businesses within 75 days from the date the application was received. A review of the data from the past five years shows that the ABC has been unable to meet these goals; investigations for new licenses are being completed in the desired timeframe approximately 50 percent of the time, and ownership transfers approximately 49 percent of the time. Delays prevent transfers of ownership and the opening of new businesses.

Caseloads of pending investigations per LR have continued to climb, due not only to the increase in incoming applications, but also by the complexities of the investigations. For new locations, LR's must investigate the background of the applicant, verify the source of investments, contact all nearby residents and consideration points, verify zoning requirements, confer with allied agencies including law enforcement, establish public convenience or necessity in high crime or over-concentrated areas, and verify the accuracy diagrams in comparison to the actual location. Site visits are required, and in many districts the vast geographical areas create time-consuming long-distance travel. Further, with the age of increased information, community input and protest has also increased.

Proposed Solution:

The ABC continually reviews operational processes to ensure they are streamlined and focused on mandated and critical issues, as well as, at staffing and position classifications to ensure human resources are optimized. ABC recognizes that growth in government should only occur if it is critical and all other viable solutions have been implemented and exhausted. As such, ABC has redirected

Page 3 of 8

Analysis of Problem

internal resources whenever possible. Although ABC was able to address LR workload this way in 2015-16, this option has been exhausted.

Assuming continued growth in licensing workload of about 2.6 percent annually, approximately two additional LR positions would be needed each year in order to keep pace. However, given the recent leveling off of volume in 2015-16, ABC is proposing to add one position at this time. Further, as a result of analyzing workload statewide, and recognizing this incremental growth is occurring across all ABC District Offices (often at different rates), it has been determined that the addition of the position would be most efficiently deployed as two part-time positions, so that ABC would have more flexibility to match resources to workload and address the needs of more offices.

Support ing Details

An efficient licensing process not only benefits our applicants, but results in tax revenue at the state and local level, creates jobs, strengthens the real estate market, and puts businesses into the communities. Oftentimes, the licensing process takes longer than anticipated by our applicants, which causes delays in opening for business. Consequently, tax revenue and employment are delayed. For new locations, leases have already been entered into to allow the applicant to ready their business; delays cause a financial hardship as payments are due before a revenue stream begins.

Based on license application volumes from 2009-10 through 2015-16, ABC forecasts application volume to grow at a rate of approximately 2-3 percent annually. Over the last six years the volume of applications processed increased by a total of 16 percent, for an average of approximately 2.6 percent per year. The trend in continued growth is shown in the following chart:

ABC License Appl icat ions by Fiscal Year 16,000

14,000

12,000

10,000

8,000

6,000

4,000

2,000

10,872

9,739 m i 7 8

c9>

G- otv'' i 5

y = 295.86x+9694.3 = 0.8476

11,330

dr Jf^ Jtr' Ji" d^

CSV

c<t^ SS

-ABC License Applications by Year

- Linear (ABC License Applications by Year)

Fiscal Year

License Apps

% Change

2009-10 9,739 2010-11 10,178 4.5% 2011-12 10,872 6.8% 2012-13 10,988 1.1% 2013-14 11,335 3.2% 2014-15 11,702 3.2% 2015-16 11,330 -3.2% 2016-17 12,061 6.5% 2017-18 12,357 2.5%

2018-19 12,653 2.4%

2019-20 12,949 2.3% 2020-21 13,245 2.3% 2021-22 13,540 2.2%

Page 4 of 8

Analysis of Problem

D i s t r i b u t i o n o f Emerg ing Back log - Ju ly 2016 A July 2 0 1 6 survey of LR staff indicated the emergence of backlogs in certain offices despite the recent redirections and the overtime allocated for processing applications. The backlog indicated in the table to the right is the number of applications for which the investigation has been completed but there has not been sufficient time and resource to complete the report and issue the license. Although one might expect that applications could be processed in a "first in, first out" model, making completion of these the highest priority, there are other requirements that prevent LRs from operating in this way. Specifically, to the extent new applications come in, the field work for those may be prioritized over the completion of existing applications. This is because LRs are required to complete the initial field work for new location applications within 10 days in order to give impacted parties (neighbors, other community stakeholders, etc.) timely notification to allow for comment or protest of the license application. Given the low number of LR staff per office, each LR is constantly managing a volume of approximately 5 0 applications at a time to keep them all moving. As the table indicates in the "Backlog per LR" column, there are certain offices that are in a situation where there is not sufficient time to close out applications. It is important to note that this backlog figure is an indication of insufficient resource to complete investigations and an additional delay in processing. It does not speak to how long an application takes before it gets to this point, which in many cases is already outside of the target processing goals of 7 5 or 9 0 days as described above.

Pending Pending Apps. Backlog

Division/District Office LRs Apps. perLR Backlog perLR Northern Division

Fresno 3 125 42 2 0.7

Oak land 6 259 43 0 0.0

Redd ing 2 48 24 0 0.0

Sac ramen to 5 222 44 2 0.4

Sal inas 2 93 47 8 4.0

San Francisco 5 2 2 1 44 28 5.6

San Jose 4 148 37 4 1.0

Santa Rosa/Eureka 6 383 64 13 2.2

S tock ton 3 127 42 4 1.3

Subtotal 36 1626 61

Southern Division Bakers f i e l d 2 90 45 0 0.0

Long B e a c h / L a k e w o o d 3 148 49 27 9.0

LA M e t r o 6 370 62 32 5.3

M o n r o v i a 3 207 69 12 4.0

Pa lm Deser t 2 95 48 0 0.0

R ivers ide 5 193 39 6 1.2

Santa A n a 5 256 5 1 25 5.0

San D iego 4 246 62 14 3.5

San Luis O b i s p o 2 132 66 12 6.0

San Marcos 3 174 58 16 5.3

V e n t u r a 2 75 38 6 3.0

Van Nuys 3 161 54 10 3.3

Subtotal 40 2147 160

Total, ABC 76 3773 221

Ability to pay overtime and utilize temporary help will likely be reduced in the future as ABC's hiring practices and recent compensation changes reduce the ABC's historically high vacancy rate for sworn staff to near zero. ABC has modified its recruitment and hiring processes to significantly reduce the vacancy rate of sworn staff, which has ranged from 1 2 - 2 5 percent during 2 0 1 4 - 1 5 and 2 0 1 5 - 1 6 . This high vacancy rate created significant salary savings that historically could be used to pay for overtime and/or temporary help to address workload issues within ABC. Although there will continue to be some salary savings from this source at the beginning of 2 0 1 6 - 1 7 , ABC expects sworn vacancies to be below 5 percent by the beginning of 2 0 1 7 - 1 8 , significantly reducing the availability of this source of flexibility to address licensing workload.

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Analysis of Problem

In 2014-15, LR staff worked 2,650.5 hours of overtime, the equivalent of 1.49 PYs; in 2015-16, they worked 3,313.75 hours, or the equivalent of 1.86 PYs.

Although ABC was able to redirect non-sworn staff to address licensing workload in 2015-16, this option is no longer available without creating significant customer service issues. The table below reflects the distribution of non-sworn program staff across the various ABC Offices and the redirections that were made during 2015-16. Currently, there are no offices where a redirection of non-sworn staff to LR work would create less than a 25 percent decrease in the front-office, customer service work performed primarily by the Program Technicians (PT). None of ABC's offices are in a position to absorb this level of reduction.

Internal Redirections in 2015-16 to Address Licensing Workload

OFFICE

Licensing Reps, on 6/30/2016

Front Office Staff Source of Redirection to

Add LR OFFICE

Licensing Reps, on 6/30/2016

Office Tech

Program Tech

Source of Redirection to Add LR

CONCORD / BAY AREA ENF OFFICE 1 CERRITOS ENFORCEMENT OFFICE 1 SALINAS 2 2 REDDING 2 1 BAKERSFIELD 2 2 PALM DESERT 2 2 VENTURA 2 2 SAN LUIS OBISPO 2 2 FRESNO 3 2 STOCKTON 3 2 MONROVIA 3 2 LONG BEACH / LAKEWOOD 3 2 VAN NUYS 3 2 SAN MARCOS 3 2.5 1 from PT in Santa Ana HEADQUARTERS - LICENSING 4 4 SAN JOSE 4 2.5 SAN DIEGO 4 3 SACRAMENTO 5 3 SAN FRANCISCO 5 3 RIVERSIDE 5 3 SANTA ANA 5 3 OAKLAND 6 3 1 from PT in Sacramento SANTA ROSA/EUREKA 6 4 LA / METRO 6 3

Total 80 5 52

Although the forecast above and the workload chart in Attachment I indicates that ABC may need more than the one position, ABC is requesting a modest position increase due to uncertainty of volume and will continue to use other options, such as overtime and temporary help to address backlogs as they develop. Given the actual workload associated with a license application can vary significantly on a case by case basis due to a number of factors (community concerns, protests, complexity of business structure, location, etc.), task based workload charts are inherently imperfect

Page 6 of 8

Analysis of Problem

and cannot provide definit ive conclusions. Further, it is not clear how much of the recent growth in l icense appl icat ion vo lumes is a result of economic recovery as opposed to normal economic growth. In light of these factors, A B C has conservat ively requested only one addit ional LR posit ion for 2017-18 and ongoing.

E. Outcomes and Accountabi l i ty Projected Outcomes

Workload Measure 2015-16 (78 PY)

2016-17-Projected

(80 PY)

2017-18 (82 PY

w/requested positions)

2018-19 (82 PY

w/requested positions)

2019-20 (82 PY

w/requested positions)

2020-21 (82 PY

w/requested positions)

Applications for Permanent Licenses Received Statewide

11,330 12,061 12,357 12,653 12,949 13,245

Average # of Applications Received per LR Statewide

145.0 150.8 150.7 154.3 157.9 161.5

Assignments for Modifications to Current Active Licenses Statewide

2,665 2,708 2,804 2,900 2,997 3,093

Average # of Licensing Assignments for Modifications to existing permanent licenses, per LR Statewide (PYs - 4**)

36.0 35.6 35.9 37.2 38.4 39.7

**Four positions are located at Headquarters, handling mass ownership transfers, and are not given assignments related to modifications of active licenses, which often require site visits.

The work load of the requested LR posit ion will be moni tored via in-depth case reviews and monitor ing of t imel ines to promote accountabi l i ty. A B C also util izes statist ics f rom a work load per formance matrix to monitor work per formed by each unit within the l icensing program to evaluate the complet ion of t imely invest igat ions. In addit ion, these matr ices are util ized by A B C leadership to evaluate the need to real locate LR posit ions to or f rom var ious l icensing offices throughout the state.

F. Analysis of Ail Feasible Alternatives

Alternat ive 1: Provide $92,000 in 2017-18 and $88,000 in in 2018-19 and ongoing for two part-t ime posit ions (1.0 ful l-t ime posit ions). Pros:

• Al lows A B C to better meet its l icensing mandates for the cit izens of Cali fornia. Cons:

• Requires addit ional staff ing and funding. Alternat ive 2: Redirect staff f rom other off ices/classif icat ions. Pros:

• No addit ional staff ing and funding required. Cons:

• No excess staff ing exists in other off ices or support units. Cont inued redirection of staff f rom other classif ications d iminishes eff iciency in the per formance of the Department 's overall mission.

Alternat ive 3: Do nothing. Pros:

• No addit ional staff ing and funding required.

Page 7 of 8

Analysis of Problem

Cons: • Despite some re-direction of staff, the current staffing levels remain insufficient, • Larger processing backloads. • Higher caseloads and longer investigative periods, causing delays for emerging businesses. • Identified issues are not addressed.

G. Implementation Plan

These positions could be filled either by posting the vacant position, or lateral transfer (via geographical transfer per the Unit 7 contract). If no current LRs are on the geographic transfer list, the vacancy will be posted approximately May 1, 2017, to allow time for filing, application review, interviews, and the required background investigation to be completed by July 1, 2017.

H. Supplemental Information

None.

I. Recommendation

Approve Alternative 1 and provide the ABC $92,000 in 2017-18 and $88,000 in 2018-19 and ongoing from the Alcoholic Beverage Control Fund (3036) for two part-time positions (1.0 full-time position) to increase the capacity and flexibility of ABC's licensing program to meet the increasing workload associated with the licensure of businesses seeking to manufacture, distribute, and sell alcoholic beverages in the State.

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Depar tment of Alcohol ic Beverage Contro l

2017-18 BCP - Flexible Staff ing for Licensing

A t t achmen t I

Proposed Proposed Total

Proposed Hours per Proposed New Task QTY Task Hours Positions

Licensing Representative (LR) II File Review 11,330 0.75 8,498 4.78

On-going cor respondence w i t h ABC appl icants 11,330 1.5 16,995 9.56

Respond t o publ ic inquir ies - t ransfers 5 ,151 0.25 1,288 0.72

Respond t o publ ic inquir ies - originals 6,179 1.25 7,724 4.34

Liaison w i t h al l ied agencies - or iginal appl icat ions 6,179 0.75 4,634 2 .61

Liaison w i t h al l ied agencies - t ransfer appl icat ions 5,151 0.25 1,288 0.72

Field w o r k - t ransfer appl icat ions 772 1.5 1,158 0.65

: Field w o r k - or ig inal appl icat ions 6,179 3 18,537 10.43

Public contac t le t ters - or iginal appl icat ions 6,179 1 6,179 3.48

Review and t ransmi t protests 494 0.25 124 0.07

Add i t iona l f ie ld wo rk and in te rv iew protestants 494 2,470 1.39

Draft opera t ing restr ict ions 8,498 0.7S 6,374 3.58

Report w r i t i ng , t ransfer appl icat ions 5,151 0.5 2,576 1.45

Report w r i t i ng , or iginal non-pro tes ted appl icat ions 6,020 1 6,020 3.39

Report w r i t i ng , or ig inal pro tested appl icat ions 163 6 978 0.55

Data inpu t 11,330 0.75 8,498 4.78

Packaging fo r f inal rev iew and base f i le 11,330 0.5 5,665 3.19

Hear ing prepara t ion 80 5 400 0.22

License mod i f i ca t ion assignments 2,665 3 7,995 4.50

In fo rmat ion of f icer days 5,229 ' 8 41,832 23.53

Total LR Position Need 149,230 83.93 Current LR 2016-17 Base Positions -80.00 Total New LR Need 3.93 • LR need met by use of Overtime and Temp Heip -2.93 Total LR Request 1.00