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A Study Reviewing Patrol Staffing, Organizational Structure, and Prior Consultant Reports
502 East 11th Street · Suite 300 · Austin, Texas 78701 · 512 / 476-4697
July 13, 2011
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A Study Reviewing Patrol Staffing, Organizational Structure, and - - PowerPoint PPT Presentation
A Study Reviewing Patrol Staffing, Organizational Structure, and - - PowerPoint PPT Presentation
A Study Reviewing Patrol Staffing, Organizational Structure, and Prior Consultant Reports 502 East 11 th Street Suite 300 Austin, Texas 78701 512 / 476-4697 July 13, 2011 Who We Are? MGT of America, Inc.
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Project Approach and Report Format
A Study Reviewing Patrol Staffing, Organizational Structure, and Prior Consultant Reports Chapter 1. Introduction Chapter 2. Staffing Analysis of El Paso Police Patrol and Deployment Practice and Policies Chapter 3. Department Organizational Structure Chapter 4. Status of Recommendations from Prior Studies
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Safest City Distinction
Violent Crim e Rate per 10 0 ,0 0 0 Residents in El Paso: 20 0 1-20 0 9
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Safest City Distinction
Property Crim e Rate per 10 0 ,0 0 0 Residents in El Paso: 20 0 1-20 0 9
443 377 373 388 357 359 349 339 322 3,823 3,208 3,024 2,812 2,480 2,412 2,361 2,428 2,367 318 339 317 310 432 572 492 450 305 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 2001 2002 2003 2004 2005 2006 2007 2008 2009 Burglary Larceny Auto Theft
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Peer Review
Police Force Peer Benchm arks for 20 0 9
City State Pop. 2009 Viol. Crime Rate 2009 Prop. Crime Rate 2009 Total Index Crime Rate # Officers % Civ. Officers per 1000 Res. Below Poverty Line Square Mile El Paso TX 620,456 457 2,994 3,451 1,117 23.4% 1.8 25.3% 249 Mesa AZ 467,157 425 3,415 3,840 801 36.2% 1.7 11.7% 124 Tucson AZ 543,910 650 N/A N/A 1,012 25.9% 1.9 20.3% 194 Fresno CA 479,918 609 4,369 4,978 827 32.0% 1.7 23.0% 104 Long Beach CA 462,604 681 2,725 3,406 955 28.1% 2.1 18.8% 50 Sacramento CA 466,676 886 4,465 5,351 700 31.8% 1.5 16.5% 97 San Francisco CA 815,358 736 4,262 4,997 2,367 17.0% 2.9 11.5% 46 Denver CO 610,345 578 3,453 4,031 1,510 14.1% 2.5 17.8% 153 Albuquerque NM 529,219 769 5,492 6,261 1,087 26.2% 2.1 15.2% 180 Las Vegas NV 567,641 947 3,461 4,408 2,735 48.0% 4.8 12.3% 113 Oklahoma City OK 560,333 930 6,098 7,029 1,048 19.2% 1.9 17.3% 606 Austin TX 786,386 523 6,245 6,769 1,564 27.1% 2.0 17.5% 251 Fort Worth TX 727,577 585 4,960 5,545 1,502 21.6% 2.1 17.0% 292
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Peer Review
El Paso and Peers: Rate of Officers per 1,0 0 0 Residents
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Peer Review
El Paso and Peers: Percent of Police Force that are Civilian
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Patrol
El Paso Police Departm ent Patrol Operations Organizational Structure
Chief of Police
Regional Operations I Pebble Hills Regional Command Regional Operations II Central Regional Command Northeast Regional Command Westside Regional Command Mission Valley Regional Command
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Patrol
City of El Paso Police Departm ent Patrol Personnel by Regional Com m and Centers
Regional Com m and Patrol Lieutenants Patrol Sergeants Patrol Officers as of
- Dec. 20 10
Num ber of Patrol Officers Used is Analysis
NERCC 3 11 70 74 MVRCC 3 11 69 74 WSRCC 3 10 69 70.5 CRCC 3 12 96 103.5 PHRRCC 3 14 116 119.5 Total 15 58 420 441.5
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Patrol
El Paso Police Departm ent Analysis of Patrol Officer Hours
Hours Percent of Potential Hours Worked Hours per FTE Potential Hours Worked 9 18 ,320 9 7.5% 20 8 0 Estim ated Overtim e 23,9 8 3 2.5% 54 Adjusted Potential Hours 9 4 2,30 3 10 0 .0 % Hours Leave 24 2,6 27 25.7% 54 9 .6 Vacation 127,123 13.5% 288 Sick 40,895 4.3% 93 Holiday 27,255 2.9% 62 Compensatory 24,478 2.6% 55 Personal 12,698 1.3% 29 Other 10,178 1.1% 23 Hours on Duty 6 9 9 ,6 76 74 .3% 158 5 Hours Recorded on CAD 514 ,253 54 .6 % 116 5 On Scene 396,054 42.0% 897 Dispatch/ Travel 96,559 10.2% 219 Traffic/ Parking 14,808 1.6% 34 Officer-Initiated Call* 3,398 0.4% 8 Out With 19 0.0% Other 3,415 0.4% 8 Hours Rem aining 18 5,4 23 19 .7% 4 20
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Patrol
Current Work Load Patrol Type of Duty Hours Percent Normal Patrol Duties 514,253 73.5% Admin (assume 25%) 174,919 25.0% Proactive and Non-Dedicated Time 10,504 1.5% Hours on Duty 699,676 100.0%
Current Workload
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Patrol
Com m unity Policing
20% Community Policing Work Load Patrol Type of Duty Hours Percent Normal Patrol Duties 514,253 60.0% Admin (assume 20%) 171,418 20.0% Community Policing 171,418 20.0% Hours on Duty 857,088 100.0%
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Staffing Goal Examples
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Change to staffing to reduce percent of tim e spent on reactive patrol activity from 73.5% to 60 %
60 % Norm al Patrol Type of Duty Hours Percent Responding to CFS 514,253 60.0% Admin/ Proactive time combined 171,418 40.0% Hours on Duty 857,088 100.0% Hours per Officer 1,584.77 Hours on Duty 857,088 Number of Officers Needed 540.83 Change in Officers 99.33 Change in Units 14.02 On average, there are 62.3 units patrolling at any given time. Difference in Mean response time (minutes) 1.67
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Patrol
Officers Full Crew
Hour of Day Adjusted Num ber of Units Based on CAD Data Num ber of Officers Full- Crew Units Solo Units Total % Full Crew From CAD Scheduled Expected 0000 24.7 43.5 68.2 36.2% 92.9 120.1 91.6 0200 20.5 36.9 57.4 35.8% 78.0 98.6 75.1 0400 15.1 26.8 41.9 36.0% 57.0 78.7 60.0 0600 12.8 43.6 56.4 22.6% 69.1 124.7 95.0 0800 4.0 43.4 47.4 8.4% 51.4 64.7 49.4 1000 3.8 44.5 48.3 7.8% 52.1 68.5 50.1 1200 5.1 51.5 56.6 9.0% 61.6 88.7 67.6 1400 8.8 69.2 78.0 11.3% 86.9 120.7 92.0 1600 13.1 54.3 67.4 19.4% 80.5 86.1 65.6 1800 14.4 50.1 64.5 22.3% 78.8 97.6 74.4 2000 15.7 50.2 65.9 23.8% 81.6 104.4 79.6 2200 29.3 63.4 92.8 31.6% 122.1 152.7 116.4 Average 14 .0 4 8 .4 6 2.3 22.4% 76.3 10 0 .1 76.3
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Patrol
Recom m endation 2-1
EPPD should reduce its reliance on full-crew units. This would require the purchase of additional vehicles and expenditures for vehicle equipment, maintenance and fuel, but should result in additional patrol coverage by putting more vehicles on the street without an investment in additional staff. Additional patrol deployment will improve patrol response time to calls for service and improve its crime control initiatives.
Recom m endation 2-2:
If response times are considered by city and department decision makers to be an important indicator of department performance, and if they are already being used for decision making purposes, measureable
- bjectives for average response times should be established.
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Deployment of Officers
Average Response Tim e by Patrol Units for 20 10 (Citizen-Initiated Calls)
Priority All Response Tim es (Minutes) 8 0 Percentile (Minutes) Response Tim e Dispatch Tim e Drive Tim e Respons e Tim e Dispatch Tim e Drive Tim e 2 5.47 7.74 13.21 2.94 6.43 9.37 3 8.91 9.64 18.55 4.58 7.51 12.09 4 9.76 9.40 19.16 4.98 7.64 12.62 5 16.99 11.76 28.75 9.06 8.81 17.87 6 45.75 18.18 63.93 26.13 11.31 37.44 2-6 Total 16 .30 11.28 27.58 7.55 8 .35 15.90 7 33.96 15.41 49.37 20.07 9.90 29.97 8 53.84 20.46 74.30 35.15 12.40 47.55 9 62.87 19.63 82.50 42.29 12.67 54.96 Total 25.57 13.25 38 .8 2 12.10 9 .0 8 21.18
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Deployment of Officers
El Paso Police Departm ent Patrol Operations Percent of Citizen Initiated CFS per hour Com pared to Patrol Hours
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Deployment of Officers
El Paso Police Departm ent Patrol Operations Percent CFS per hour Com pared to Patrol Hours Presented at Surpluses and Deficits in Patrol Resource Allocations for High Priority Calls
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Deployment of Officers
Recom m endation 2-3
The El Paso Police Department and relevant citywide elected officials, policymakers, and civic stakeholders should develop a shared public safety investment plan tied to measurable community outcomes.
Recom m endation 2-4
Develop or adopt a model for long-term planning of patrol force size. Concrete objectives and consistent data-measurement are critical in determining the value of additional resources. Simply pouring more resources into patrol to match peer communities without clear goals could quickly become replicating inefficiency instead of improving policing outcomes. Additionally, the department should reconsider its decision to not renew its contract for its police optimization software, which although not an actually a model, it provides a resource to
- ptimize staffing around a selected model.
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Other Patrol Issues
Recom m endation 2-5
The practice of arresting officers first taking prisoners to the substation and then to the booking facility should be minimized if not completely eliminated. Recom m endation 2-6
Alternately, if this practice cannot be changed and offenders must continue to first be taken to a substation for paperwork and
- ther processing, they could be transported from the substation
to the booking facility by a “transport officer” and not the arresting officer. The officer could complete the required paperwork and then return to the street to be available for calls.
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Other Patrol Issues
Recom m endation 2-7
Minimize or eliminate the practice of arresting officers having to call and obtain the approval of a district or county prosecutor in
- rder to book a suspect into jail.
Recom m endation 2-8
The city should consider civilianizing the Live Scan processing of prisoners and free up approximately nine FTEs of police officer time to return to the street.
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Other Patrol Issues
Recom m endation 2-9
The status of the telephone reporting system should be enhanced by educating
- fficers, dispatchers, and the general public about its existence, purpose and
benefits of the system, by the department calling the system by another name, and its hours of operation expanded until at least 10:00 p.m. or even midnight to allow for complainants to make a police report without the need for an officer to make an in-person response to the complainant’s location. Recom m endation 2-10 :
The El Paso Police Department, in collaboration with relevant city administrators, should develop a plan to more efficiently triage and dispatch patrol response to citizen-initiated calls for service. Recom m endation 2-11
In an effort to more effectively and efficiently schedule officers for their court hearings, the El Paso Police Department should consider assigning an officer to be a liaison to the county and district courts.
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Other Patrol Issues
Recom m endation 2-12:
The city should implement a process to track the expiration of software licenses to ensure that there are not lapses in coverage for maintenance and upgrades. Recom m endation 2-13:
The city should also include, as part of its IT strategic plan, a component that addresses improving system response times for data inquiries. Recom m endation 2-14:
The department should request the vendor of the report writing system (ILEADS) modify the system to address some of the issues that reduce officer productivity.
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Other Patrol Issues
Recom m endation 2-15:
Maintain the current contractual arrangements for parking directly across the street from the Central Command building. This option is less expensive than using private parking, unless lower rates can be negotiated. Recom m endation 2-16
The EPPD should develop an inventory of the various community events it supports and fully document the staff time and materials associated with these events.
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Other Patrol Issues
Recom m endation 2-17
The EPPD should conduct a full-cost analysis of the support costs to identify the exact amount of subsidization in staff time and expenses the department expends on these events. Recom m endation 2-18
The EPPD should identify those events that generate revenues through admissions, registration fees, concessions, etc. and determine if additional fees can be charged to recover any portion of the police department support costs. For example, a portion of race entry fees could be identified as supporting the public safety efforts associated with the races.
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Department Organization
Chief of Police
Major Crimes Bureau
Criminal Investigation Directed Investigation
Administrative Assistant Internal Affairs Division
Shooting Review Team
Administrative Assistant Director of Public Affairs
Crime Stoppers
Support Services Bureau
Special Services Division Auxiliary Support Division
Office of Regional Operations I
Central Regional Command Pebble Hills Regional Command
Office of Regional Operations II
Northeast Regional Command Westside Regional Command Mission Valley Regional Command
Training & Special Operations Bureau
Police H. R. Training
Administrative Services Bureau
Financial Services Records
Chief of Staff
Special Assignment 911 Communications
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Findings and Recommendations
Chapter 3 Departm ent Organization
Finding:
There are nine executives or directors and two administrative assistants reporting directly to the Chief of Police. However, none of the executives or directors below the chief has more than four direct reports. Recommendation:
Reduce the number of direct reports to the Chief of Police and reorganize the department accordingly.
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Recommended Organization
Chief of Police
Major Crimes Bureau Criminal Investigation Directed Investigation Administrative Assistant Internal Affairs Division
Shooting Review Team
Administrative Assistant Director of Public Affairs Support Services Bureau Special Services Division Auxiliary Support Division Central Regional Command Pebble Hills Regional Command Northeast Regional Command Westside Regional Command Mission Valley Regional Command Tactical Support Training Administrative Services Bureau Financial Services Records
Crime Stoppers City Council Liaison
Field Operations Police
- H. R.
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Findings and Recommendations
Chapter 4 Status of Recom m endations from Past EPPD Reviews
DMG-Maximus Study (2001):
In all, the DMG-Maximus study contained 64 recommendations. The department implemented, partially implemented, or implemented with modifications 51, or 80 percent, of the recommendations. The department did not implement 13 (20%) recommendations. Magellan Research Corporation Study (2008):