Police Department Workload / Staffing Study KANSAS CITY, MISSOURI FINAL REPORT matrix consulting group July 5, 2017 TABLE OF CONTENTS 1. Introduction and Executive Summary 2. Analysis of the Patrol Bureau 1 16 3. Analysis of the Investigations Bureau 101 4. Analysis of the Administration Bureau 172 5. Analysis of the Executive Services Bureau 211 6. Analysis of the Professional Development Bureau 241 7. Analysis of the Office of the Chief 247 8. Analysis of the Department’s Organization 266 Appendix – Summary Results of the Employee Survey 288 KANSAS CITY, MISSOURI Final Report on the Police Department Workload / Staffing Study 1. INTRODUCTION AND EXECUTIVE SUMMARY In January 2017 the Matrix Consulting Group began the project to conduct a Police Department Workload / Staffing Study for the Kansas City Police Department (KCPD). This document is the report of the project teams’ work that includes an analysis of department staffing and organizational structure and key operational elements that notably impact staffing levels. 1. Study Scope of Work Government organizations should periodically review the services that they deliver in order to identify resource requirements, operational efficiencies, management and that customer services goals are met. Public safety operations are not exempt from this need. While the major focus of this study is the staffing needs of the Kansas City Police Department, it is impossible to completely divorce this from the management of these resources. As a result, the scope of this project was comprehensive and included: • Staffing allocations and deployments in each Police Department function; • The Police Department’s organizational structure; • The management systems used to control operations and ensure that Department and community goals are met. This assessment is intended to be a blueprint for the choices that the Police Board and the Department will have in order to be more effective in its service to the community and to strengthen key internal processes. 2. Methodology Used in the Study To understand and evaluate these staffing issues the project team undertook an Matrix Consulting Group Page 1 KANSAS CITY, MISSOURI Final Report on the Police Department Workload / Staffing Study assessment Department’s operations. The principal approaches utilized by the project team in this study included, but were not limited to, the following: • Internal Interviews – members of the project team individually interviewed numerous executive, management, and supervisory staff as part of this study. We also interviewed the Chair of the Police Board. • External Stakeholder Interviews – members of the project team also met with selected external stakeholders such as the Mayor and City Manager. • Anonymous Employee Survey – interview information was supplemented by an anonymous online survey to further elicit views within the scope of this study. 1,012 employees in the Department took the opportunity to participate through this input device. This is provided in the Appendix in this report. • Data Collection – the project team collected a wide variety of external and internal data documenting the structure, operations and organization, including: – – – – Department staffing and scheduling Documentation reflecting operations management Numerous output data reflecting services provided Various other performance information This data was summarized in a ‘descriptive profile’ of the Department, which was reviewed and corrected by KCPD staff. This approach ensured that the project team had an appropriate understanding of the Department. Data was collected over the past several months and presented in interim deliverables. Throughout this process, the project team reviewed facts, findings, and conclusions through these interim deliverables with the Department. 3. Strengths of the Kansas City Police Department Since the study’s principal focus was staffing, the management of the Department’s operations and services to the public were a necessary consequence of the effort. This study identified many positive characteristics in the Kansas City Police Department. The project team feels that it is important for this Executive Summary to highlight some of the positive features of the Police Department. A few specific strengths Matrix Consulting Group Page 2 KANSAS CITY, MISSOURI Final Report on the Police Department Workload / Staffing Study of the Department’s management and operations are summarized in the following table. Although many other positive attributes can also be found in the body of this report. OVERALL Over 81% of staff believe that the KCPD has positive relationships with the community. More than two thirds of staff believe the Department improves quality of life in City. There is a strong desire among staff to continue to improve service to citizens. Problem-oriented policing is a core philosophy as evidenced by NOVA implementation in KCPD. Though nascent, the Real Time Crime Center is a progressive effort for operational intelligence and predictive policing. PATROL Despite having limited proactive capabilities, patrol officers generated over 80,000 self-initiated activities in 2016. Patrol units are supported by a number of specialized field resources. Staggered start times are built into shift schedules across all six patrol divisions, allowing for gaps in resource availability to be significantly mitigated. Patrol officers frequently play a role in follow-up investigations when appropriate. INVESTIGATIONS There is a strong focus on investigative excellence with an enhanced Quality Control Unit. Varied Units of Bureau formally notify victims of case assignment consistent with best-practice. There is recent interest and steps taken to improve the use of the Tiburon case management system. Light duty staff are regularly assigned to the Bureau to support misdemeanor investigations. The consolidation of intelligence and crime analysis provides opportunities for improved effectiveness and cooperation in operations. ADMINISTRATION Operate a state of the art forensic laboratory, included space for additional growth. Full service Information Technology Division, that provides 24/7 help support. Cross-trained staff in the Information Management Unit. Have recently incorporated the Property and Evidence Unit into this Bureau which is a better organizational fit. Matrix Consulting Group Page 3 KANSAS CITY, MISSOURI Final Report on the Police Department Workload / Staffing Study EXECUTIVE SERVICES High level of service in the Fleet Operations Unit. Communication Support Unit provides services to the Police Department and other City Departments. Cross-trained Financial Services Unit. Facilities and grounds are well maintained by Building Operations Staff. PROFESSIONAL DEVELOPMENT The Department has high standards for training for new recruits and for annual in service. The Department has largely centralized research and development. OFFICE OF THE CHIEF Human Resource Division Director and staff provide leadership in human resources. Focused on better public engagement leading to decline in complaints. These are positives for any law enforcement organization today. The Kansas City Police Department has many strengths upon which to build. 4. Executive Summary of Issues Examined in This Study It has been many years since an independent study has been conducted of the Kansas City Police Department. Any organization over time can evolve in ways that may cause issues regarding internal service efficiency and external service effectiveness. This is especially the case for the only state-operated local law enforcement agency in the country – the organizational benchmarks can be unique. This project identified several themes that run throughout this assessment of the Police Department. Most of these themes relate to organizational and operations management decisions that have been made over the years, which have resulted in major issues for the Department. While this study was primarily a ‘staffing study’, these organizational and management issues can have many ways impact services, staffing, Matrix Consulting Group Page 4 KANSAS CITY, MISSOURI Final Report on the Police Department Workload / Staffing Study and costs. These concerns include: • In spite of robust crime analytical efforts, there is lack of a comprehensive internal effort to track performance, operational and service issues. This has impacted staff allocations, deployments and the ability to address change. • Organizations evolve in response to changing needs from outside factors, and also from the people who comprise it. The Kansas City Police Department is no exception to this. As a result, there are functions that are organized in ways that do not effectively promote the coordination of service. • In addition, in the KCPD, management and sworn staffing levels have resulted in many functions that could be civilianized or managed by lower ranks. • The point about civilianization is additionally impacted by the fact that many Department-wide and field support functions require additional staff resources. • The Department together with the City have been exploring ‘shared services’ in administrative and support functions. The Matrix Consulting Group encourages these efforts and this report explores many areas to further cooperation or consolidation. This includes further incorporation of information technology, which is currently being implemented, as it relates to fleet and facility maintenance, as well as other administrative support functions, such as human resources and purchasing. • The Police Board needs to play a role more like a City Council – ensuring that there is a continual process of establishing service goals, maximizing community service and measuring performance with appropriate metrics. This report identifies and explores opportunities for improvement in each of these areas. As noted above, the Kansas City Police Department has many positive attributes which provide a solid foundation for the changes recommended in this report. As a result, the opportunities recommended in this report are constructive and supportive of these goals. 5. Summary of Recommendations Throughout this report the project team provides evaluation and analysis of the staffing, organization, and services provided by the KCPD and, where appropriate, makes suggestions for improvements. The table below provides a summary list of all the Matrix Consulting Group Page 5 KANSAS CITY, MISSOURI Final Report on the Police Department Workload / Staffing Study recommendations, appearing in sequential order, in this report. Recommendations PATROL BUREAU Discontinue the practice of deploying two-officer patrol cars, except in special assignments and circumstances. As an urgent priority in the short-term: Increase the number of filled officer positions in patrol by 37 in order to bring the overall proactivity level to 35%, assuming that the deployment of two-officer units is discontinued as a regular practice. This change can be accomplished either through the reallocation of personnel from other functions, or by placing a temporary hold on filling vacancies in areas other than line-level patrol staffing. As a long-term plan: Increase the number of authorized officer positions in Patrol to 547 level in order to achieve an overall proactivity level of 40%. This represents an increase of 38 officer positions from current authorized levels. Reduce patrol sergeant staffing levels by 28, resulting in supervisory spans of control of at least 1:6. Continue using a 10-hour shift schedule to most effectively deploy resources during the hours with the highest workload levels and needs for proactive capabilities. Consider switching to a fixed workday schedule after consulting with KCFOP representatives. Evaluate the total call for service workloads in each division every three years and reallocate officer and sergeant positions as necessary to balance staffing relative to the number of community-generated calls. Redevelop district boundaries in order to equalize officer workloads and achieve a more level distribution of proactive capabilities throughout the jurisdiction. Eliminate the Operations Sergeant position at the Patrol Divisions (6 total authorized positions). Re-assign the Operation Sergeant responsibilities among the 3 Desk Sergeant positions. Maintain current authorized property crime detective staffing levels in each patrol division. Raise the threshold for case screening so that detective caseloads fall below 15 new cases per month. Assign Identity theft, Deceit theft, and bad check cases to patrol based detectives. Maintain current authorized staffing in the Traffic Enforcement Section (45 Officers) Change staff work hours so that there are more Traffic Officers working during the afternoon shift and during weekends. This has already been completed. Move the DUI Enforcement Section to the Traffic Enforcement Section. The Sergeant would then supplement the supervision and the DUI specialists could still be deployed as DUI cars. Increase current authorized staffing of the Parking Control Section to 20 Parking Control Officers Maintain current staffing levels in the Traffic Investigation Section at 1 Sergeant and 5 Detectives Matrix Consulting Group Page 6 KANSAS CITY, MISSOURI Final Report on the Police Department Workload / Staffing Study Maintain current staffing levels in the Accident Investigations Section. Make the DUI Section part of the Traffic Enforcement Section while maintaining their DUI mission. Require all officers who are part of the Traffic Enforcement Section to be DUI investigator certified and responsible for conducting additional DUI investigations. Move the Sergeant position over to the Traffic Enforcement Section to add the number of supervisors. Maintain current staffing levels in the Commercial Vehicle Inspection Section. Maintain the current staffing level of the Helicopter Section, including the current 1 position over hire officer position (for a total of 6 pilots), to maintain unit readiness as pending retirements occur. Maintain the current staffing level of the Canine Section Eliminate the Mounted Patrol Section and re-assign personnel where needed. Maintain Current Staffing level of 1 Sergeant and 6 Detectives in the Bomb and Arson Section. Allow overstaffing upon notice of intent to retire so that positions can be filled and training can be started due to the length of time it takes to fully train a bomb tech. Maintain current staffing level in the Tactical Response Teams of 3 Captains, 6 Sergeants, and 36 officers. Reorganize the Construction Division into Building Operations. On the vacancy of the Major in the Construction Division, either contract out construction planning and management or downgrade the position to a Captain. Convert the Major position in Patrol Bureau Administration to a Captain position. Convert the sergeant and officer positions in Patrol Bureau Administration to non-sworn clerical and reassign the current sergeant and officer positions elsewhere within the department. Reduce the authorized position in the Construction Division from three to one Police Officer. Relocate the Construction Division to the Building Operations Unit and rename it as the Construction Section. A total of six Population Control Supervisors are required. Resulting in no change in the current authorized staffing level. INVESTIGATIONS BUREAU Formalize the case screening process using a documented solvability factor methodology that includes a 12-point criteria checklist on all assigned detective cases. Formalize a detective caseload prioritization system as part of the case assignment process using a 7priority system as a framework. Ensure a formal supplemental report is written every 30-days for each case investigated for increased Matrix Consulting Group Page 7 KANSAS CITY, MISSOURI Final Report on the Police Department Workload / Staffing Study case management accountability and to better facilitate effective case closure. Include in the Department’s existing policy all important investigative work-related protocols discussed herein including the further formalization of the case management process. Upon revision to the case management and case assignment approaches, revisit detective staffing level needs based on the tools provided in this report. Increase detective staffing levels in the Homicide Unit Squads from nineteen (19) current personnel to 24 authorized personnel – an increase in four (4) authorized position. Deploy three Homicide Squads, each composed of one (1) Sergeant and eight (8) detectives. Revise the two-week four-squad rotational practice to a two-week three-squad rotational practice, eliminating the follow-up squad assignment. Eliminate the Drug Enforcement Career Criminal Section from providing homicide back-up when the Homicide Squads are converted to three teams. One (1) sergeant should be transferred from the Homicide Unit Squads to another KCPD assignment. Increase the Assault Squads from current staffing levels of twelve (12) detectives to eighteen (18) authorized staff – an increase of (6) six staff positions. Consider adopting the case management philosophy of not assigning most misdemeanor crimes. If adopted, maintain existing authorized staffing of 12 assault detectives. Locate the Assault Squads to the Homicide Unit in the re-defined Major Crimes Division. Increase the Robbery Section from current staffing levels of eleven (11) detectives to twelve (12) authorized staff – an increase of one (1) staff position. Retain the Robbery Section in the newly developed Violent Crimes Unit in the re-defined Major Crimes Division. The Economic Crimes Section’s actual and authorized staffing levels should be six (6) detectives consistent with current deployment. The Economic Crimes Section should transfer approximately one-half of current caseloads to the Patrol Division detectives to include ID theft, deceit theft, and other ‘minor’ cases. This should have no impact on patrol detective staffing. Relocate the Economic Crimes Section from the Robbery Unit to the newly developed Special Services Unit in the re-defined Major Crimes Division. Maintain the Generalist Section’s actual and authorized staffing levels of eight (8) detectives. Begin tracking field work hours deployed for each detective in the Generalist Section in support of patrol. This will allow for future staffing adjustments based on dedicated hours supporting patrol. Relocate the Generalist Section from the Robbery Unit to the newly developed Special Services Unit in the re-defined Major Crimes Division. Maintain the Sex Crimes Section’s actual and authorized staffing levels of six (6) detectives. Matrix Consulting Group Page 8 KANSAS CITY, MISSOURI Final Report on the Police Department Workload / Staffing Study Increase the Crimes Against Children Section from current staffing levels of eight (8) detectives to ten (10) authorized staff—an increase of two (2) staff positions. Maintain the Domestic Violence Section’s actual and authorized staffing levels of eight (8) detectives. Reduce the Missing Persons/Cold Case Section by one (1) detective position to five (5) actual and authorized staffing levels. Relocate the Missing Persons/Cold Case Section from the Special Victims Unit to the Homicide Unit in the re-defined Major Crimes Division. Train four (4) detectives in the re-designed Homicide Unit for Cold Case investigations and assign cases accordingly. These detectives should only be assigned active and high-priority cold case homicide/rape investigations (not missing persons). Authorize and deploy one (1) KCPD Captain position to manage and oversee HIDTA in addition to existing KCPD staff currently deployed; the existing Sergeant should report to this position as adjutant. This will bring some equivalency in “rank” to the DEA GS-14 currently co-managing HIDTA. Maintain current detective, supervision, and support staffing levels in the Undercover Street Crimes, Undercover Drug Enforcement, and Career Criminal Drug Enforcement Sections. These operations should collectively report to one (1) Captain in a re-designed Drug Enforcement Unit. Maintain current detective, supervision, and support staffing levels in the Regional Interdiction and Administrative Enforcement Sections. These operations should collectively report to one (1) Captain in a newly developed Special Services Unit in the re-defined Narcotics and Vice Division. Implement output and outcome-based reporting for the Narcotics and Vice Division, as described in this report and currently accomplished in part by VCED, on a quarterly basis. Include highlights in the KCPD Annual Report and quarterly Executive Summary reports to the Board of Police Commissioners. The Vice Section’s staffing levels should be maintained. Re-configure the Metro Meth Section into a Vice operation focused within the Kansas City city-limits. Retain staffing levels, and transfer the one (1) vice detective now assigned regionally to the newly devised vice operation. The new Vice Section, in conjunction with the existing (Regional) Vice Section, should report to the one (1) Captain in a newly developed Special Services Unit in the re-defined Narcotics and Vice Division. Implement SARA problem solving and reporting to help define NoVA specialty teams’ successes and ultimately determine desired staffing levels in these work units. Implement select John Jay Colleges’ National Network for Safer Communities performance management initiatives, such as the ‘Shooting Scorecards,’ as described in this report. Implement additional output and outcome-based reporting on a quarterly basis and include highlights in an Annual Violent Crimes Enforcement Division Report. Maintain staffing levels in the Fugitive Apprehension Team. Reduce the 31 actual detectives assigned to the ‘gangs’ and ‘firearms’ units (9+12+10) to 26 actual/authorized positions—a reduction of five (5) positions. Matrix Consulting Group Page 9 KANSAS CITY, MISSOURI Final Report on the Police Department Workload / Staffing Study Relocate the Fugitive Apprehension Section from the Violent Crimes Enforcement Unit to the newly developed Violent Crime Unit in the re-defined Major Crimes Division. Develop a Firearms Unit and Gangs Unit, with the attendant sub-Sections, in the re-defined Focused Deterrence Division. Civilianize 4 crime analytical positions as well as 2 supervisory positions and 1 management position in various LERC units. Use a civilianization approach to expand the service days of the Real Time Crime Center by adding 2 civilian crime analysts. Re-organize the staff and organizational structure of the Investigations Bureau Convert the Major position in Investigations Bureau Administration to a Captain position. ADMINISTRATION BUREAU Create and implement a strategic plan for the Information Services Division to help guide the allocation of staffing resources. Maintain the civilian Director position for the Information Services Division. Consolidate servers, share infrastructure, purchasing agreements, and equipment between the Police Department and City. The Information Technology Systems Unit should transition from a Captain to a Civilian Manager. Merge the Application Development and Systems Services Sections into one section, that includes one Supervisor. Merge Special Projects with the Application Development / Systems Services Section. Transition the Special Projects Sergeant to a civilian Supervisor Convert the Police Officer positions to a Computer Service Analyst Maintain the current authorized staffing level of two Supervisors and 12 Analyst for the Application Development / System Services / Special Projects Section. Merge the Help Desk and Technology Support Sections into one operation and maintain the title of Help Desk Section. A total of 15 Operator / Service Specialists are recommended for the Help Desk Section, this is an increase of two authorized positions. Maintain one Supervisor and Manager for the Help Desk Unit. The Information Management Unit should be transition from a Captain to a Civilian Manager. A total of 29 Administrative Assistants is needed for the Criminal Record Section, and increase of three authorized positions. Matrix Consulting Group Page 10 KANSAS CITY, MISSOURI Final Report on the Police Department Workload / Staffing Study Maintain the current authorization levels of four Supervisors and three Assistant Supervisors in the Criminal Records Section. A total of nine Administrative Assistants are required in the Real Time Section, an increase in one when compared to current authorized staffing levels. Revisit authorized staffing levels (Real Time Section) after full implementation of the new RMS. Convert the Sergeant position in Digital Technology to a civilian Supervisor Transition the Police Officer positions in Digital Technology to civilian Computer Service Specialists Add two civilian computer support specialists to the Digital Technology Section, for a total of 7 staff. Review current workload (Digital Technology Section) on a quarterly basis and adjust staffing levels Transition the (Forensic Lab) Operation Sergeant position to a civilian, Assistant Director position. The Lab Supervisors will report directly to the Assistant Director. Transition the Evidence Collection Unit supervision from a Captain to a civilian Manager. A total of 15 Crime Scene Technicians are required, which is an increase of one authorized position. Maintain the four Supervisors assigned to the Crime Scene Section. Relocate the Forensic Computer Crimes Section under the Evidence Collection Unit. Increase Forensic Specialist authorized staffing levels by 19, to a total of 54 authorized positions. Maintain current staffing levels of 7 Section Supervisors and one Assistant Supervisor (Biology / DNA). Convert the Captain position in Property and Evidence to a civilian Manager. Reduce the two Sergeant positions in Property and Evidence to one civilian Supervisor. The position of Disposal Inventory Specialist should be created with the sole function of reviewing dismissed (or completed) cases and disposing of property. Dedicate a positon related to auditing functions that also supplements the courier and public window. A total of 12 Inventory Specialists is recommended for Property and Evidence, which is an increase in two authorized positions. EXECUTIVE SERVICES BUREAU Transition the management of the Logistical Support Division from a Major to a civilian Director. Transition the management of the Fleet Operation Unit to a civilian Manager. Maintain the Garage and Service Station locations. Maintain the current authorized level of 25 Technicians. A total of 21 Technicians are assigned to the Garage, while a total of four Technicians are assigned to the Service Station. Matrix Consulting Group Page 11 KANSAS CITY, MISSOURI Final Report on the Police Department Workload / Staffing Study Maintain the current authorized level of six Supervisors for the Fleet Operations Unit, with one Supervisor at the Service Station and five Supervisors at the Garage. Maintain the three Inventory Specialists positions. Transition to a hybrid Installer / Technician position as staffing permits. Communication Support should continue supporting all mobile communication and emergency equipment for all City vehicles. Maintain the existing authorized staffing level of 10 Installer / Technicians in Communication Support. As staffing turnover allows in the Field Services Section, transition the Supervisor position to a Specialist and have the section report to the Communication Support Unit Manager. This results in zero changes in the number of authorized positions for the Section. Eliminate the Captain position in KCPD 911 and hire a civilian dispatch manager/director. Based on workload metrics for dispatch staff, reduced authorized dispatcher positions from 42 to 41 positions – a reduction of one (1) authorized staff. Based on performance and workload metrics for call-taker staff, increase authorized call-taker (includes switchboard) positions from 22 to 30 positions—an increase of eight (8) authorized staff. Retain supervision and support authorized staffing levels in KCPD 911. Relocated Interoperability to the Communication Unit. Transition the leadership of the Fiscal Division to a civilian Director and integrate the involvement of all Bureau Commanders into the budget preparation and subsequent public hearings. Transition the management of the Financial Services Unit from a Captain to a civilian Manager. A total of six authorized positions are required in the Purchasing Section. The Supply Section shall have one Sergeant and four Inventory Specialists. Maintain the existing authorized staffing level of one Supervisor, two Assistant Supervisors, seven Fiscal Administrators (including Grants Management), and One Computer Systems Administrator in the Accounting and Payroll Section. Explore efficiencies that may be achieve through a consolidated Finance Department between the City and Police Department. Maintain the current staffing of two Detectives to perform asset forfeiture duties. Maintain three Fiscal Administrator positions in the Budget Preparation and Control Section. Maintain the current authorized staffing level of one Supervisor and four Administrative Assistants for Private Alarms. A total of nine Security Guards are recommended for the Police Department, this is an increase in one authorized position. Matrix Consulting Group Page 12 KANSAS CITY, MISSOURI Final Report on the Police Department Workload / Staffing Study Transition Building Technicians to janitorial and general maintenance duties only, as turnover allows. Transition all preventive and reactive maintenance duties to third party service providers A total of 20 janitorial Technicians are required, which is a decrease in 10 authorized positions. Locate the Construction Division, which would become a section in the Building Operations Unit. On the vacancy of the position in the Construction Section, contract out construction planning and management of major construction projects. PROFESSIONAL DEVELOPMENT BUREAU KCPD should evaluate its training to ensure efficiency and relevancy of instruction. KCPD should continue its in-service training agenda. Develop a hybrid approach to staffing the Research Section of the Department with a core of civilian analysts working together with sworn officers where the skills associated with that training and experience are valuable. A civilian Supervising Analyst should replace a sergeant; a civilian Management Analyst position should replace the Captain. OFFICE OF THE CHIEF Develop a formal set of objectives for Staff Inspections and organize the function in the Human Resources Division. Continue and enhance Quality Control function. Conduct a workload assessment to ensure Quality Control is properly resourced as it is an important risk management tool. Maintain Quality Control as a function within the Chief’s Office in the short term, with a view to strategically transitioning to the Professional Development and Research Bureau in the future. Civilianize the operations sergeant position in the Chief’s office. Convert the Special Projects position under the Operations Sergeant to that of a civilian analyst. Civilianize the Captain’s position in the Employee Wellness Unit. Civilianize the Captain’s position in the Employment Benefit Unit. Conduct a full workload and staffing analysis within the Human Resources Division in the context of the administrative shared services review with the City. The newly appointed HR Director should continue to implement measures to ensure a maximum six month (6) hiring guideline for new recruits. KCPD should conduct a work flow analysis of the recruiting process to ensure its achieving the desired outcome in the most efficient way. KCPD should develop a robust recruitment and retention strategy. Matrix Consulting Group Page 13 KANSAS CITY, MISSOURI Final Report on the Police Department Workload / Staffing Study KCPD should examine the necessity of polygraph use and the need to have every hire, police and civilian, polygraphed. The Human Resources Division should coordinate next level leadership development programs for KCPD in partnership with the Training Division. Move Staff Inspections to Human Resources Division. Develop a Human Resources Strategic plan for KCPD. Develop accompanying business plan. Review strategic and business plans annually to ensure implementation. Develop a recruitment and staff retention policy. KCPD should continue staffing the Internal Affairs Unit at current staffing levels. Maintain the Mentoring Program under the direction of the Executive Officer. Realign Office of Diversity Affairs in the Human Resources Division. Realign Community Support Section within Patrol Bureau. Two additional civilian positions should be authorized to support the Strategic Plan and Performance Management processes in the Department. ORGANIZATION Create the Special Operations Bureau, grouping together traffic and field services support functions. Combine the Administration and Executive Services Bureau into a Support Services Bureau. Transition one Deputy Chief position to the Special Operations Bureau. Continually evaluate opportunities to civilianize and place responsibilities lower in the organization. The next Police Chief needs to work with his or her management team in the next year to develop suggested performance measures within a more comprehensive Strategic Plan. The Research and Development Division should take the lead in organizing this effort. In the development of a Strategic Plan obtain input from staff as well as from the community. A key outcome of the Strategic Plan should be the assignment of accountability to each manager of attainable objectives relating to delivery and monitoring of service to the community as well as addressing internal Departmental improvement needs. The Research and Development Division should take the lead in monitoring results. The Department needs to report to the Police Board and the public at least on a quarterly basis. A real time ‘dash board’ of performance should be developed by the Research and Development Division. The table, below, summarizes the changes recommended in this report at a gross Matrix Consulting Group Page 14 KANSAS CITY, MISSOURI Final Report on the Police Department Workload / Staffing Study level of sworn versus civilian personnel by bureau. Classification Current Authorized Staffing Recommended Staffing Patrol Bureau 965 966 101 122 1,066 1,088 Investigations Bureau Sworn Personnel 247 247 Civilian Personnel 30 39 Total Bureau Personnel 277 286 Administration Bureau Sworn Personnel 17 4 Civilian Personnel 166 208 Total Bureau Personnel 183 212 Executive Services Bureau Sworn Personnel 13 6 Civilian Personnel 213 216 Total Bureau Personnel 226 222 Professional Development and Research Bureau Sworn Personnel 52 50 Civilian Personnel 4 8 Total Bureau Personnel 56 58 Office of the Chief Sworn Personnel 45 36 Civilian Personnel 29 38 Total Bureau Personnel 74 74 Police Department 1,882 1,940 Staffing Total Sworn Personnel Civilian Personnel Total Bureau Personnel Matrix Consulting Group Change 1 21 22 0 9 9 -13 42 29 -7 3 -4 -2 4 2 -9 9 0 58 Page 15