The document is a memorandum from the Senior Budget Analyst to the Mayor regarding the Police Department's initial 2015 budget meeting. It includes an agenda, fiscal summary, organizational chart, and narrative for the Police Department budget. The narrative covers topics to be discussed such as innovations, future pressures, department priorities, and resource needs. It highlights a youth ambassador program as an innovation that reduced juvenile crime. It also provides details on expanding this program into a larger youth violence prevention project in 2015. The narrative seeks to align the department's budget and priorities with this expansion initiative.
The document is a memorandum from the Senior Budget Analyst to the Mayor regarding the Police Department's initial 2015 budget meeting. It includes an agenda, fiscal summary, organizational chart, and narrative for the Police Department budget. The narrative covers topics to be discussed such as innovations, future pressures, department priorities, and resource needs. It highlights a youth ambassador program as an innovation that reduced juvenile crime. It also provides details on expanding this program into a larger youth violence prevention project in 2015. The narrative seeks to align the department's budget and priorities with this expansion initiative.
The document is a memorandum from the Senior Budget Analyst to the Mayor regarding the Police Department's initial 2015 budget meeting. It includes an agenda, fiscal summary, organizational chart, and narrative for the Police Department budget. The narrative covers topics to be discussed such as innovations, future pressures, department priorities, and resource needs. It highlights a youth ambassador program as an innovation that reduced juvenile crime. It also provides details on expanding this program into a larger youth violence prevention project in 2015. The narrative seeks to align the department's budget and priorities with this expansion initiative.
The attached materials have been developed in conjunction with the Police department in preparation for their budget meeting scheduled for Wednesday J une 18 at 11:00 AM. The following items are included:
Agenda (page 2)
Fiscal Summary (page 3)
Detailed Org chart (page 4)
Police Department narrative (page 5)
cc: Kristin Beckmann Chris Rider Erin Dady Todd Hurley Scott Cordes J ohn McCarthy Chief Tom Smith Kathy Wuorinen Todd Axtell Bill Martinez Wendy Trebesch Budget Analysts
2015 Police Mayor Budget Meeting Wednesday, June 18, 2014 11:00 a.m. 12:30 p.m.
AGENDA
1. Innovations
2. Future Pressures
3. Department Priorities a. Department narrative regarding cost pressures and above-base requests
*Unaudited2013Actuals 225:PoliceSpecialProjects 2015Mayor'sPhaseBudget PoliceDepartment 100:GeneralFund 225:PoliceSpecialProjects 100:GeneralFund City of Saint Paul Department of Police 2015 Staffing 19.0FTE's 776.3FTE's Chief of Police 1.0FTE 5FTE's Commander (1) ExecutiveAssistant II (1) AdministrativeAssistant (2) OfficeAssistant II (1) Internal Affairs Inspections Ramsey Cty Intergovt Trsfr 5FTE's 5FTE's 3FTE's Sr Commander (1) Sergeant (2) ExecutiveServicesManager (2) Sergeant (2) PoliceOfficer (2) ExecutiveAssistant I (1) Sergeant - OrdDisp(1) PoliceOfficer SWAT (1) OfficeAssistant IV (1) 460.0FTE's 136.0FTE's 161.3FTE's Assistant Chief of Police Assistant Chief of Police Assistant Chief of Police 1.0FTE 1.0FTE 1.0FTE 4FTE's 2.0FTE's 2.0FTE's Commander (2) Sergeant (1) Sergeant (1) Sergeant (1) ExecutiveAssistant I (1) ExecutiveAssistant I (1) PoliceOfficer (1) CAPROP Family & Sexual Violence Gang Accounting Building Maintenance Communication Services Central District Western District Eastern District 16.0FTE's 22.0FTE's 16.0FTE's 3.0FTE's 10.0FTE's 7.0FTE's 128.0FTE's 127.0FTE's 124.0FTE's Commander (1) Commander Hostage(1) Commander (1) Accountant IV (1) BldgMaintenanceSupervisor (1) CommServicesSupervisor (1) Senior Commander (1) Senior Commander (1) Senior Commander (1) Sergeant (13) Sergeant Hostage(1) Sergeant Hostage(1) AccountingTechII (1) BldgMaintenanceEngineer (1) LeadCommunicationsTech(1) Commander SWAT (1) Commander (2) Commander (2) PoliceOfficer (1) Sergeant (13) Sergeant (5) AccountingClerk II (1) CustodianEngineer I (5) CommunicationsTech(3) Commander (1) Sergeant SWAT (1) Sergeant SWAT (1) OfficeAssistant II (1) PoliceOfficer OrdDisp(1) PoliceOfficer SWAT (4) CustodianII (3.0) CommEquipment Installer (1) Sergeant OrdDisp(2) Sergeant (13) Sergeant (11) PoliceOfficer (5) PoliceOfficer (5) OfficeAssistant II (1) Sergeant SWAT (1) PoliceOfficer OrdDisp(1) PoliceOfficer SWAT (10) OfficeAssistant III (1) Sergeant (10) PoliceOfficer SWAT (8) PoliceOfficer (98) Employee Assistant Program Forensic Services Information Services PoliceOfficer Hostage(2) PoliceOfficer (97) OfficeAssistant IV (1) Homicide Juvenile Narcotics 1.0FTE 12.0FTE's 18.7FTE's PoliceOfficer SWAT (2) CrimePreventionCoord(2) 12.0FTE's 15.0FTE's 14.0FTE's Sergeant (1) Sergeant (2) OfficeManager (1) PoliceOfficer (106) OfficeAssistant III (1) Senior Commander (1) Commander (1) Commander SWAT (1) PoliceOfficer Hostage(1) RecordsMgmt Specialist (6) OfficeAssistant II (1) OfficeAssistant II (1) Sergeant Hostage(1) Sergeant SWAT (1) Sergeant (4) PoliceOfficer (3) OfficeAssistant III (4) Community LiaisonOfficer (1) Sergeant OrdDisp(1) Sergeant (8) PoliceOfficer Narcotic (2) Forensic LabManager (1) OfficeAssistant II (7.7) Sergeant SWAT (1) PoliceOfficer (4) PoliceOfficer SWAT (1) Forensic Scientist III (1) Property Clerk (1) Community Services City Wide Services ACOP City Wide Services Canine Sergeant (7) OfficeAssistant III (1) PoliceOfficer Canine(1) Forensic Scientist II (2) 4.0FTE's 13.0FTE's 18.0FTE's OfficeAssistant IV (1) PoliceOfficer (4) Criminalist I (1) Sergeant (1) Sergeant (1) Sergeant (1) OfficeAssistant II (1) OfficeAssistant III (1) PoliceOfficer (2) PoliceOfficer (10) PoliceOfficer CanineSWAT (1) OfficeAssistant III (1) Community LiaisonOfficer (2) PoliceOfficer FTO Canine(1) Safe Streets Special Investigations Vice Motor Fleet Ordnance Disposal Personnel PoliceOfficer Canine(13) 7.0FTE's 17.0FTE's 3.0FTE's 1.0FTE 2.0FTE's 2.5FTE's PoliceOfficer (2) Commander (1) Commander (1) Sergeant (1) Sergeant (1) Sergeant OrdDisp(1) HumanResourcesSr Consult (1) Sergeant SWAT (1) Sergeant OrdDisp(1) PoliceOfficer (2) PoliceOfficer OrdDisp(1) OfficeAssistant IV (1.5) City Wide Services Motors City Wide Services Mounted City Wide Services Traffic Sergeant (1) Sergeant (8) 6.0FTE's 6.0FTE's 9.0FTE's PoliceOfficer Hostage(1) PoliceOfficer SWAT (1) Property Room Research & Development Systems PoliceOfficer (6) PoliceOfficer (6) Senior Commander (1) PoliceOfficer SWAT (1) PoliceOfficer (5) 6.0FTE's 6.0FTE's 9.0FTE's Sergeant (5) PoliceOfficer (2) OfficeAssistant III (1) Commander (1) Sergeant (1) Commander (1) PoliceOfficer (2) Sergeant (1) Research& GrantsMgr (1) Sergeant Hostage(1) OfficeAssistant III (1) School Resource Officer Human Trafficking Grant Property Clerk (4) ResearchAnalyst II (3) Sergeant (1) 10.0FTE's 1FTE OfficeAssistant IV (1) PoliceOfficer FTO (1) Parking Enforcement PoliceOfficer SRO (10) Sergeant (1) PoliceOfficer (5) 20.0FTE's Sergeant (1) Training Police Parking Lot Emergency Communications Ctr PoliceOfficer (4) 18.0FTE's 0.7FTE 48.0FTE's ParkingEnforcement Officer (15) Commander (1) CustodianI (.7) ECC Shift Supervisor (8) Sergeant SWAT (1) ECC Telecommunicator (13) Sergeant (4) ECC FireDispatcher (17) PoliceOfficer FTO SWAT (2) ECC PoliceDispatcher (10) PoliceOfficer (8) Health& FitnessCoordinator (1) OfficeAssistant I (1) Vehicle Impounding Lot 13.4FTE's ImpoundLot Manager (1) ImpoundLot Supervisor (1) Property Clerk (10.4) OfficeAssistant III (1) Major Crimes & Investigations OFFICE OF THE CHIEF Patrol Operations St Paul Police 2015 Budget Information Topics to be covered: Innovations Future Pressures Department Priorities List the departments top 3 to 5 priorities for 2015. How does the departments budget submission align with these priorities? Resources Base Budget Reduction: Are there any service level reductions as a result of meeting your base budget? If so, please explain. Additional Resources: If the Department had additional resources in 2015, how would they be used? How would these additional resources be aligned to the Mayors and the Departments top priorities? Department Organization Innovations-Our starting point for identifying efficiencies and effective resource allocation for the future For 2014, without a budget increase, we evaluated our budget, managed existing resources, established new fund raising efforts, and gained additional grant funding to implement the following innovations: Ambassador program-Utilizing funds raised by the Chief and Deputy Mayor Paul Williams from private donors, the SPPD hired/partnered with local youth workers on a pilot program with a focus on reducing youth crime. Our youth workers/Ambassadors had a visible presence downtown and focused their efforts on redirecting at-risk youth from violence/criminal behavior while providing opportunities for responsive services & positive supports. The outcome was a reduction in juvenile crime downtown. The success of the pilot is allowing us to expand that program to other areas of the city. The expanded program is our Youth Violence and Prevention Project. This program expansion involves multi-sector coalition of St. Paul-based organizations/agencies using multiple intervention strategies to decrease levels of criminal justice involvement and provide positive developmental supports to traditionally hard-to-reach youth. It capitalizes on successful partnerships and lessons learned during a trial project and will serve 200+ at-risk youth ages 15 to 24 during first year of this three-year undertaking. Significant existing public financial and programmatic resources will be directed to this effort. At this time the initiative will be supported within the PD existing budget and personnel, grant funding and new private support. Thus far, we have $346,349 in funding from the Bush Foundation, with a plan for other private donors and grants to provide overall revenue for the project of $856,349. Innovations- Continued Analyst positions- to aid us in the following areas: Utilizing Technology and Intelligence-Led Policing concepts. Improving predictive crime analysis. Allowing for better allocation of sworn staff based on crime trends. Evaluating work flow and productivity Review patterns in policing (Use of Force/Poor PR/positive Community Impact) CopLogicOnline citizen reporting tools One-time start up $35,000 (OTC-RMS interface needed) Annual Maintenance costs $12,500 System use will ultimately allow move of 2 Tele-serve officers back to the street The system will be implemented and in use by early J uly 2014. Ticket-Writers Purchase and creation of replacement plan for existing and new Ticket-writers Partnership with Public Works during snow emergencies to use sworn staff with Ticket-writers, decreasing the need for hiring civilians to issue paper tickets and increase the number of citations that could be issued in a shorter time period. Due to a need to purchase equipment for TASS, we will not be able to implement this program department-wide until 2015. Innovations- Continued Investment into training department-wide. Provide funding sources to bring in top level trainers to keep employees trained to the highest of standards (Lock-up and Diversity Training) Addressing a young workforce to ensure proper training. This is ongoing and the impact will be felt for years to come. On-Line Report Requests for citizens One-time start-up costs of estimated $25,000 Reduction of in-person report requests, potentially reducing records staff by .5 FTEs Potential Annual Cost saving benefit-$28,449. OTC staff is working on this and the Landlord Notification system together. Staffing is sporadic in OTC so we have no set timeline for completion but anticipate it will be completed in 2015. Landlord Notification System One-time Soft cost of OTC personnel estimate $25,000. This system is used by Minneapolis. Minneapolis reports that they have had 8,000 landlords sign up, creating more responsive landlords taking action when incidents occur at the properties. According to Minneapolis, these rental locations had significantly lowered in volume of calls for service. Some types of calls were reduced by 70%. Timeline for completion- see On-Line Reporting for status update. Innovations- Continued Criminal Enterprise Investigative Program (CEIP)-combat crime via criminal finances. The unit will be fully staffed with one sergeant (reassigned in J anuary to begin program development) and three officers (to be assigned in J uly). The program goal will be to impact crime with advanced investigation into their finances. Anticipated side effect: reduction in robbery, burglary, auto theft and violent crime that come with drug dealing. Police Department retains the assets to further the goal of reducing crime and improving quality of life. SPPDs Criminal Enterprise Investigative Program unit is working closely with the Ramsey County Attorneys office. As we move forward with program development, we have already engaged the offices civil forfeiture attorney. The program would allow for retention of assets, which may be used within strict State and Federal guidelines to invest in other crime-reducing activity that will improve quality of life within the city. A change to state law in 2014 altered forfeiture laws and only allow forfeiture if there is a criminal conviction. Innovations- Continued Police Technology Strategic Plan Use outside resources (consultant) to evaluate our current technology, identify risks and plot a strategic course for the PD going forward to streamline operations and invest wisely and strategically in technology resources. Ensure that future technology purchases align with existing city technology infrastructure. Establish an equipment replacement program to cover existing and new equipment: In Car Cameras Electronic Control Devices (Tasers) Video and Camera Equipment CCTV cameras and infrastructure Servers to store all of this data Working with the Innovations group to identify a course of action. Police Business Process Review Evaluate work flow in the records unit, property room and impound lot to identify redundant work and the potential to improve customer service, increase efficiency and decrease in FTEs in those units. Working with the Innovations group to identify a course of action. Future Pressures- Where we see potential operation risk that will need ongoing analysis and potential future innovation opportunities As we look ahead the PD has concerns over some external impacts due to new activity and development in our city: Light Rail- Green Line (including increased transit volume and associated growth along the line). We are expecting a larger need for police service along the Green Line (West and Central Districts). Mpls has already witnessed as increase in crime along the light rail line in their city. Our own analysis shows we will see a 2.2% increase in violent crime along the Central Corridor. Union Depot-the 2 nd largest transit hub in the state (increase in train and bus traffic totaling 150 transit trips/day) New residential properties downtown and across the city. We know that the higher the level of police engagement in our community, the greater the impact on community perception and trust with the SPPD. Without adequate personnel strength and funding opportunities to allow for such proactive engagement, we will be unable to maintain or build trust with those we serve. New stadium which is estimated to bring 400,000 visitors to St Paul Expanding city events According to the St Paul Market Watch (Fall 2013) the population of the city is expanding, as are the demographics. Information in the report stated that the largest age group in our city is ages 20 to 34, which is also the age group that commits the most crime. Additionally, the report stated the rate of persons below the poverty level in St Paul is at 23% while Mpls is at 11.7%. Future Pressures- Continued Innovations and technology SROs- St Paul Public Schools has refused to fund all 10 SROs. They are only funding 7. This will leave the schools short 3 officers and will require the PD to either fund the positions or cut our authorized strength from 615 to 612. It would cost $331,868.10 to fund these 3 positions. RMS-Records management system was createdin-house by our city OTC in the late 1990s. It not able to track the data we currently need to adequately address crime trends. We are working with OTC to assess the best course of action to address our needs while looking at the potential of special funds to cover costs. Field reporting -Our report writing system will no longer be supported by the company for upgrades and is now end-of-life for maintenance within the next two years. OTC is evaluating best steps forward including the potential of partnering with Ramsey County Sheriffs Office (RCSO) on a system. Along with the RMS, OTC is working with us to assess the best path forward. We are looking at the potential of special funds to cover costs. CCTV maintenance contract- $280,000 annually. Historically we used Port Grant funding through Emergency Management, but this is not guaranteed and in 2013 we were not awarded the grant. We have applied for the next Port Grant cycle; if it is not awarded we will need to fund the maintenance costs or potentially shut the system down. Future Pressures- Continued Infrastructure Public Safety ANNEX Building (100 E 10th St) -Houses the following critical police services needing relocation: Communication Services and Maintenance (Radio Shop) -Services five City of St Paul Departments including SPPD and twenty-three outside agencies (revenue generating). Services include but are not limited to: Installation and maintenance of all radio equipment, In-Car Camera systems, License Plate Recognition systems and Emergency Warning System Maintenance, tracking and handling of all communications devices (Hard-line phones/cell-phones/ Investigative tracking devices/ Investigative body bugs/etc.) Defensive tactics (DT), Training classroom and break room, Gym, and Locker room Used by PD training unit for In-service training sessions, Academy Training, Professional Development Institute (PDI). In-services is twice yearly for 30 to 45 days each session Academies are held minimally once yearly and are 16 weeks in length the annex DT, Gym, Locker room and classroom space are used for 4 of those 16 weeks. The Professional Development Institute (PDI) is the PDs revenue generating year-round internal and external training source. PDI uses the DT area, training classroom, gym and locker room. Indoor range Consists of 6 shooting lanes, is 22 yards long and has a backstop which is capable of stopping handgun and shotgun rounds only. Shooting conditions can be controlled and changed to meet the needs of the officers being trained. The lighting can be changed based on training need. Used for training SPPD officers as well as other local, state and federal law enforcement agencies. Minnesota P.O.S.T. requires officers to shoot in low light conditions Space is needed for maintenance and storage of department-owned firearms, as well as an area for firearm cleaning after shooting and a small armory area that is used by the Range staff for the maintenance and repair of department firearms. Future Pressures- Continued Annex Building Continued Narcotics, Vice and Task Force Office and covert vehicle parking Houses 33 SPPD employees and 17 RCSO employees who are part of our PD narcotics unit, Vice unit and the joint Violent Crimes Task Force. Provides mandatory Indoor parking for the 50 plus vehicles. Building maintenance and equipment storage Building maintenance work shop and equipment storage of 1600 square feet Plowing and landscaping maintenance equipment is stored in basement garage as well. Riot gear and additional bomb unit equipment is stored on the main floor of the building. Property and Evidence storage 4th floor is used as a secure storage facility for long-term property/evidence that we dont have space to store in the Property Room in the HQ (Griffin Bldg). We have purchased a new shelving system for the property room, so this property will be moved into the main property and evidence area. Past proposals to relocate these entities have had costs estimates ranging from $2 million-$15 million. In the past we have put forward proposals for funding to the City of St Paul Capital Improvement Budget (CIB) and in 2013 attempted funding through the State Bonding Bill. In 2014 we will again put in a proposal for City CIB funding and then in 2015/16 we will request State Public Safety bonds again. Department Priorities Please list the departments top 3 to 5 priorities for 2015. How does the departments budget submission align with these priorities? While we see a need for additional resources, we understand budget constraints of the city. If a flat budget for 2015were approved we can continue to build upon our priorities and plans for innovations that will produce future efficiencies once implemented. We continue to build on our departments 5 strategic plan priorities. We continually evaluate our budget to manage existing resources, establish new fund-raising efforts and grant funding to maintain a high level of public safety. Priority #1- Improve the Safety and Security of our Cityby maintaining the high level of safety and security for our citizens living and working in our city as well as those who visit our vibrant city. In 2014 - COPs hiring grant allowed us to hire 5 new officers. In 2015, within existing resources, the PD will cover $198,445 for the grant match. By 2017 the PD will fund these positions within existing resources at a cost of $487,531. A budget cut could impact our ability to fund these positions. In 2014 -with no budget increase and within existing resources, we are hiring two analysts that will allow us to better analyze and align resources in the most effective and efficient manner. These position costs will be $161,800 in 2015. A budget cut could impact our ability to fund these positions. Analyst #1 conducts crime analyses, identifies current crime patterns, assesses offender risk level, and forecasting future patterns in criminal activity to provide timely information to patrol and investigative personnel for the best allocation of resources. Analyst #2 evaluates policing practices, identifies operational strategies for implementation of best practices and methodology of policing. The information provided will allow for effective and efficient resource allocation, policy and procedure changes, investigative practice improvements, and forecasts future department needs based on population and crime trends to Police administration. Priority #2 - Partner with our Community to Enhance the Citys Vitality and Prosperity by continuing to grow our community outreach programs including our work in the Somali community, as well as the Ambassador Program and our Youth Violence and Prevention Project that both work at redirecting at-risk youth and providing them opportunities and support. We have also partnered with local businesses and Parks and Rec on a new community engagement effort called the Safe Summer Night Initiative. Our budget includes the use of J AG (grant funds) to off-set general fund OT for community engagement initiatives such as our new immigrant outreach efforts currently ongoing in the Somali and Karen communities. The Chief has also successfully gained private funding and grant revenue (with no match required) to expand upon our youth outreach efforts. Our Safe Summer Nights Initiative brings local business, community members and Parks and Rec together as partners providing safe summer activities for our children and community. SPPD will partner with Superb Meats of MN and Saint Paul Parks and Recreation to create Police/Community events throughout the City. The goal is to improve police/community relations, build trust and provide safe environments for children and families to play and have a good meal. We continue to work with Emergency Management to gain funding for emergency equipment for our officers. In 2014 and again in 2015 we will get $25,000 to purchase OSHA-mandated gas mask filters. Understanding that filters expire after 5 years, our plan was to start budgeting annual purchases of equipment at 20% inventory levels each year to prevent large future purchases. A budget cut will impact our ability to budget for the equipment replacement. Department Priorities- continued Our training unit has worked diligently to market and increase the revenue we bring in through our Professional Development Institute (PDI). The PDI provides high quality training for a fee to outside agencies that mitigates our own costs and provides revenue that can be used for additional training of our own personnel. Over the past few years PDI revenue has averaged $100,000. Because of this, in 2014 and 2015 we will be bringing in industry leaders in the area of investigation and leadership to train our young workforce. In addition, this funding will be used to fund command staff training to further develop the departments leaders. Priority #3 - Invest in our employees. Our departments sworn numbers have been in transition over the past three years due to a large number of retirements. We have a total of 26 Commanders in the PD, 16 of those commanders have been newly promoted since 2010, with 8 of the 16 being promoted in the last 6 months. Of the 140 sergeants, 68 were promoted since 2010 and of the currently employed 422 officers less than 225 have been on the job more than ten years with 106 being hired in the last 5 years. We must evaluate staffing needs and provide high quality training and oversight to make sure our young department is as well-trained and as prepared as possible to carry out their duty. Department Priorities- continued Priority #4 - Manage our resources for maximum resultsby continuing to evaluate and streamline our processes including workflow and technology usage to provide the best service with minimal fiscal outlay in an effort to contain costs. We continue to work with the Innovations group. We are developing a workflow plan for the implementation of our new Evidence Management System, purchased in 2014 within existing resources. This system will streamline our evidence handling process in the Property Room and the Forensic Services Unit (FSU), as well as provide a much needed process management system for the Impound Lot. Priority #5 - Strengthen a culture that values service and accountabilityby engaging our partners and community members to ensure we are responsive to their needs. No financing is needed beyond soft costs for staffing as we strengthen partnerships and build trust within our community through outreach; however, we have utilized a tool called Survey Monkey as an internal survey system and we look to expand that as a customer service tool to ensure quality service. Department Priorities- continued Current Budget Overview Total General Fund Budget $86,414,503 Salaries & Fringes $75,885,697 (87.82%) Only 9.2% of the above salary and fringe is for Civilians Services & Supplies $9,769,734 (11.31%) $4.6 Million of the services and supplies above are for CAD/ECC . $2 Million is fleet fuel, parts and labor Uniform Transfers $659,072 (.76%) Tort Settlements $100,000 (.11%) Base Budget Reduction Initial request for cut was $345,873 Additional Cut direction of $1,503,003 (2% cut to existing 2014 budget) Accomplishing the initial budget cut of $345,873-- A 2015 budget cut of $345,873 is a 6.33% cut to our spending in General Fund Equipment and Services used to support our officers. These funds are currently used to cover many contractual obligations and equipment needs for our staff. Budget reduction for Support services and Administration =$296,435 The reduction to Fleet will be $124,434. A study commissioned by the city in 2010 showed that a proper funding for our Fleet should be $1.8 million annually, we are still budgeted at $1.3 Million. The lack of funding to purchase new vehicles means an older fleet needing more repairs. Vehicles will sit once funding for repairs runs out causing doubling up of officers in squad cars, potentially impacting our response time for calls. Technology budget reduction $134,409. Technology budget cut would eliminate some maintenance contracts for technology systems, including our match for the CCTV maintenance contract and eliminate or significantly restrict the ability to implement current and potentially new innovation projects. Maintenance unit reduction will impact our ability to maintain our buildings. This reduction to maintenance will be $37,592. Accomplishing the $345,873 Cut Budget reduction to Operations, Major Crimes and Chiefs fund =$49,438 Limit the ability to provide funding for special investigations as they come up. Examples: the large Meth case resulting in multiple arrests, the special investigations unit targeted street gangs such as the Eastside Boys and Selby-siders. Eliminates special investigation funding, polygraphs, tracking system needs, phone records requests and data requests from services companies. Eliminate investigative travel, such as special investigative travel out-state or out-of-state to interview victims, witnesses or suspects or gather evidence. Eliminates the ability to utilize and/or pay for unplanned, unscheduled incidents, increasing the potential of being over budget. Impacts the ability of the department to hold promotional and hiring exams Implications of Additional 2% Cut of $1,503,003 (as identified by OFS) over and above the $345,873 Non-Personnel-Cuts Further reduce spending for equipment and services by another $250,000 This reduction cuts more funding of critical equipment and our ability to pay for maintenance contracts. We pay most of our contracts in the 4 th quarter of the year, including the lease payment for computers, printers, CCTV cameras. This cut will require us to shut down some of our software and put a halt on implementation of innovations. Reduce Technology by an additional $167,301 This reduction will force us to stop work on other innovations. See Innovations section for projects that will be put on hold. Submission under Base $80,539 Cut Fuel by additional $63,246. Our 2013 Fleet budget as a whole ended 2013 ($6,817) over budget. We are still feeling the pinch from budget cuts in 2006 and 2007 when no vehicles were purchased. Our 2001-2005 squads, as well as the high mileage 2008 and 2009s are negatively impacting our budget with high maintenance costs. The cost of equipment and services has grown each year while our budget has not. Reports show inflation growth in April of 2014 of 1.6% for goods and services. Implications of Additional 2% Cut of $1,503,003 (as identified by OFS) over and above the $345,873 Personnel cuts (non-sworn only) -Budget reduction of $941,917 Reduce 2 OA from total pool reduced budget $129,347 The burden would shift to unit Sergeants who will be required to rotate in the clerical position to answer phones, send victim letters, input stolen data in state system, BCA checks, order supplies, track OT and budget, track equipment, provide report requests for attorneys, tracks STAT Map data. Reduce Impound Staffing by 34% a budget reduction of $368,262 (Enterprise fund) The impound lot is authorized 16.40 FTEs. Of those 2 Commanders, 1 sergeant and 1 property clerk are paid from the budget but do not actually work at the impound lot. This leaves 12.40 FTEs to cover this 24/7 operation. A 34% reduction of staff from 12.40 is a reduction of 4.20 FTEs. To reduce the staff by 4.2 would leave 8.2 staff. Clearly 8.2 people cannot cover 7 days a week for 24 hrs. Reduce Records staffing by 34% a budget reduction of $444,308 The potential exists for staff reduction in the future with the implementation of innovations such as a new RMS/ field reporting system, ticket-writer, and on line reports requests; however, we will not realize those benefits with the spending budget reduction and could not sustain this cut before the innovations are in place. Current staffing in records is 18.70 FTEs for a 24/7 operation. A reduction of 6 FTEs would leave 12.70 FTEs. To reduce this much would require us to significantly impact public service hours and there will be an impact to timelines of information reaching the investigative units. (list of duties of staff available) Historical on Civilians In 2002 we had 203.6 Civilian FTEs In 2013 we had 165.8 FTEs Proposed for 2015 reduce to 151.2 FTE Civilian As civilian positions have been cut, the duties of those staff have not gone away, but rather they have been shifted to sworn. Additional Resources: If the Department had additional resources in 2015, how would they be used? The PD recognizes the need for cost containment and works to manage existing resources and create new revenue streams via grants and private donors. Outside of an inflationary increase for 2014 the PD has not had a general fund increase in several years and yet has managed to maintain public safety at high levels in the face of significant budget cuts. We would propose an increase in sworn staff combined with moving civilian Staff into some roles currently filled by sworn working in non-traditional sworn roles. Sworn An increase in sworn staff would allow us to add officers to the downtown and central corridor to address the crime element that will result from this new transportation system. Further, it would provide for the security of those attending games at the new ballpark. If we estimate based on Mplscrime trend when Light-Rail was established, we should see a 2% increase in violent crime, which equates to 377 violent offenses. Comparison of SPPD to National Standard for officers per 1000 people 615 Sworn (2.1 officers per 1000 people) National standard Sworn #s at 2.5 officers per 1000. If we were to be at the national standard with a population of 290,000 we would have a sworn strength of 726 We propose an increase to 630. At 2.2 per 1000 we would be at 638; however, we believe with a shift of civilian to sworn positions we can provide a safe and secure city. Cost of additional 15 officers $1,550,000. Continued- Additional Resources: Shift of sworn from Civilian (replace with civilian)--- With additional funding we would hire civilian staff and move the sworn to help shore up staffing on the downtown beat and other critical positions. Technology-Currently one commander, one sergeant and two officers staff our technology unit. Skills learned on the job, should be replaced with Computer programmers and staff who can aid the department, with the help of OTC, to meet objectives in a timely manner. Replace Sworn with civilian =($69,498 x 3 =208,494 +Manager =$80,000 for a total of $288,494 plus fringe). Efficiency example -when we wanted to evaluate our officers driving patterns using ICC data we had to wait for OTC to get us the reports. We were only able to get them when OTC staff was available and this caused a several month gap between reports, diminishing the impact we wanted to have on our officers driving behavior to impact officer safety and city liability. We have now gotten our sworn trained to do these reports. Effectiveness example-RMS can supply reports that could potentially help us identify patterns of officer conduct, but we are unable to get them because OTC does not have the time. If we had programmers we could do these in-house. Research and Development -Increasing public data requests have been overwhelming our R and D staff. Without enough civilian staff, we had to add a Sergeant into the unit and we have eclipsed his capability to keep up. We should insert two civilian staff membersto assist and develop the skill set for identification of public v. non-public data. Replace Sworn with civilian ($138,000). Additional funding needs Overtime-fundinghas not increased in the past 5 years even when contractual negotiated salary increased. Overtime funds needed to address juvenile crime and programs directly linked to crime suppression have increased. How would these additional resources be aligned to the Mayors and the Departments top priorities? Mayors Priorities (3 rd Term Plans J anuary 2014) PRIORITY 1: Focus on Children (Section #1-PD priority 1 and 2) With additional resources, the PD will be able to continue to provide outreach programs impacting youth while proactively providing a safe environment for them. PRIORITY 2: Building a Dynamic East Metro Transit Network (Section #1-Address all PD priorities) Additional resources along with realigned resources will allow us to provide safe and secure neighborhoods along the new transit network. An increase in crime could derail efforts for business and residential projects. PRIORITY 3: Strengthen St Pauls arts and cultural scene (Section #1-PD priority 1 and 2). Consistent with above safety and security brings people into the area who will build the cultural scene. PRIORITY 4: Keep it regional (Section #1- PD priority 2 and 5). With the upcoming MLB All Star Game, St Paul PD and MplsPD have partnered to provide public safety by working to multiply each others force when needed in an effort to keep costs down for both cities. PRIORITY 5: Innovate, collaborate and create (Section #1- PD priority 2, 3, and 4) We have had great success with our community outreach programs including our work in the Somali community, as well as the Ambassador Program and our Youth Violence and Prevention Project. Additional resources will ensure that these programs continue without the threat of our Officer resources being shifted to react to crime. Department Organization Saint Paul Police
The Saint Paul Police Department strives to contribute to Saint Pauls vitality and prosperity by promoting safety and security with technical excellence, leadership and comprehensive professionalism. We seek to become an outstanding employer and partner engaged with our employees and the diverse communities that we serve. We are committed to quality training, high professional standards, accountability and achievement. We are focused on strengthening partnerships to address the causes and outcomes of crimes in order to continue to be a strong asset to the city and a leader among law enforcement agencies nationwide.
(Total 776.3 FTE)
Patrol Operations Division Responds to calls for police service Responds to crime trends employing various patrol strategies Enforces laws and ordinances Enforces traffic rules and regulations Oversees below functions SWAT/Mobile Field Force/Negotiations Crime Prevention/Community Outreach Motorcycle Patrol Traffic and Accidents Mounted Patrol K9 Community Services
460.0 FTE Major Crimes and Investigative Division Property Crimes Unit Homicide/Robbery Unit Youth Services (J uvenile) Special Investigations Unit Gang Unit Narcotics/Vice Unit Safe Streets Task Force Family and Sexual Violence Unit
136.0 FTE Support Services and Administration Conducts research and analysis of data Provides technological enhancement and support Establishes communication-based services Provides department-wide training Provides evidence collection, analysis and secure storage Manages finance/accounting and grants Manages payroll and Human Resources Coordinates Emergency Management Provides maintenance services for all buildings Manages and maintains the Fleet
161.3 FTE Police / Civilian Internal Affairs Review Commission Chief of Police Manages resources Ensures compliance Develops programs Communicates with the public