Community Safety System Long-term Funding

While the City Council approved one-time, 18-month bridge funding to support Community Safety, Council recognized there are more long-term critical community safety needs and gave direction to immediately begin work on long‐term funding strategies.

What is the plan? 

The total needed for longer-term system stability is approximately $22.8 million per year, which includes the $8.6 million bridge. 

Examples of how these funds will enable us to better respond, prevent and resolve community safety issues include:

"Eugeneans care deeply about community safety. Without additional funding, it will be virtually impossible to maintain or enhance the community safety services presently provided through the City."

-City Manager Jon Ruiz


Faster, More Efficient Response

  • More 911 dispatchers and officers to respond to calls
  • A 911 field medical triage using smaller Community Response Units to respond to situations that aren’t life-threatening
  • More Community Service Officers (CSOs) that provide public safety support and assist with non-emergency calls, freeing patrol officers’ time for proactive, community policing


Deter Crime – Connect People to Services – Engage Kids Early

  • A 10-person Street Crimes Unit to proactively deter crimes
  • Increased officer presence in neighborhoods allowing more time for problem-solving and traffic patrols
  • Homeless services that help people stabilize and improve their lives by increasing collaboration with social service and medical organizations
  • Expanded youth programs to engage and help at-risk youth, including after-school programs, 15th Night and inclusion programs


More Investigations – More Court Services – More Accountability

  • More detectives to investigate more crimes
  • Opening a third court room to reduce the backlog of cases and resolve cases more quickly, and staffing with the needed prosecutors, court appointed attorneys and court staff
  • More jail beds and probation officers to reduce capacity-based releases and hold those who commit crimes accountable

How will the funds be spent? 

  • Approximately 65% of the funding will go toward police services including: 40 patrol officers, 5 detectives, 4 sergeants, 10 community service officers, 9.5 staff for 911, animal welfare and traffic safety officers, and evidence control and forensic analysts.
  • Approximately 10% will go to fire and emergency medical services including the creation of a 911 triage program and field triage/community response unit.
  • Approximately 15% will go to Municipal Court services including opening third courtroom with staffing, expanding community court and mental health court programs and adding 10 jail beds and increased jail services.
  • Approximately 10% will go toward prevention and homelessness services including adding emergency shelters, a day center and funding after school programs at Title 1 schools

Dollar bill broken into percentages to show how much of each dollar is spent on different aspects of

  1. Community Safety Revenue Team
  2. Message from City Manager
  3. Revenue Team Members

A Community Safety Revenue Team was formed to develop a funding recommendation for the City Manager. 

The team was responsible for identifying, evaluating and developing revenue funding strategies to support the needs of the Community Safety System.  

Revenue Team Recommends Hybrid Payroll Tax

The Community Safety Revenue Team recommends implementing a payroll tax to provide funding to support $22.8 million in community safety services on an annual basis with an option to be phased in over a six year time frame.

A payroll tax is levied as a percent of gross payroll earned within the taxing jurisdiction. Entities can enact a payroll tax on employees and/or on employers and if enacted on both groups the tax would be treated as two separate payroll taxes. The Revenue Team recommends developing a “hybrid” approach of a tax on both employees and employers which could either be a flat percentage for both taxes or structured at different tiers for each tax to achieve the desired revenue yield.

The Revenue Team recognizes that this doesn’t impact every segment of the population as this tax would not capture revenue from visitors, potentially city residents employed elsewhere (based upon structure), retirees and the unemployed, however, the Revenue Team generally thought that this approach was the clearest and most fair of the final options considered.