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HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 06/28/2016 - RESOURCING POLICE SERVICES IN A GROWING COMMUNITYDATE: STAFF: June 28, 2016 Jerry Schiager, Police Deputy Chief John Hutto, Police Chief WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Resourcing Police Services in a Growing Community. EXECUTIVE SUMMARY The purpose of this item is to present information and lead a discussion about staffing Police Services for the future. Staff will answer the basic question, “How many officers will we need as the community grows?” Police Services has been working on a data-driven staffing analysis project for over two years. As part of this project, the needed number of police officers is identified, and efficiencies in deployment and scheduling have been achieved. In addition to presenting a durable methodology for staffing Police Services, information about the impacts of future annexations and revenue source changes will be explained. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. Does Council support the methodologies presented for determining the appropriate staffing levels for Police Services? BACKGROUND / DISCUSSION Beginning in 2013 Police Services staff has been working with a consultant to learn best practices in police resource allocation. This analysis project is intended to answer three important questions: 1. How many police officers does the community need to provide patrol response? 2. Is the department’s deployment strategy efficient and effective in providing service? 3. Are officers scheduled efficiently to align staffing with the work load? Based on this project, Police Services staff is pleased to bring forward this presentation about resourcing the department in this growing community. Fort Collins is growing at a very rapid rate. Along with that comes growth in the demand for police services. Not only do police officers need to respond to citizen calls for service, this community has a high expectation for proactive work such as traffic enforcement, foot and bicycle patrols and visibility in neighborhoods. In order to meet these expectations, sufficient capacity must be built into the Patrol schedule. It is estimated that, depending on the actual rate of growth, at least six police officers and the proportionate civilian support staff will need to be added each year to maintain the level of service expected by this community. In addition to this incremental annual growth, there are two significant challenges on the horizon. The eventual annexation of the East Mulberry corridor and the sunsetting Keep Fort Collins Great tax revenue will have huge impacts on Police Services. These two concerning events could potentially happen in the same timeframe while the department is trying to keep up with general community growth. This will require careful planning because the time required to hire and train police officers is at least one year from the time the vacancy is identified and there is a limit to the number of officers that can be trained in one year. Financial planning to prepare for the growing needs in the area of public safety will be essential in the coming years. This presentation was given to the Council Finance Committee on June 1, 2016. The minutes from that discussion are attached. June 28, 2016 Page 2 ATTACHMENTS 1. Council Finance Committee minutes, June 1, 2016 (PDF) 2. Powerpoint presentation (PDF) Resourcing Police Services in a Growing Community Council Work Session June 28, 2016 ATTACHMENT 2 Today’s Discussion How to determine the number of patrol officers needed Data-driven staffing analysis • Improved efficiencies in deployment • Improved efficiencies in scheduling Plan for growth and identify some major challenges How do we know how many police officers we need? “We are really busy. We need more cops.” Citizen perceptions of police service through surveys and comments. Benchmarking with other agencies to determine how many officers our community needs. Data-driven analysis of call load as it develops over real time. Citizen Perceptions Citizen Perceptions Benchmark Comparisons Have Limited Value *Benchmark City Survey – 2015 Data Data-Driven Staffing Analysis Data-Driven Staffing Analysis 2014 Resource Allocation Study Project Goals Learn how to better utilize public resources. Do we have enough police officers? Evaluate efficiency of deployment in patrol areas. Evaluate schedule efficiency. Improve data collection methods. Develop durable methodology to plan for the future staffing needs in Police Patrol. Data-Driven Staffing Analysis This Data-Driven Staffing Analysis only applies to the Patrol Division responding officers: 86 Police Officers 8 Community Service Officers 10 Sergeants 4 Lieutenants It does not include Patrol special units (NET, D1, SRO, Traffic), Criminal investigations Division, Dispatch, Records or Administration. Appropriate Staffing Levels Two variables used to determine staffing A. Reactive workload of the Patrol Division - Patrol activity from 2010-2015 CAD data – Frequency of calls – Average time per call - Administrative time per shift B. Officer availability for routine patrol, traffic enforcement, directed patrols and other proactive activities. Appropriate Staffing Levels Reactive: MR Crimes in progress Criminal reports Service requests Extra patrols Traffic collisions Party enforcement Required admin duties Proactive: MP Directed Patrols Neighborhood Patrols Foot/Bike patrols Pedestrian contacts Traffic enforcement Bike enforcement Appropriate Staffing Levels Recommended target value is 30/30* MR + MP = 60 minutes Subjective decision *Recommendation of Northwestern University Center for Public Safety and the International Association of Chiefs of Police Proactive 30 mins Reactive 30 mins Average Patrol Hour Appropriate Staffing Levels Determine the reactive workload per hour (MR). Determine the minimum number of officers needed to meet the reactive workload. Factor 30/30 balance of MR and MP. Factor in vacation, sick leave, training time etc. Determine staffing needed to accomplish the mission Appropriate Staffing Levels The outcome of the 2014 analysis concluded there were sufficient patrol officers to accomplish the workload. • MR 30 in 2014 = 81 Officers • MR 30 in 2015 = 85 Officers The analysis further concluded that improvements in deployment and scheduling would better utilize the existing personnel. Deployment Efficiency Deployment Efficiency Original Reporting Areas Reporting Area Workload % Area 1 20.02% Area 2 18.03% Area 3 10.91% Area 4 15.01% Area 5 9.65% Area 6 16.97% Area 7 9.42% Deployment Efficiency New Patrol Areas Reporting Area Workload % Area 1 10.28% Area 2 9.94% Area 3 11.18% Area 4 10.57% Area 5 8.89% Area 6 9.51% Area 7 9.92% Area 8 9.64% Area 9 10.87% Area 10 9.19% Deployment Efficiency Equalized workload in patrol areas Stand alone downtown district D1 Campus West smaller and more campus focused Capacity for growth in northeast area Multiple options for deployment by supervisors Schedule Efficiency Schedule Efficiency Workload is distributed evenly across the days of the week. Sun 13.16% Mon 13.05% Tue 13.46% Wed 14.32% Thu 14.54% Fri 16.07% Sat 15.39% Reactive Workload Schedule Efficiency 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Average Monday Tuesday Wednesday Thursday Friday Saturday Sunday Percentage of Reactive Workload by Hour and Day Schedule Efficiency Initial Schedule Efficiency: 68.51% 0:00 3:00 6:00 9:00 12:00 15:00 18:00 21:00 0:00 Workload Staffing Schedule Efficiency Existing schedule of 4/10 hour shifts in a 7-day week creates overlaps in staffing. Maintaining a minimum of 8 hours of training each month is a priority for our department, and it complicates scheduling. Police contract requires the payment of overtime for hours over 40 per week, which limits the schedule options. Schedule Efficiency Schedule Priorities Service delivery Training time Work-life balance Schedule consistency and predictability Continuity of supervision and team Fatigue factors Reduce Overtime Schedule Efficiency New Schedule Efficiency Potential: 77.45% 0:00 3:00 6:00 9:00 12:00 15:00 18:00 21:00 0:00 Workload Staffing Schedule Efficiency Schedule change outcomes: Better aligned the workers to the work. • Increased schedule efficiency by about 8%. • Added 80 hours ($4,000) per week of police time where it was needed in the schedule (5-7 officers). • Transferred one officer from Patrol to the Training Unit to reduce overtime for instruction. • Data-driven minimum staffing levels. • Decreased patrol staffing overtime by 17%. Planning for the Future Planning for the Future Planning for the Future *Current staffing is 86 Patrol officers Planning for the Future *Benchmark City Survey – 2015 Data *Average population growth (City of Fort Collins only; 10-yr. average): 1.85% GMA Population Capacity (historic development densities) 236,384 GMA Population Capacity (high development densities) 255,247 GMA Population Buildout Scenarios (Year): Scenario 1% Avg. Annual Population Growth 2% Avg. Annual Population Growth 3% Avg. Annual Population Growth Historic Dev. Density 2040+ 2031 2025 Maximum Dev. Density 2040+ 2036 2028 Planning for the Future Planning for the Future Planning for the Future Adding police officers each year requires proportional increases civilian support staff such as Dispatch, Records, Property & Evidence and Administration. Recruiting, hiring and training a police officer takes 12-18 months from the time the vacancy is identified. Taking normal attrition into account, we only have the capacity to hire and train about 12 additional officers per year. Planning for the Future The workload-based analysis addresses these types of incremental growth: • Greenfield development • Infill development • Redevelopment The staffing study is updated at two-year intervals to prepare for the budget process. The projections are adjusted based on the actual numbers. Planning for the Future The data-driven staffing analysis does NOT address: East Mulberry Annexation • Approximately 20% increase in reactive workload the day it is annexed. • May require 20 new Police Services employees to provide service to this area. • Hiring these police employees should begin about three years prior to annexation. Planning for the Future Keep Fort Collins Great sunsets in 2020 • $4.6 Million of Police Services budget in 2015 • 12% of Police Services budget in 2015 • 40 Police Services employees 15 Police Officers 7 Detectives 3 Sergeants 1 Lieutenant 5 Investigative Aides 5 Dispatchers 1 Records Technician 2 Property and Evidence 1 Crime Analyst Conclusion Two different approaches to predicting the number of police resources needed to maintain acceptable service levels arrive at the same conclusion. Beginning in 2017, it will be necessary to add 6-10 total police officers and the proportional civilian support staff each year to maintain our service level. There are significant challenges on the horizon for police staffing that we need to plan for. Conclusion Potential annual increase in personnel to maintain our level of service: 5 Patrol Officers 1 Detective 1 Traffic Officer 1 Dispatcher 1 Records Technician Additional ongoing cost is about $1.2 Million / year Conclusion Does Council support the methodology presented for determining the appropriate staffing levels for Police Services?