CITY COUNCIL REPORT TO: David Cavazos City Manager FROM: Jeff Dewitt Finance Director SUBJECT: TRANSMITTAL OF BERKSHIRE ADVISORS INC. INNOVATION AND EFFICIENCY STUDY OF THE PHOENIX POLICE DEPARTMENT This report provides information related to the transmittal of the Innovation and Efficiency Studies for the Phoenix Police Department. THE ISSUE As part of the budgetary process for the 2010-2011 budget, the Mayor and City Council authorized staff to hire consultants to conduct innovation and efficiency studies of all public safety related functions. The first study to be completed is the study of the Police Department. Studies for the Fire Department and a combined review of the Municipal Court, Public Defender and City Prosecutor’s Offices are currently underway. OTHER INFORMATION The consulting firm of Berkshire Advisors, Inc. (The Consultant) was selected through a competitive request for qualification process to perform the innovation and efficiency study of the Police Department. The Consultant has considerable experience in conducting efficiency studies for police departments such as Dallas, Texas; Kansas City, Missouri; Memphis, Tennessee; St. Louis, Missouri; and Oklahoma City, Oklahoma. The Consultant began their work in September of 2010 which included extensive review of police department data, including crime statistics, internal surveys of all Police Department employees, focus group and individual interviews with community leaders, labor unions, City management and the Mayor and City Council. The results of their analysis and recommendations are contained in the attached report. Berkshire noted many positive and innovative practices in the Police Department and successful efforts to maximize effective use of resources. They also have numerous recommendations for more efficient use of resources throughout the Department. The City Manager's Office will form an implementation and review committee consisting of the Assistant City Manager, Acting Police Chief and Human Resources Director to work with labor unions and the community to review the consultant’s recommendations. A response and action plan will be developed for each of the Consultant’s recommendations for review by the City Council. Representatives from Berkshire Advisors, Inc. will make a presentation concerning the study results at the May 2, 2011 City Council Work Study Session. To view the report in its entirety online visit phoenix.gov/efficiency and click on the Efficiency Studies link on the left side of the page. RECOMMENDATION This report is for information only. r? BERKSHIRE ADVISORS, INC. General Management Consuifanfs Phoenix, Arizona INNOVATION AND EFFICIENCY REVIEW OF THE PHOENIX POLICE DEPARTMENT April 19, 2011 INNOVATION AND EFFICIENCY REVIEW OF THE PHOENIX POLICE DEPARTMENT This report summarizes the results of Berkshire Advisors? innovation and ef?ciency review of the Phoenix Police Department (PPD). The discussion is divided into 11 parts: overview of study ?ndings (Section methodology and approach (Section department overview (Section recommendations that affect the entire department (Section recommendations related to individual work groups (Section overall organization recommendations (Section civilianization analysis (Section privatization analysis (Section shared services analysis (Section staf?ng implications (Section J). and implementation (Section K). The report also has three ?appendices: Appendix presents the approaches used to develop operational and staffing recommendations; Appendix ll presents the detailed analysis used to support the privatization recommendations outlined in Section and Appendix presents the detailed analysis used to support the shared services recommendations outlined in Section I. Please note that while the consultants reviewed all aspects of the department's operation in relation to ef?ciency and innovation, all department functions are not commented on in this report. Rather. the discussion in this document is limited to areas for which efficiency opportunities were identi?ed and could be systematically assessed. In addition, the report does not identify areas where the investment of additional resources to enhance services would potentially be bene?cial. While undertaking a systematic assessment of the extent to which the department should reallocate resources to better align expenditures with priorities would certainly be and has the potential to enable the department to increase the impact of its most successful practices - such an assessment was beyond the scope of this engagement. A OVERVIEW OF STUDY FINDINGS Prior to the onset of the ?great recession? of 2008 the management challenges facing the police department (and the city as a whole) were fundamentally different than they are today. Prior to 2008 resources were increasing1 and management attention was focused on how to improve services. In the fall of 2008, when the housing bubble (which had greatly bene?tted the city) burst, the management and economic environment in which the police department operated changed abruptly. instead of having ample resources the department faced cutbacks. instead of focusing on ways to enhance services the department faced a signi?cant reduction in the demand for service in many areas. The police department, like the city as a whole. has struggled to adjust to a new environment characterized by resource constraints, a reduction in the rate of population growth, and a reduction in the demand for many police department services. While the Between ?scal year 2001 and ?scal year 2008 the total number of ?lled police department positions increased by 23.7 percent. 2 For example, between ?scal year 2007 and fiscal year 2010 the number of calls-for~service handled by the police department declined by 17.9 percent department has reduced staf?ng somewhat (staf?ng levels declined by 2.8 percent between 2008 and 2010) these staff reductions have not matched reductions in the demand for service.3 in addition, the fact that 2008 ?lled positions (including recruits) represented a 23.7 increase over 2001 ?lled positions (a period during which the number of calls-for?service handled by the department increased by only 5.7 percent) suggests that further reductions are possible. While creating challenges for the police department, this environment also creates . opportunities. Certainly, ?right sizing? a department that has experienced a signi?cant reduction in workload and modifying practices that unnecessarily increase costs is difficult for any organization (much less one as large and diverse as the Phoenix Police Department). However. taking advantage of the opportunities to streamline operations will also create the opportunity to divert underutilized resources to more productive uses. indeed, even after the department adjusts staf?ng to the level needed to bring the public safety specialty funds into balance? and takes into account employees who will retire based on completion of the Deferred Retirement Option Program signi?cant resources will be available to deploy in more productive ways. The department?s challenge will be to redirect those resources in a manner that best re?ects the city's priorities and needs while reserving the capacity needed to accommodate future growth. The purpose of this review of the Phoenix Police Department is to support the department's effort to adjust to the new ?scal and service demand realities it faces. in facing these challenges the department will be able to build on the numerous effective practices that were identified during the engagement. in particular, the fact that the department has placed a consistent emphasis on identifying the individuals who are most likely to commit crime in Phoenix and focuses efforts on arresting and incarcerating them certainly contributes to the low level of crime in the community. Among the initiatives the department has established that focus on arresting criminals who are most likely to commit crimes are the Homeland Defense Bureau?s career criminal and repeat offender units and the Property Crimes Bureau's Special Projects Unit. Other units that focus on proactively addressing crime include, but are not limited to, the Homeland Defense Bureau?s street crimes units, the Drug Enforcement Bureau's street enforcement units, and the Drug Enforcement Bureau?s liquor and vice units. In addition, the Neighborhood Enforcement Teams assigned to each precinct work proactively to address crime problems within the precinct. While the department?s overall focus on identifying, arresting, and incarcerating individuals who are the most likely to commit crime in Phoenix is noteworthy, effective practices are also employed in individual units throughout the department. Among the 3 During this same period, the number of calls-for-service handled by the police department declined by 11.1 percent. On October 12, 2010 the city council adopted a policy to balance public safety specialty funds by reducing 176 positions by the end of fiscal year 2014-2015. 5 DROP allows of?cers to apply city retirement contributions to a personal retirement account for a period of years after which they are required to retire from the department. Between 2011 and 2016. 228 of?cers who participate in this program will retire. many effective practices identi?ed by the consultants during their review of the department are the following: I The warrant interdiction team has developed an ingenious approach to working with local hotels to identify and arrest individuals with outstanding warrants I The police and fire departments appear to have forged an extremely strong working relationship and collaborative approach to addressing homeland security and emergency management issues I The criminal intelligence unit appears to provide valuable support and leverages its specialized expertise to support a range of units I Specialized Driving Under the In?uence (DUI) enforcement units are charged with processing individuals who are stopped for DUI which frees of?cers to return to service I The department has developed an automated system for disseminating subpoenas to of?cers and for ensuring they show up for court when scheduled (other departments focus considerable staff resources on these functions) I Establishing a dedicated commander position to serve as a liaison to the city council and the city manager?s of?ce facilitates the timely response to requests for information while also ensuring the process of responding to information requests is coordinated and streamlined I Parking meter attendants have reportedly been provided with license plate scanners that they can use to track individuals who have outstanding charges I A stringent ?false alarm" ordinance has been established that reportedly is extremely effective in limiting the number of false alarms to which of?cers respond I The Crime Analysis and Research Unit (CARU) provides representatives of neighborhood block watch groups and Phoenix Neighborhood Patrol regular reports related to crime patterns and trends in the areas where they patrol The department has also initiated a number of successful efforts to ensure the effective use of resources. Perhaps most noteworthy the department has taken effective initiatives to control and reduce overtime expenditures. In addition, the department's alarm, public records. and impound units do an excellent job of scheduling and deploying staff to match workload with service demand. The department has also taken steps to signi?cantly reduce the number of staff provided take home vehicles (when there is no operational rationale for allowing staff to take vehicles home). Likewise, the department has obtained grant money to pay for the overtime funding needed by the crime lab to address backlogs and cold cases. Furthermore, the department is developing a system to allow residents to report some types of incidents on-line (thus eliminating the need for of?cers to respond to the calls in person or to have staff available to handle the calls by phone). Establishing a centralized booking \unit has also 5 Reportedly, staff assigned to the specialized DUI units can process an individual in one hour and 16 minutes when a patrol of?cer would require three hours to process the individual. reduced the time of?cers must spend booking prisoners they have arrested (previously, prisoners were booked at the county's jail which was reportedly extremely time consuming). The department's considerable investment in inspection and auditing activities clearly re?ects its commitment to ensuring compliance with policies and operational consistency. identifying additional ways to adjust staf?ng levels to reflect the current demand for service and to enhance operational ef?ciency will free up signi?cant resources for reallocation and reinvestment. Several themes emerge from the broad array of recommendations presented: I While the department has done a good job of adjusting staf?ng to reflect reduced workload in some areas (most notably employment services), in other areas (most notably patrol) staf?ng levels have not been adjusted to reflect a reduction in the department's workload I The use of a four-ten work schedule signi?cantly increases operational costs7 I Current approaches to grouping patrol officers and sergeants to form squads also increases operational costs I More patrol officers than are necessary respond to many types of calls-for-servicea I in several areas the department continues to dedicate staff to programs and activities where the need for service which may have justi?ed dedicated staf?ng in the past has shifted Deploying resources to address those needs on an ?as needed? rather than a full- time basis will enable the department to make more effective use of its resources I The department can make more effective use of supervisory resources by establishing working supervisor positions for functions where supervisory spans of control are low (and it is impractical to combine units to increase spans of control) I The level of administrative and support staf?ng varies signi?cantly across the department and in some units less administrative capacity is needed 7 Ten-hour shifts create two types of shift overlap. First. on a given day the 10-hour shift schedule creates six hours of shift overlap - 30 hours of coverage created by three 10-hour shifts must be scheduled over a 24-hour day. Second, for functions that are scheduled over the seven- day week, a 10-hour shift schedule can create a day of overlap each week (scheduling two squads to each work four days during the week creates one day of overlap). 8 The number of of?cers responding to many call types exceeds the number that other police departments find adequate by policy. This results in large part because the Phoenix Police Department has not established policies with regard to how many of?cers should respond to calls. I Deploying two officers to perform functions that can effectively be handled by one of?cer increases costs in a number of units without enhancing of?cer safety9 I Sworn of?cers are assigned to perform some duties that can effectively be performed by less costly civilians I There is a potential to free up additional resources by soliciting bids from outside contractors or by working more closely with the city in a number of areas In total the recommendations presented in this report will enable the department to reallocate up to 714 positions (a table summarizing these reallocation opportunities is presented in Section Staf?ng Implications).101 The ?nancial implications of the study ?ndings notwithstanding, this limited scope study?s success will depend on how well the department uses its results to drive change where it is needed while continuing to build on the department's considerable To accomplish this, implementation efforts will need to proceed on two parallel courses. First, the department will need to develop a detailed plan to address the management, cultural, and policy issues associated with implementing each study recommendation. Indeed, if staf?ng adjustments are made without preparing the ground from management, culture. and policy perspectives services may suffer and an opportunity to 9 Research suggests that it is safer to deploy of?cers in one-of?cer units instead of two-of?cer units. Malcolm Gladwell?s bestseller (2005, Little, Brown and Company, pages 223 and 234) argues persuasively that one-of?cer units are safer than two-of?cer units. Two studies are cited: Carlene Wilson, Research On One- and Two-Person Patrols: Distinguishing Fact From Fiction, South Australia: Australasian Centre for Police Research, 1991); and Scott H. Decker and Allen E. Wagner, ?The Impact of Patrol Staf?ng on Police-Citizen Injuries and Dispositions, Journal of Criminal Justice 10 (1982). In addition, a 2001 research paper by the Frontier Centre for Public Policy concluded that. ?On balance research supports the conclusion a more ?exible policy towards using one-of?cer would increase coverage, reduce response times, use resources more effectively, and create a more attentive police force, with no loss of safety for the officers.? (?OnenOfficer Versus Two?Officer Police Cars in Winnipeg,? Frontier Centre For Public Policy, Frontier Backgrounder, February 2001). In his book Criminal ustlce. Joel Samaha quotes a San Diego study completed by the Police Executive Research Forum that reported that ?compared to two-officer units, one-of?cer units saved money. resulted in fewer resisting arrest situations. resulted in fewer assaults against of?cers, resulted in fewer injuries to of?cers, generated fewer citizen complaints, and completed about the same number of traf?c warnings, ?eld interrogations, business checks, arrests, and crime report ?lings.? (Criminal Justice, Edition, Joel Samaha, pages 190-191). This assumes patrol ?rst responders will be deployed on 8-hour shifts. The number of positions that can be reallocated will be somewhat less if 10-hour shifts are maintained or 13-hour shifts are implemented. 1' Additional position reallocation might be achieved over time as administrative support staf?ng levels are adjusted to re?ect changes in the number of positions supported. enhance internal operations will be lost.12 Detailed plans will also need to be developed to modify administrative systems as necessary. to re?ect the operational changes implicit in the study recommendations.13 Second. given the magnitude of the opportunity to reallocate these resources to more productive uses it will be imperative for the department to develop a reallocation plan that reflects how these resources should be used to create the most value for the department and the city. In addition to identifying how these resources should be used in the short term, the plan should also detail how this capacity should be used in the long term to accommodate future growth. Doing so is essential to ensuring that the excess capacity that currently exists in large part because the demand for police department services has declined remains available to support growth as the demand for services begins to recover. - METHODOLOGY AND APPROACH Berkshire Adviscrs? consultants have more than 26 years of experience evaluating the management, organization, and operations of law enforcement agencies. During this period the ?rm has evaluated some of the largest and most complex police departments in the nation including the Dallas (Texas) Police Department. the Oklahoma City (Oklahoma) Police Department. the Metropolitan Police Department of Washington, 0.0., the St. Paul (Minnesota) Police Department. the Memphis (Tennessee) Police Department, the Kansas City (Missouri) Police Department, and the Raleigh (North Carolina) Police Department. The consulting team assigned to the PPD engagement included the ?rm's consultants who completed these reviews as well as several other law enforcement experts including two former police chiefs. one manager of administrative and support units for a large police department (where he currently serves as executive of?cer), and one former assistant city manager who was responsible for overseeing police department operations. These experts who have reviewed and approved the recommendations presented in this report in addition to participating in interviews and developing the study recommendations, were specifically charged with ensuring the recommendations presented by the consulting team are practical and capable of being implemented. ?2 Patrol staf?ng recommendations, for example, assume that initial response to calls-for-service will be set by the department and will vary by call type. Implementing this recommendation will, however, require establishing policies for the number of of?cers that should be deployed on each call, will require sergeants to actively monitor and manage of?cers to ensure compliance with the policies, and will require a change in a culture in which patrol of?cers are able to decide to a signi?cant extent~ to which calls they will respond. Successfully implementing each element associated with just this one issue will require careful planning, ongoing monitoring, and consistent management attention. ?3 For example, recommendations to change patrol scheduling practices will require signi?cant changes to administrative processes and procedures. Most notably, the process of assigning of?cers to squads will need to change dramatically and implementing these changes will take time. The effort required to make these changes will be however, as adjusting deployment practices will enable the department to better match patrol capacity with changes in the calls-fOr-servlce workload over the course of a week. The overall approach that was taken to conduct this study has been tested and re?ned in our work for other police agencies.14 The core of our analysis is based on an examination of the relationship between service expectations. the demand for services, and staf?ng needs using data provided by the police department. Extensive interviewing was also conducted to ensure the operational approaches empioyed by the department were thoroughly understood and to ensure that the analytic results are generally consistent with prevailing perceptions among managers and staff.15 We also worked closely with a steering committee that included department, city, and community stakeholders that provided feedback on the study process and perspective on key policy issues that affect the study recommendations. The section below brie?y describes the approaches that were used to gather the information needed to develop the study recommendations and the analytic approaches that were used. FACT-FINDING A range of approaches was employed to gather the information used to support the development of study recommendations: I Interviews and brie?ngs were held with city council members, the assistant city manager, the police chief, sworn and civilian police department employees, and representatives of several city departments I Interviews were also held with leaders of the local chapters of bargaining units representing Phoenix Police Department employees I Eight focus groups were facilitated to provide community representatives the opportunity to have input into the study I An employee survey was conducted that was completed by 2,023 police department employees I An activity analysis survey was conducted to understand how first responding patrol of?cers divide their time among various functions I An organizational purposes survey was completed by 19 members of the department?s command staff I Benchmark information was collected from a number of peer departments Extensive documentation relating to department operations and workload was reviewed and analyzed. Exhibit A summarizes the data that was used to support the study ?ndings. in some studies the analysis has shown that additional resources are needed while in other studies the analysis has shown that service levels can be maintained with fewer staff. ?5 In this study. the perceptions shared in interviews were generally consistent with the analytic results. Exhibit A Page 1 of 3 DATA USED TO SUPPORT STUDY RECOMMENDATIONS DATA SOURCE WHERE UTILIZED I Calls-for-service database for October 1, I First responder staf?ng and 2009 through September 30, 2010 extracted scheduling analysis from the department?s Computer Aided I Communications Bureau Dispatch (CAD) staf?ng and scheduling analysis I Night Detective Unit staf?ng and scheduling analysis I Traffic enforcement staffing and scheduling analysis I Scheduling for crime scene response unit I Processed Leave Hours By Bureau and I Calculation of relief factors Leave Type For Sworn And Civilian I Calculation of FTE total hours Employees Report For FY 2009/2010 of non-industrial accident limited duty for department employees I Organizational Structure By Unit and Bureau I Analysis of administrative as of December 16, 2010 support staffing I Analysis of supervisor span of control I Analysis of current staf?ng I Count of Sworn Staff Assigned to Each I Workload and staf?ng analysis Squad for Selected Work Units as of July 1, of units in Investigative 2005; July 1, 2006; July 1, 2007; July 1, Division and select units in 2008; July 1, 2009 Traf?c Bureau I Night Detective Unit Call Outs January 1, I Night Detective Unit staf?ng 2010 through June 30, 2010 I Employee Assignment History for Selected I Workload and staf?ng analysis Work Units of units in Investigative Division and Vehicular Crimes Unit I Case Management Report for Selected Work I Workload and staf?ng analysis Units by Employee Top 10 Crime Types, of units in Investigative Case Status and Disposition For FY Division and Vehicular Crimes 200512006, 2006/2007, 2007/2008, . Unit 2008/2009, and 2009/2010 Exhibit A Page 2 of 3 DATA USED TO SUEPORT STUDY RECOMMENDATIONS DATA SOURCE WHERE UTILIZED Vehicle Summary Report by Work Unit, User. and Vehicle Type on September 1, 2010 Analysis of vehicles available to support one-of?cer per car deployment Scheduled Days and Hours - By Unit and Bureau as of 10/18/2010 Analysis of impact of more efficient shift schedules for select work units Uniform Crime Reporting (UCR) Reports for Calendar Years 2008. 2009, 2010 (through August 30) Analysis ofchange in crime in Phoenix Finalized Adult Bookings with Charges for - Selected Work Units through FY200912010 Analysis of change in workload for individual units Functions and Activities Description by Division, Bureau. and Work Unit Organizational structure analysis Activity Analysis Survey Completed by First Responding Officers First responder staf?ng analysis Organizational Purposes Survey Completed by Commanders and Assistant Chiefs Development of organizational structure Curfew Violators by Month for October 1, 2009 through September 30, 2010 Analysis of curfew center workload Crime Scene Specialist Activity Logs for November 1, 2009 through October 31, 2010 Analysis of Crime Scene Response Unit staf?ng Crime Scene Specialists Workload Data for November 1, 2009 through October 31, 2010 Analysis of Crime Scene Response Unit staf?ng Crime Scene Response Squad Performance Data 2006 through 2010 Analysis of Crime Scene Response Unit staf?ng Balanced Scorecard for FY 2008/2009 and Current department 2009/2010 performance City of Phoenix Performance Achievement Understand city and Program Goals and Strategy and Evaluation department priorities Data Worksheet Exhibit A Page 3 of 3 DATA USED TO SUPPORT STUDY RECOMMENDATIONS DATA SOURCE WHERE UTILIZED Phoenix Police Department Recent Current department Successes (September 14, 2010) performance Crime trends in Phoenix Number of Sworn and Civilian Personnel Hired 2006 to 2010 Analysis of change in workload of Employment Services Bureau Employment Services Bureau Staffing by Function 2006 to 2010 Analysis of Employment Services Bureau staf?ng Number and Type of Background Analysis of background investigations Performed November 1, 2009 investigations workload through October 31. 2010 Number and Type of Polygraph Analysis of polygraph Examinations Performed January 1, 2010 through November 30, 2010 examiners workload in addition to information on the Phoenix Police Department, at the city's request, comparative information from a number of other police departments? (Austin, Texas;- Dallas, Texas; Houston. Texas; Metropolitan Police (Las Vegas and Clark County), Nevada; Los Angeles, California; Mesa, Arizona; San Antonio. Texas; and Tucson, (Arizona) was collected. Information on the demographics of the communities served by the benchmark departments is presented in the following table. . Population Percent Speak A Square Density Of Language Miles (Residents Individuals Median Other 2009 (Land Per Below Family Than Jurisdiction Populration'7 Area)? Square Poverty Income English Mile) Level At Home Austin. TX 786,970 251.5 3129.1 17.6% $64,311 35.1% Dallas, TX 1,306,350 335. 9 3889.1 21.7% $44,948 38.0% Houston, TX 2,273,771 634 3586.4 20.5% $47,185 45.0% Los Angeles, CA 3,848,776 498 7728.5 18.9% $53,008 59.8% Las Vegas, 1,432,590 7560 189.5 10.5% 550.485 31.2% Mesa, AZ 466,325 133.0 3506.2 11.0% $61,472 23.6% Phoenix, AZ 1,590,488 519.1 3063.9 17.9% $57,409 39.2% San Antonio, TX 1,383,072 467 2961.6 18.5% $51,715 466% Tucson, AZ 552,247 230.3 2397.9 19.6% $37,936 34.1% While this comparative information provides some context for the review the information itself is of little use in determining what level of staf?ng is needed in the Phoenix Police Department. The demand for service in Phoenix, the city?s geographic characteristics, and the service expectations the Phoenix Police Department works to meet determine PPD staf?ng needs (not staffing levels in other police departments). In general, the comparative information is more helpful in providing a context for assessing PPD's operational practices (which, in turn, affect staf?ng needs) than for determining whether actual staffing levels in the department are high, low, or appropriate. When benchmarking results are referenced in this report, therefore, the purpose will be to A two-step process Was used to identify benchmark police departments. First. police departments serving communities that were similar to Phoenix in population, square miles, percent of individuals below the poverty level. median family income, the percentage of individuals speaking a language other than English at home, and crime (Part I crimes reported) were identi?ed. The consultants then worked with the study steering committee to select police departments that were the most similar to the Phoenix Police Department and to ensure that the benchmark departments included departments and cities with which the city typically compares itself. ?7 Police department coverage population. Police department coverage area. ?9 The department serves both the City of Las Vegas and most of Clark County. provide a context for the study analysis or to provide information on practices employed by other police departments not to determine what PPD staf?ng levels should be. ANALYSIS A range of analytic approaches was used to develop the study recommendations. The analytic approach used varied depending on the function being evaluated. I Queuing analysis.m Queuing analysis was used to determine the number of staff that need to be deployed during each hour of the day to meet a given service expectation (for example, for communications call-takers the service expectation used to determine staffing levels was that a call-taker would be available to immediately answer a call 95 percent of the time?)? I Queuing and travel time analyses. For some functions (in particular patrol and traf?c response to crashes) the time required to respond to a call is based both on the availability of the of?cer to respond to the call (that is. the hold time if an of?cer is not available) and the time required to travel to the call (which varies with the number of of?cers available to respond to the call?). the geographic area served, and the speed with which the of?cer drives to the call.24 The response goals for patrol and traf?c of?cers were to maintain current levels of response. For patrol of?cers the goals were to respond to Priority 1 calls within 5.7 minutes, Priority 2 calls within 17.8 minutes. and Priority 3 calls within 52.5 minutes. For response to traf?c accidents the goal was to respond to crashes within 21 minutes. 2? Queuing analysis is an operations research tool that is used to determine the number of servers (for example, patrol of?cers or communications call-takers) needed to meet an expected service demand (for example. calls-for-service). 2' Consistent with APCO standards. the analysis assumes that each call takes an average of two minutes to process. 22 Please note that for some functions - for example, crime scene specialists - queuing analysis was used to ensure staff would be available when needed and then additional analysis was performed to ensure staff had suf?cient time to perform non-scene related activities writing reports). 23 Queuing analysis was used to determine the number of of?cers available for response based on the call workload during a given hour. Please note that the number of calls received per hour was adjusted to reflect the fact that some calls require more than one of?cer to respond. The average time required to respond to a call incorporated into the queuing analysis was calculated for each precinct based on actual out of service times. 2? The speed of response was assumed to be 35 miles per hour. Please note that this is a conservative assumption as department policy states that of?cers can exceed the posted speed limit by 15 miles per hour when responding to calls. I Scheduling analysis.?5 Two approaches to evaluating shift schedules were used. For functions such as patrol ?rst responders and communications, linear programming? was used to determine how to cost effectively schedule the number of staff that need to be deployed during each hour of the day (determined by the queuing/travel time analyses). As a general rule, where workload varies considerably over the course of the day shorter shift schedules are more cost- effective than longer work schedules because shorter schedules make it easier to adjust the number of staff scheduled to work to re?ect variations in workload. In addition to using linear programming to assess scheduling options, overlaps in existing schedules were evaluated for a number of units to determine whether there was a justi?cation for the overlap or whether the overlaps merely created unnecessary redundancy. I Productivity analysis. Productivity analysis focuses on establishing an appropriate productivity expectation for the staff that perform a function and then applying that standard to the unit's workload to determine staf?ng needs. This is a reasonably straightforward activity for functions for which the level of effort required to complete a unit of work does not vary signi?cantly. Observations and estimates of the time required to perform the function can be used to establish performance expectations under such circumstances. Establishing an appropriate productivity standard is more dif?cult however when considering functions for which the time required to complete a unit of work (for example, an investigative case) can vary signi?cantly even when staff are equally effective and put forth the same level of effort. For such functions, the productivity standard should not focus on the effort required to complete an activity (after all, the time required to perform activities may vary dramatically) but should instead focus on the number of activities an individual can reasonably be expected to perform. I Position analysis. For some functions (for example, communications dispatch) the number of staff needed does not vary signi?cantly with workload.? For this type of function the focus of the analysis is determining how many positions need to be ?lled on a given shift. Over the course of the shift, the number of staff needed to perform the function will not vary. Please note that with the exception of productivity analysis (where expected absences are incorporated in the productivity expectations) the number of staff needed based on these analyses re?ect the number that need to be deployed on a given shift not the number that need to be employed. To determine the number of employees that need to ?5 Please note that in addition to evaluating overall scheduling practices, approaches to grouping line employees and supervisors were also assessed. ?5 Linear programming is an operations research technique that is used to optimize a desired result against a number of constraints. In this context linear programming was used to determine the optimal way to schedule staff to ensure that the number needed to meet service goals will be deployed while minimizing the total number of staff employed. 27 For such functions, the impact workload has on staf?ng needs is characterized by a 'step function.? Increases in workload do not affect staffing needs until a threshold is reached, at which point another increment of staff is needed. 10 be employed the number of staff needed each day must be increased to re?ect expected absences. For this engagement different relief factors were calculated for different units based on the actual absences experienced by those units. - DEPARTMENT OVERVIEW This section is divided into two parts. The ?rst part discusses the level of service the Phoenix Police Department provides its residents. The second part compares the level of activity requiring the intervention of a police of?cer in Phoenix with that of other jurisdictions. Level Of Service The Phoenix Police Department provides the residents of Phoenix with a commendable level of service. On two key measures of department performance - response time to calls-for?service and success in solving crimes the department?s performance generally compares favorably with that of the benchmark police departments. The department's response time to both emergency and non-emergency calls-for-service ranks sixth and ?fth respectively out of the nine departments for which performance information was compared. Average Response Average Response Time To Time To Emergency Non-Emergency Department Calls?For?Service28 Rank Calls-For-Service Rank Mesa. AZ 3:30 1 7:18 1 Tucson, AZ 3:30 2 . 70:00 8 Houston. TX 4:01 3 17:04 3 San Antonio, TX 5:32 4 16:10 2 Las Vegas. NV 5:40 5 29:30 6 Phoenix, AZ 5:42 6 26:24 5 Los Angeles, CA 5:48 7 33:00 7 Austin. TX 6:53 8 25:33 4 Dallas, TX 6:56 9 Average (excluding Phoenix) 5217 30:37 The department's success at solving crime (as measured by the clearance rate29 of Part I crimes?) ranks third among the six departments for which clearance rate information was available. The department's clearance rate is only lower than the average for the ?ve departments (other than Phoenix) providing clearance rate information. 2" Numbers represent minutes and seconds. 29 Clearance rate is calculated by dividing the number of cases ?cleared" by arrest or exception (a case is cleared by exception if the perpetrator is identi?ed but cannot be arrested. for example because he or she is incarcerated or has died) by the number of cases reported. 3? Part I crimes are crimes reported to the FBI using Uniform Crime Reporting (UCR) standards. The UCR system includes crimes that are most likely to be reported to the police and that occur with suf?cient frequency to provide an adequate basis for comparisons. Part I crimes include homicide, sexual assault, robbery. aggravated assault, burglary, larceny (and theft from motor vehicle). auto theft, and arson. (Arson crimes were excluded from the comparative information gathered from benchmark police departments.) 11 Clearance Rate Of Department Part I Crimes Rank Las Vegas. NV 30.0% 1 Mesa, AZ 24.0% 2 Phoenix, A2 18.0% 3 Dallas, TX 14.8% 4 San Antonio, TX 14.0% 5 Austin, TX 13.0% 6 Average (excluding Phoenix) 19.2% Level Of Activity As compared with the benchmark departments the level of activity in Phoenix requiring the intervention of the police department is not high. The number of calls-for-service the department responds to. the level of crime, and the number of traf?c accidents responded to per resident is comparatively low. As the following table shows the number of citizen-initiated calls-for-service per resident is lower in Phoenix than for any of the eight benchmark departments. Number Of Citizen- lnitiated Calls-For Department Service Per Resident Rank Los Angeles. CA 1.00 1 San Antonio, TX 0.70 2 Mesa, AZ 0.69 3 Tucson. AZ 0.52 4 Las Vegas. NV 0.51 5 Houston. TX 0.51 6 Dallas, TX 0.46 7 Austin, TX 0.45 8 Phoenix, AZ 0.41 9 Average (excluding Phoenix) 0.56 In addition, the level of crime in Phoenix (as measured by the number of Part I crimes reported) is lower in Phoenix than for all but two of the benchmark cities. Part Crimes Per Jurisdiction 1,000 Population Rank San Antonio, TX 77.55 1 Austin, TX 66.14 2 Houston, TX 64.44 3 Dallas. TX 62.44 4 Tucson, AZ 55.01 5 Las Vegas. NV 42.38 6 Phoenix, AZ 42.01 7 Mesa, AZ 38.77 8 Los Angeles, CA 30.15 9 Average (excluding Phoenix) 54.61 The number of vehicular accidents per 1,000 population in Phoenix is also lower than for all but two of the benchmark cities. 12 Traf?c Accidents Per Jurisdiction 1.000 Population Rank San Antonio. TX 33.24 1 Houston. TX 27.28 2 Austin. TX 18.19 3 Dallas. TX 18.19 4 Tucson, AZ 17.86 5 Las Vegas, NV 17.08 6 Phoenix, AZ 14.55 7 Los Angeles, CA 12.35 8 10.82 9 Average {exclumg Phoenix) 19.38 - RECOMMENDATIONS THAT AFFECT THE ENTIRE DEPARTMENT Rotation of commanders and lieutenants. At present. commanders are rotated among assignments every three years and an expectation has been established that lieutenants are rotated every ?ve years I While this rotation of leaders enhances professional development. these policies have adverse consequences with regard to both internal management and external relationships From an internal perspective. current rotational practices disrupt operations, hamper efforts to take advantage of leadership expertise, and can complicate efforts to bring about change - Operational continuity is often disrupted when a new leader is assigned to a unit (especially if the leader immediately begins to change operations) - In addition. especially for functions for which effective oversight requires technical knowledge, just as managers develop the requisite technical expertise to manage the unit they will be rotated to a new assignment 0 It is worth noting that where new managers lack the operational knowledge and expertise to manage an operation they will rely more heavily on their subordinates for support . However, if the lieutenants who report to a commander have also recently been rotated to the assignment neither the commander nor the lieutenants may have a sound operational understanding of the unit they are charged with managing - Moreover. the current rotational policies may make it dif?cult to bring about productive change 13 a 0n the one hand, commanders wwho know they will only be in the assignment for three years may try to ?put their mark? on the unit before they have a sufficient operational understanding to know what changes would be bene?cial On the other hand, staff assigned to the unit can resist implementing fundamental changes with which they disagree knowing that they will ?outlast? the commander who is driving the change . From an external perspective, the rotation of commanders makes it dif?cult to establish strong working relationships with the community . This problem is especially signi?cant with regard to the rotation of precinct commanders - indeed. during focus groups with community leaders a consistent concern was voiced that just as a relationship with a commander begins to be developed the commander is transferred to a new assignment I To address this issue the department should modify its approach to rotating commanders and lieutenants As a general rule the time between mandatory rotations should be lengthened to ?ve years (although exceptions might be made for some positions) The department should ensure that when a new commander is rotated to a new assignment his or her subordinate lieutenants have an understanding of unit operations I Limited duty assignments. At present, limited duty assignments are provided both for staff who are injured on the job and staff who are injured while not working for the city From November 1. 2009 to November 1, 2010, 54,202 hours of limited duty assignments were made available to staff who were not injured on the job (or the equivalent of 30.1 In the future. the city's human resources department should determine whether providing limited duty assignments for individuals who are not injured while on the job is consistent with city policy I Supervisory spans of control. Supervisors with narrow spans of control should serve as working supervisors if it is impractical to consolidate units Many supervisors within the police department oversee seven subordinates and some oversee even fewer 3? This FTE estimate re?ects the fact that on average department employees are available to work 1.7982 hours out of the 2,080 work hours in a year. 14 When the spans of control are excessively narrow supervisors cannot make fully productive use of their time (that is, they have the capacity to oversee additional staff) Assigning these supervisors responsibility for performing duties similar to those performed by their subordinates (that is, requiring them to function as ?working supervisors?) provides a way for them to make use of their additional capacity With only a few exceptions, however. in the Phoenix Police Department supervisors perform only supervisory duties Administrative support. Administrative staf?ng should be adjusted to provide a more consistent proportion of administrative staff to supported staff Interview ?ndings suggest that the number of administrative support positions assigned to units varies considerably and these variations do not reflect the size and/or scope of the unit?s operations Preliminary analysis suggests that a signi?cant reallocation of administrative support positions is possible For example. establishing a minimum ratio of one administrative staff to every 33.9 supported staff (based on administrative ratios for all units at the 60m percentile) will enable the department to reallocate 28 positions Please note that this analysis is based on the number of staff the department allocated to ?administrative units" in staf?ng information provided to the consultants - Some of these positions may not be administrative in nature (for example, unit commander positions were included in the staf?ng information for the units but were excluded from the anaiysis because these positions are primarily managerial and are not administrative) - On the other hand, there may be positions that provide administrative support that were not included in the administrative staffing groupings provided by the department .. Therefore, the department should conduct a more detailed analysis to determine the number of administrative positions that are available to be reallocated 15 RECOMMENDATIONS RELATED TO INDIVIDUAL WORK GROUPS PATROL Precinct Operations I First responders and Neighborhood Enforcement Teams (NET). A two~ step process was used to determine the number of patrol of?cers that should be assigned to each patrol precinct First, queuing analysis and travel time analysis were used to determine the number of patrol of?cers needed to ensure current response times are maintained - The number of of?cers that need to be deployed in each precinct during each hour of the day was calculated ?rst - Then linear programming was used to determine the number of staff needed under three scheduling options: an 8-hour shift schedule, a 10-hour shift schedule, and a 13-hour shift schedule . Staf?ng needs under an 8-hour shift schedule were used because this schedule enables the department to deploy the needed number of of?cers over the course of a day at the lowest cost32 0 Staffing needs under a 10-hour shift schedule were evaluated because this is the current schedule used by the department - Staf?ng needs under a 13-hour shift schedule were evaluated because representatives of the Phoenix Law Enforcement Association (PLEA) have encouraged both the department and the city to consider implementing such a schedule - The total number of patrol officers needed for call response in each precinct was then determined by multiplying the number of of?cers that need to be deployed by a "relief factor" that adjusts staf?ng levels to re?ect expected employee absences 32 If an 8-hour shift schedule were employed the start and end times of the shifts would need to be staggered to ensure coverage during shift changes. Alternatively, an 85-hour schedule could be established (for of?cers responsible for responding to calls-for-service) to create an overlap during shift changes. If these extra hours were paid at a time and a half overtime rate costs would increase by 9.3 percent. In this situation, however, the 8-hour shift option would be less costly than the 10-hour shift schedule. ?16 The results of this step of the analysis are presented in the following table Staf?ng Needed To Meet Response Expectations . 8-Hour 10-Hour 13-Hour Precinct Schedule Schedule Schedule Maryvale 64 71 73 Cactus Park 94 108 113 Estrella Mountain 99 109 119 Desert Horizon 109 126 135 Squaw Peak 93 110 113 Black Mountain 71 82 85 Central City 53 60 64 South Mountain 77 89 92 South Mountain Ahwatukee? 27 33 33 Total 687 788 827 After determining the number of of?cers needed to maintain current response expectations an adjustment was made to ensure adequate time was available to support proactive initiatives and efforts to enhance service to the community Proactive staf?ng needs were set to match reactive staf?ng needs (that is. capacity equal to the time spent responding to calls was provided to undertake proactive initiatives?) The analysis does not specify whether additional staff needed to meet proactive staf?ng needs (that is. the number of staff needed in addition to the number needed to meet call response expectations) should be deployed in patrol cars or as part of Neighborhood Enforcement Teams A relief factor was then applied to the number of staff needed (on an FTE basis) to determine the total number of proactive FTEs needed in each patrol precinct As the following table shows. more proactive capacity needs to be added back to the most ef?cient 8-hour shift scheduling option because ?rst responders working this shift schedule will spend a higher percentage of their time responding to calls . On the less ef?cient 10-hour and 13-hour shift options less proactive capacity needs to be added back because ?rst responders on those shifts will have more free time to support proactive initiatives 33 For the purposes of this analysis the Ahwatukee section of the South Mountain precinct was evaluated as if it were a stand-alone precinct. 3? Please note an adjustment was made to reflect the fact that the time patrol of?cers devote to proactive initiatives between calls will be less productive than the time devoted to proactive initiatives by dedicated work groups Neighborhood Enforcement Teams). For this analysis it was assumed that on-shift proactive time is 50 percent as productive as dedicated proactive time. 17 Additional Staf?ng Provided To Support Proactive Initiatives 8-Hour 10-Hour 13-Hour Precinct Schedule Schedule Schedule Maryvale 30 27 30 Cactus Park 55 51 54 Estrella Mountain 45 41 43 Desert Horizon 60 54 55 Squaw Peak 57 50 52 Black Mountain 27 23 22 Central City 25 23 24 South Mountain 39 34 37 South Mountain Ahwatukee?? 9 8 5 Total 347 311 322 The results of this analysis suggests that fewer precinct patrol of?cers are needed for a number of reasons: The number of calls-for-service responded to by patrol officers has substantially declined. Since 2007 the number of calis-for-service responded to by of?cers has declined by 17.85 percent. In 2010, 159,003 fewer calls were handled by the department than in 2007. Deploying officers in two-officer units increases staf?ng needs. Of?cers are deployed in two-officer units an estimated 25 to 30 percent of the time despite the fact that in most cities (including the benchmark cities of San Antonio, Mesa, Las Vegas. and Austin) of?cers are deployed in one-of?cer units. As previously noted, research suggests that it is safer to deploy of?cers in one-of?cer instead of two-of?cer units. in addition, in interviews the primary reasons given for deploying of?cers in two-officer units of?cer preference and the lack of suf?cient vehicles to deploy of?cers in one-of?cer units did not involve officer safety (although the time required to provide back-up was sometimes cited as a reason for deploying of?cers in two?of?cer units). More of?cers than are required currently respond to many calls. Unlike most police departments. the Phoenix Police Department has not established standards for how many of?cers should be dispatched and/or respond as part of an initial response to calls?for-service. Indeed, it is often left to an of?cer?s discretion as to whether he or she will respond to a call. This creates a situation where the number of of?cers responding to a call greatly exceeds the number that other police departments ?nd adequate. As Exhibit shows the average number of of?cers responding to calls of various types in Phoenix exceeds the 35 For the purposes of this analysis the Ahwatukee section of the South Mountain precinct was evaluated as if it were a stand-alone precinct. 18 Phoenix Radio Code 319 586 917 928 236 251 301 311 315 318 500 585 651 211E 311A 315M 390L 415E. 4188 4180 418T 491 511M 601 601T 651A 921P 928E 928M Exhibit Page 1 of 11 RESPONSE TO CALLS-FOR-SERVICE USED IN ANALYSIS VERSUS PHOENIX POLICE DEPARTMENT CURRENT RESPONSE Call Type LOSS REPORT ILLEGAL PARKING ABANDONED VEHICLE FOUND PROPERTY THREAT STALKING PROSTITUTION INDECENT EXPOSURE FORGERY THEFT BY FRAUD GENERIC TRAFFIC HAZARD LOOSE ANIMALS EXTORTION URINATING IN PUBLIC COUNTERFEIT CURRENCY LIQUOR VIOLATION LOITERING NEIGHBOR DISPUTE ILLEGAL DUMPING TRESPASSING ACCESS INTERFERENCE MISDEMEANOR FOJ WARRANT FOUND MISSING PERSON TRUANCY INJURED ANIMALS PEEPING TOM FOUND EXPLOSIVES FOUND NARCOTICS Number Of Of?cers Responding Staf?ng Input- Priority 1 Phoenix Response Hot Calis Number Of Calls Priority 1 Calls Number Of Officers Staf?ng Input - Pn'ority 2 And Pn?ority 3 Responding Phoenix Response Prion'ty 2 And Priority 3 Calls Priority 3 Number Of Calls Priority 2 And 856 5561 5679 3996 6064 87 247 896 592 2071 168 8090 1861 47 397 30 134 73 4948 418 25583 818 204 631 1548 73 38 301 Exhibit Page 2 of 11 RESPONSE TO CALLS-FOR-SERVICE USED IN ANALYSIS VERSUS PHOENIX POLICE DEPARTMENT CURRENT RESPONSE Number Of Of?cers Number Number Of Of?cers Number Of Responding 01? Calls Responding Calls Phoenix Response Priority 2 And Priority 2 And Priority 3 Calls Priority 3 Phoenix Phoenix Radio Call Type Staging. ln1put- Code only . . Staf?ng Input - Response Frag: 1 Priority 2 And Hot Calls Priority 3 310 MOLESTING 312 CHILD NEGLECT 915 ARSON 918 INSANE PERSON 921 PROWLER 211A ARMED ROBBERY ALARM 211T ALARM 237D DANGEROUS DRUGS 237M REPORT OF MARIJUANA 237N NARCOTICS 237P PRESCRIPTION VIOLATION 312A CHILD ABUSE 415 INCORRIGIBLE JUVENILE 415d JUVENILES DISTURBING 415W MISUSE OF WEAPON 487i STOLEN BICYCLE 491A CUSTODIAL INTERFERENCE 503G GRAFFITI 511 FELONY FOJ WARRANT 901 DEAD BODY 9010 OVERDOSE VICTIM 210 STRONG ARMED ROBBERY 239 FIGHT 240 ASSAULT 417 SUBJECT THREATENING 487 THEFT 601 MISSING PERSON 900 CHECK WELFARE 927 UNKNOWN TROUBLE 3900 DRUNK DRIVER 415B CRIMINAL DAMAGE 415F DOMESTIC VIOLENCE 41 14 40 15 26 3412 3091 1 193 54 1 862 2878 170 1229 2595 4827 51 693 1577 1559 1533 21252 4 4039 4 73 4 2177 4 43 4 1500 4 5156 7208 22 1 1802 2020 47674 3180 20239 8466 20767 IO Exhibit Page 3 of 11 -FOR-SERVICE USED IN ANALYSIS VERSUS PHOENIX POLICE DEPARTMENT CURRENT RESPONSE RESPONSE TO CALLS Number Of Of? [5 Number Number Of Of?cers Number Of Responding 0f Calls Responding Calls Phoenix Response Priority 2 And Priority 2 And Priority 3 Calls Staf?ng Input - Priority 2 And Priority 3 Phoenix Radio Code Phoenix Response Hot Calls Staf?ng lnput- Priority 1 Priority 1 Call Type Calls 459F 487B 487F 601J 245 261 T07 4156 417K 487V 211 417G 901G 262 317 451 501 2376 2405 315C 3150 4150 488l 511v 901U 9153 915R 925m BURGLARY FROM VEHICLE SHOPLIFTING THEFT FROM VEHICLE MISSING JUVENILE AGGRAVATED ASSAULT SEXUAL ASSAULT BOMB THREAT SHOTS FIRED SUBJECT WITH A KNIFE STOLEN VEHICLE ARMED ROBBERY SUBJECT WITH A GUN SHOOTING SEX OFFENDER REGISTRATION VIOLATION GAMBLING SOLICITING HOMICIDE FALSE REPORTING GLUE SNIFFING RECKLESS ENDANGERMENT MONEY LAUNDERING THEFT OF CREDIT CARD CURFEW VIOLATION RECOVERED BICYCLE SUBJECT STOP VEHICLE STOP SUICIDE FIRE BOMB HAZARDOUS MATERIALS VEHICLE SEIZURE Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls 922 539 3035 638 720 1 159 1 257 41 6 Priority 3 Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls Few Calls 6568 6600 1523 3898 753 655 17 791 108 9417 NIDQ Phoenix Radio Code 928 I 964T 250 260 302 901 907 926 960 961 962 1021 1022 1025 1031 1042 1051 1052 Exhibit Page 4 of 11 RESPONSE TO CALLS-FOR-SERVICE USED IN ANALYSIS VERSUS PHOENIX POLICE DEPARTMENT CURRENT RESPONSE Number Of Of?cers Responding Call Type FOUND BICYCLE TRANSLATION DETAIL HARASSMENT SEXUAL ABUSE ADULT INTERNET COMPUTER CRIME NONSUFFICIENT FUNDS CHECK DRUNK DISTURBING DOWN CAR CIVIL MATTER STANDBY BURGLARY NON SEXUALLY MOTIVATED JUDICIAL INTERFERENCE CITY ORDINANCE OFFENSE TRAFFIC CONTROL SPEEDING RACING SUSPICIOUS PERSON INTENSIVE PATROL INJURED SICK PERSON BACK UP SEND A WRECKER PD AIR UNIT DOWN NO INJURIES ACCIDENT N0 INJURIES ACCIDENT WITH INJURIES ACCIDENT FATALITY CALL BY PHONE NO FURTHER ACTION REPORT TO MEET PICK UP PAPERS PRISONER IN GUST FELONY WARRANT OUTSTANDING MISDEMEANOR WARRANT OUTSTANDING Staf?ng Input - Priority 1 Phoenix Response Hot Calls Few Calls Few Calls no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info Number Of Calls Priority 1 Calls 18 30 103 21 145 1384 16 131 734 0 1580 576 0 0 304 1373 Number Of Of?cers Staf?ng Input - Priority 2 And Priority 3 Responding Phoenix Response Priority 2 And Priority 3 Calls Pn?or?y 3 Few Calls Few Calls no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info Number Of Calls Priority 2 And 27 1900 182 11 28 2923 12088 90 74 1497 2456 690 435 30314 538 694 1151 21116 4683 613 62 2118 877 730 1812 Phoenix Radio Code 1060 1070 1076 1077 1079 1085 1086 1087 1089 1090 1091 1092 2108 210x 2118 2113 211x 2365 23708 23768 237PS 239$ 240ES 240$ 240x 245A 245F 245FS 245$ 245x 2508 Exhibit Page 5 of 11 RESPONSE TO CALLS-FORSERVICE USED IN ANALYSIS VERSUS PHOENIX POLICE DEPARTMENT CURRENT RESPONSE Number Of Of?cers Responding Call Type FEMALE OFFICER FOR SEARCH PR CONTACT . NOTIFY OWNER OF VEHICLE RECOVERY NOTIFY PARENT OF JUVENILE DETENTION EMERGENCY MESSAGE WIRES DOWN IRRIGATION WATER BROKEN WATER MAIN HOLES IN STREET SIGNALS OUT ASSIST MOTORIST WAGON WANTED STRONG ARMED ROBBERY SUPPLEMENT STRONG ARMED ROBBERY ATTEMPT ARMED ROBBERY ALARM BEACON ARMED ROBBERY SUPPLEMENT ARMED ROBBERY ATTEMPT THREAT SUPPLEMENT DANGEROUS DRUGS SUPPLEMENT GLUE SNIFFING SUPPLEMENT MARIJUANA REPORT SUPPLEMENT PRESCRIPTION VIOLATION SUPPLEMENT FIGHT SUPPLEMENT RECKLESS ENDANGERMENT SUPPLEMENT ASSAULT SUPPLEMENT ASSAULT ATTEMPT ABUSE NEG OF VULNERABLE ADULT ABS NEG OF VULNERABLE ADULT DV ABS NEG OF VULNERABLE ADULT DV SUP AGGRAVATED ASSAULT SUPPLEMENT AGGRAVATED ASSAULT ATTEMPT HARASSMENT SUPPLEMENT Staf?ng Input - Prlority 1 Phoenix Response Hot Calls no info no info no info no info no info no info no info no Info no info no info no info no info no Info no info no info no info no info no Info no info no info no info no info no Info no info no info no info no Info no info no info no info no info no info Number 01? Calls Priority 1 Calls Number Of Of?cers Staf?ng Input - Priority 2 And Priority 3 Responding Phoenix Response Number Of Calls Priority 2 And Priority 2 And Priority 3 Calls Priority 3 no Info no info no info no info no info no info no info no info no info no info no Info no info no Info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no Info 1519 1600 149 323 10 100 12 717 2123 2045 Phoenix Radio Code 251 260J 260JS 260JX 260L 2608 260x 261 261x 302E 302ES 302H 3108 310x 311AS 311$ 312AS 312C 312CS 3123 3158 31508 315I 315IS 315MS 315$ 315T 315x 318E 318EX 318$ 313x RESPONSE TO CALLS-FORSERVICE USED IN ANALYSIS VERSUS PHOENIX POUCE DEPARTMENT CURRENT RESPONSE Call Type STALKING SUPPLEMENT SEXUAL ABUSE OF JUVENILE SEX ABUSE OF JWENILE SUPPLEMENT SEXUAL ABUSE 0F JUVENILE ATTEMPT LURE MINOR FOR SEX SEXUAL ABUSE 0F ADULT SUPPLEMENT SEXUAL ABUSE OF ADULT ATTEMPT SEXUAL ASSAULT SUPPLEMENT SEXUAL ASSAULT ATTEMPT CMP EXPLOIT EXPLOIT SUPPL INT CMP HACK INTRU MOLESTING SUPPLEMENT MOLESTING ATTEMPT URINATE IN PUBLIC SUPPLEMENT INDECENT EXPOSURE SUPPLEMENT CHILD ABUSE SUPPLEMENT CONTRIBUTE TO DELINQUENCY OF MINOR CONTRIBUTE DELINQUENCY MINOR SUPPL CHILD NEGLECT SUPPLEMENT FORGERY AT BANK CREDIT UNION THEFT OF CREDIT CARD SUPPLEMENT IDENTITY THEFT IDENTITY THEFT SUPPLEMENT COUNTERFEIT CURRENCY SUPPLEMENT FORGERY SUPPLEMENT IDENTITY THEFT ATTC FORGERY ATTEMPT FINANCIAL EXPLOITATION OF ELDERLY FINANCIAL EXPLOITATION OF ELDERLY ATTEMPT THEFT BY FRAUD SUPPLEMENT THEFT BY FRAUD ATTEMPT Number Of O?icers Responding Staf?ng Input- Pn?ority 1 Phoenix Response Hot Calls no info no info no info no info no Info no info no info no info no info no info no info no Info no info no info no info no info no info no info no info no info no info no info no info no info no info no Info no info no info no info no info no info no info Number Of Calls Priority 1 Calls 053 Number Of Of?cers Responding Sta?ing lnput - Priority 2 And Priority 3 Phoenix Response Priority 2 And Priority 3 Calls Priority 3 no info no info no info no info no info no info no info no info no info no info no Info no info no Info no info no info no info no Info no info no Info no info no info no info no info no Info no info no info no info no info no info no info no info no info Number Of Calls Priority 2 And Exhibit Page 6 of 11 Phoenix Radio Code 3198 390080 39008 3QODX 390U 415A 415AS 415BS 415BX 415E 415EBC 415FS 415GBC 41568 415H 415IS 415JS 4150 415P 415WS 41788 41 768 418A 41838 41808 41BDX 41 BG 418l 4188 418TS 451 8 459A Exhibit Page 7 of 11 RESPONSE TO CALLS-FOR-SERVICE USED IN ANALYSIS VERSUS PHOENIX POLICE DEPARTMENT CURRENT RESPONSE Number Of Officers Call Type LOSS REPORT SUPPLEMENT DUI DRIVER BROADCAST DRUNK DRIVER SUPPLEMENT DRUNK DRIVER ATTEMPT UNDERAGE LIQUOR VIOLATION HARASSING PHONE CALLS HARASSING PHONE CALLS SUPPLEMENT CRIMINAL DAMAGE SUPPLEMENT CRIMINAL DAMAGE ATTEMPT LOUD NOISE DISTURBANCE LOUD NOISE DISTURBANCE BROADCAST DOMESTIC VIOLENCE SUPPLEMENT SHOTS FIRED BROADCAST SHOTS FIRED SUPPLEMENT ANIMALS DISTURBING INCORRIGIBLE JUVENILE SUPPLEMENT JUVENILES DIST URBING SUPPLEMENT OBSTRUCTING THOROUGHFARE LOUD PARTY DISTURBANCE MISUSE OF WEAPON SUPPLEMENT BARRICADE SUPPLEMENT SUBJECT WITH A GUN SUPPLEMENT LANDLORD TENANT DISPUTE NEIGHBOR DISPUTE SUPPLEMENT ILLEGAL DUMPING SUPPLEMENT ILLEGAL DUMPING ATTEMPT UNWANTED GUEST IMMIGRATION MATTER CIVIL MATTER SUPPLEMENT TRESPASSING SUPPLEMENT HOMICIDE SUPPLEMENT BURGLARY ALARM Number Of Of?cers Responding Staf?ng lnput~ Priority 1 Phoenix Response Hot Calls no info no info no Info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no Info no Info no info no info no Info no info no info no info no info no info no info no info no info no info Number Of Calls Priority 1 Calls Staf?ng Input - Priority 2 And Priority 3 Responding no info no info no info no info no Info no info no info no Info no info no Info no info no Info no info no info no info no Info no info no info no info no info no info no Info no info no info no info no info no Info no Info no info no info no info no info Phoenix Response Number Of Calls Priority 2 And Priority 2 And Priority 3 Calls Priority 26630 77 694 0 209 7807 45753 Phoenix Radio Code 459AS 459C 45908 4590X 459FS 459FX 459R 459RS 459RX 459$ 459V 459VS 459x 487A 487AS 487AX 48780 48788 487BX 487FS 487FX 487IS 487IX 487J 487LP 487$ 487VS 487VX 487VXS 487x 488P RESPONSE TO CALLS-FOR-SERVICE USED IN ANALYSIS VERSUS PHOENIX POLICE DEPARTMENT CURRENT RESPONSE Call Type BURGLARY ALARM SUPPLEMENT BURGLARY COMMERCIAL BURGLARY COMMERCIAL SUPPLEMENT BURGLARY COMMERCIAL ATTEMPT BURGLARY FROM VEHICLE SUPPLEMENT BURGLARY FROM VEHICLE ATTEMPT BURGLARY RESIDENTIAL BURGLARY RESIDENTIAL SUPPLEMENT BURGLARY RESIDENTIAL ATTEMPT BURGLARY SUPPLEMENT BURGLARY OF VENDING MACHINE BURGLARY OF VENDING MACHINE SUPPLEMENT BURGLARY ATTEMPT PURSE SNATCH PURSE SNATCH SUPPLEMENT PURSE SNATCH ATTEMPT THEFT BROADCAST SHOPLIFTING SUPPLEMENT SHOPLIFTING ATTEMPT THEFT FROM VEHICLE SUPPLEMENT THEFT FROM VEHICLE ATTEMPT STOLEN BICYCLE SUPPLEMENT STOLEN BICYCLE ATTEMPT STOLEN PROPERTY STOLEN LICENSE PLATE THEFT SUPPLEMENT STOLEN VEHICLE SUPPLEMENT STOLEN VEHICLE ATTEMPT STOLEN VEHICLE ATTEMPT SUPPLEMENT THEFT ATTEMPT RECOVERED BICYCLE SUPPLEMENT RECOVERY F.O.J. PROPERTY Number Of Of?cers Responding Staf?ng Input- Priority 1 Phoenix Response Hot Calls no info no info no info no info no info no info no info no info no info no Info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info Number Of Calls Priority 1 Calls 1 183 62 255 7224 12 865 Number Of Of?cers Staf?ng Input - Priority 2 And Priority 3 Responding no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no lnfo no info no info no info no info no info no info no info no info no lnfo no info no lnfo no info no info no info Phoenix Response Number Of Calls Priority 2 And Priority 2 And Priority 3 Calls Priority 3 82 2311 258 137 825 178 11512 1050 816 380 31 11 2638 186 343 Exhibit Page 8 of 11 Phoenix Radio Code 488PS 488V 488VS 491AS 491 491 CS 491 491x 5008C 5028 503GS SOSGX 51080 510FS 511T 601FS 601.18 8018 6478 647V 647VBC 647VS 651AS 651 7078 70788 7078 9003 90033 900M 9008 901 BC Exhibit Page 9 of 11 RESPONSE TO CALLS-FOR-SERVICE USED IN ANALYSIS VERSUS PHOENIX POLICE DEPARTMENT CURRENT RESPONSE Number Of Of?cers Number Number Of Of?cers Number Of Responding Of Calls Responding Calls Phoenix Phoenix . . Staf?ng Input . . . Response Priority 1 Priority 2 And espouse Pnorlty 2 And Cails . . Priority 2 And Priority 3 Calis Hot Cails 3 Priority 3 Staf?ng Input- Ca" Type Priority 1 REC F.O.J. PROPERTY SUPPLEMENT RECOVERY OF VEHICLE RECOVERY OF VEHICLE SUPPLEMENT CUSTOCIAL INTERFERENCE SUPPLEMENT KIDNAPPING SEXUALLY MOTIVATED ACCESS INTERFERENCE SUPPLEMENT KIDNAPPING SUPPLEMENT Kl DNAPPING ATTEMPT GENERIC BROADCAST JUDICIAL INTERFERENCE SUPPLEMENT GRAFFITI SUPPLEMENT GRAFFITI ATTEMPT SPEEDING BROADCAST FELONY FLIGHT SUPPLEMENT VEHICLE TOW IMPOUND FOUND MISSING PERSON SUPPLEMENT MISSING JUVENILE SUPPLEMENT MISSING PERSON SUPPLEMENT SUSPICIOUS PERSON SUPPLEMENT SUSPICIOUS PERSON IN VEHICLE SUSP PERSON IN VEHICLE BROADCAST SUSPICIOUS PERSON IN VEHICLE SUPPLEMENT INJURED ANIMALS SUPPLEMENT LOOSE ANIMALS SUPPLEMENT NUCLEAR BIOLOGICAL CHEM SITUATION NBC SUPPLEMENT BOMB SCARE SUPPLEMENT OPEN DOOR WINDOW GATE OPEN DOOR WINDOW SUPPLEMENT MOBILE ALARM CHECK WELFARE SUPPLEMENT INJURED SICK PERSON BROADCAST no info no info no info no info no info no info no info no ?nfo no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info ON 307 VCOONOV- (D no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info no info 4 2479 16867 5212 41 26 191 -FOR-SERVICE USED IN ANALYSIS VERSUS PHOENIX POLICE DEPARTMENT CURRENT RESPONSE RESPONSE TO CALLS Number Of Of?cers Number Number Of Of?cers Number Of Responding 0f Calls Responding Calls Phoenix Response Priority 2 And Priority 2 And Priority 3 Calls Priority 3 no info 128 no info 29 no info 3 no Info 91 no info 7 no info 10 no Info 1 no info 6 no info 115 no info 14328 no info 4 no info 8 no info 2 no info 3 2 5 . Input - Phoenix 81 af? In ut- Phoenix Priori 1 Staf?ng Radio Call Type Priogity I: Response CalI: Pnonty 2 And Code Hot Calls Priority 3 9010 CUTTING STABBING 90108 CUTTING SUPPLEMENT 901 CX CUTTING ATTEMPT 901 GS SHOOTING SUPPLEMENT 901 HS DEAD BODY SUPPLEMENT 901OBC OVERDOSE BROADCAST 901 OX OVERDOSE ATT 9018 INJURED PERSON 901x SUICIDE ATTEMPT 911H 91 1 HANG UP CALL 9158 ARSON SUPPLEMENT 915x ARSON ATTEMPT 917$ ABANDONED VEHICLE SUPPLEMENT 918$ INSANE PERSON SUPPLEMENT 921 PROWLER SUPPLEMENT 9288 FOUND PROPERTY SUPPLEMENT 961 HIT And RUN ACCIDENT NO INJURY 961 HS HTT And RUN ACCIDENT NO INJURIES SUPPLEMEI 961$ ACCIDENT NO INJURIES SUPPLEMENT 962H HIT And RUN ACCIDENT WITH INJURIES 962HS HIT And RUN ACCIDENT INJURY SUPPLEMENT 962$ ACCIDENT WITH INJURIES SUPPLEMENT 963H HIT And RUN FATALITY 963HS HIT And RUN FATALITY SUPPLEMENT 963$ ACCIDENT FATALITY SUPPLEMENT ETA ETA REQUEST ET AS ETA TO SUPERVISOR FIRE TRANSFER TO FIRE HU CRIME STOP HU INFO INFORMATION CALL TEST TEST CALL TRAN TRANSFER PHONE CALL no info 478 no Info no info no info no info no info no Info no info no info 1806 no Info no info no info no info no info no info no info no info no info no info no Info no info no info no info no info no info no info no info no info no info no Info no info no info ID no Info no info no info 5803 no Info 147 no info 38 no Info 427 no info 22 no info 81 no info 1 no info 2 no info 3 no info 37 no info 2 no info 103 no info 20 no info 200 no info 28 no info 128 w-O r~ Exhibit 8 Page 10 of 11 Exhibit Pa 11 of 11 RESPONSE TO CALLS-FOR-SERVICE USED IN ANALYSIS VERSUS PHOENIX POLICE DEPARTMENT CURRENT RESPONSE Number Of Of?cers Number Number Of Of?cers Number Of Responding Of Calls Responding Calls Phoenix Response Priority 2 And Priority 2 And Priority 3 Calls Priority 3 TRANS TRANSFER CALL TO SUPERVISOR 0 no info 0 0 no info 6 Phoenix Radio Call Type Code Phoenix . . Staf?ng Input . Response Priority 2 And Hot Calls Priority 3 Staf?ng Input - Priority 1 average number other departments36 find adequate by more than 52 percent (1.47 more of?cers per call) for Priority 1 calls and by more than 56 percent (1.08 more of?cers per call) for Priority 2 and Priority 3 calls. The 10-hour shift schedule is not ef?cient. A 10-hour schedule does not allow staf?ng levels to vary over the course of a day to re?ect call volumes as well as an 8-hour schedule does. This is true in part because the shorter the shift duration the easier it is to adjust schedules to reflect hourly variations in workload. in addition, 10-hour shift schedules create overlaps in shifts during which signi?cantly more of?cers are deployed than at other times of the day. These shift overlaps, however, do not correspond with workload peaks (when more of?cers are needed). Current scheduling practices do not allow for signi?cant variation in staf?ng by day of the week to re?ect differences in daily workload. The department currently schedules of?cers and sergeants to squad groupings that assign groups of of?cers to work a four-day work cycle (for example, one sergeant and a group of eight to ten of?cers are scheduled to work on Sunday, Monday, Tuesday, and Wednesday from 6:00 am. to 4:00 pm. while a second sergeant and a group of eight to ten of?cers are scheduled to work on Wednesday, Thursday, Friday, and Saturday from 6:00 am. to 4:00 pm.) in one geographic (or squad) area of a precinct. This schedule does not allow for as much scheduling variation to account for the demand for service, but also schedules twice as many of?cers one day per week (when the shift schedules overlap). I Exhibit C, which summarizes the results of this analysis, indicates that if an 8?hour shift is implemented 433 police of?cer positions can be reallocated, if a 10- hour shift schedule is maintained 368 police of?cer positions can be reallocated, and if a 13- hour work schedule is implemented 318 police of?cer positions can be reallocated Please note that these adjustments (30.0 percent if an 8-hour shift schedule is employed, 25.6 percent if a 10-hour shift schedule is employed, and 22.2 percent if a 13-hour-hour work schedule is employed) are signi?cantly less than what one might expect given that of?cers are deployed in two of?cer-units an estimated 25 to 30 percent of the time and patrol calls~for-service has declined by 17.85 percent since 2007 - Based on these numbers alone one could reasonably expect 40 to 45 percent fewer staff to be needed (and to be available for reallocation) Likewise, a comparison of patrol staf?ng levels with the benchmark police departments suggests that recommended staff reductions may be somewhat low 35 For the purposes of this analysis, the number of of?cers the Dallas. Oklahoma City, and Kansas City (Missouri) police departments consider adequate to call responses of various types were averaged (where call types were common among these departments) and compared to the number of of?cers on average currently responding to such incidents in Phoenix. 19 Precinct Mamale Cactus Park Estrella Mountain Desert Horizon Squaw Peak Black Mountain Central City South Mountain SM Ahwatukee{a) Total Staf?ng for the Ahwetukee area was evaluated as if it were a standalone precinct. SUMMARY OF FIRST RESPONDER AND NET STAFFING RECOMMENDATIONS Current First Responder And NET Sta?'lng 129 221 196 226 219 119 122 235 0 1 467 Recommended Staf?ng 8-Hour 10-Hour 13-Hour Schedule Schedule Schedule 1034 1099 1149 Exhibit Recommended AdditionKReduction) 8-Hour Schedule (35) (72) (52) (57) (69) (21) (44) (1 1 9) 36 (433) 1 O-Hour Schedule (31) (62) (46) (46) (59) (14) (39) (1 12) 41 (368) 13-Hour Schedule (25) (54) (34) (35) (54) (12) (34) (106) 38 (318) . As the following table shows, the number of calls-for-service responded to per patrol of?cer primarily responsible for responding to calls is lower in Phoenix than for all but two of the benchmark police departments Calls Responded To Per Of?cer (Primarily Responsible For Call Department Response) Rank Los Angeles. CA 1759.5 1 Mesa, AZ 1016.0 2 San Antonio. TX 837.4 3 Tucson, AZ 588.2 4 Houston, TX 569.8 5 Las Vegas. NV 523.2 6 Phoenix, AZ 503.3 7 Austin. TX 483.5 8 Dallas, TX 350.0 9 Average (excluding Phoenix) 740.9 The consultants believe, however. that the recommended staf?ng levels are warranted to ensure precinct commanders have adequate resources available in their precincts to support proactive initiatives and community policing - The more than 300 positions added back to patrol staf?ng levels to support proactive initiatives. for example, can be assigned to squad areas to supplement the of?cers needed for cell response and to support community policing initiatives in those areas - Moreover. these resources can be concentrated to work during the times of day when community policing initiatives are the most productive As Exhibit shows, adjusting police of?cer positions will also enable the department to reallocate 15 patrol sergeant positions if an 8-hour shift schedule is implemented. to reallocate 8 patrol sergeant positions if a 10-hour shift schedule is maintained, and to reallocate 3 patrol sergeant positions if a 13-hour shift schedule is implemented This analysis assumes a ratio of one sergeant to eight patrol of?cers Under all of the scheduling options presented sergeants are assigned at the precinct level rather than the squad grouping level . A sergeant would be assigned primary supervisory responsibility for a group of of?cers with whom he or she works at least 60 percent of the time and would have day-to-day supervisory responsibility for of?cers supervised by other sergeants on the sergeant's days off"7 37 Please note that implementing this recommendation will modestly reduce the continuity of supervision between a sergeant and an of?cer. Under the current schedule an of?cer will work with the same sergeant on 82 percent of their shifts (each sergeant will be absent approximately 18 percent of the time) as compared to the 60 percent under the recommended approach. The bene?ts in terms of improved productivity. however. signi?cantly outweigh the modest loss in supervisory continuity. 20 Exhibit SUMMARY OF SERGEANT RECOMMENDATIONS FOR FIRST RESPONDER AND NET STAFF Precinct Maryvale Cactus Park Estrella Mountain Desert Horizon Squaw Peak Biack Mountain Central City South Mountain SM Ahwatukee(a) Tote} Current First Responder And NET Staf?151 Recommended Staf?ng 8-Hour 10~Hour 13-Hour Schedule Schedule Schedule 136 143 148 Recommended Addition/(Reduction) 8-Hour Scheduie (1) 1 (3) 2 (1) 1 (4) (14) 4 (15) (8) Staf?ng for the Ahwatukee area was evaluated as if it were a stand-alone precinct. 10-Hour Schedule 13-Hour Schedule Please note that this level of patrol supervision exceeds what currently exists in most precincts However, additional patrol supervision will be required to ensure only the number of patrol of?cers needed at an incident respond and that the signi?cant proactive capacity provided for in these recommendations is used effectively This additional patrol supervision is also needed to reinforce the department's commitment to community policing I From a staf?ng perspective, assessing needs from a precinct perspective makes sense despite the fact that of?cers are currently deployed in squad areas (each precinct is divided into between two and four sub-areas known as squad areas) in fact, evaluating staf?ng needs from a precinct perspective is consistent with the operational approaches that are currently used to reSpond to calls - At present. while of?cers are expected to focus their attention on responding to calls within their squad area, they will be dispatched out of their squad area to respond to high priority calls 0 in addition, the relatively high number of of?cers responding to some types of calls suggests that of?cers will leave their squad areas to respond to many types of calls even when they are not dispatched to the call . Since of?cers are dispatched outside of their squad areas to handle high priority calls it makes sense to evaluate staf?ng needs from a broader perspective than the squad the precinct) . It would only make sense to evaluate staf?ng needs from the squad level if of?cers were rarely dispatched outside their squad area to respond to calls The fact that response to high priority calls (that is, the calls for which of?cers are most likely to respond outside their squad area) is the primary factor that drives staffing needs in most precincts further supports the appropriateness of evaluating staf?ng needs at the precinct level - indeed, the number of of?cers needed for call response alone should be sufficient to ensure of?cers can respond to a high percentage of non- emergency calls within their squad area - Additional staff (that is, the staff available to support proactive initiatives) can also be assigned to squad areas to support community policing initiatives if that is a precinct priority 21 I Precinct commanders should be given signi?cant discretion in determining how best to use the staff resources assigned to their precincts38 3? While from an analytic perspective it is important to distinguish the number of patrot of?cers that need to be assigned to a precinct to meet response time expectations while also ensuring suf?cient capacity is available to address proactive needs. on a day-to?day basis precinct commanders should have the discretion to determine how best to allocate the staff assigned to their precinct Ideally, performance expectations for each precinct should be established and precinct commanders should be held accountable for meeting goals relating to both cell response and proactive policing efforts within the precinct The staf?ng model ensures each precinct has suf?cient resources to meet the goals set for it The precinct commander should then decide how best to deploy resources to meet the goals - From a practical perspective. most precinct commanders will likely choose to allocate a portion of their staff to proactive units (such as Neighborhood Enforcement Teams) and the remainder of their staff to patrol assignments (these staff would respond to calls and perform other directed activities identified by the precinct commanders) 0 To give of?cers a geographic identi?cation or home within the precinct it is likely that uniformed of?cers would be assigned to squad areas and that the commander would vary the number of of?cers assigned to each squad area based on expected activity I Depending on the needs of the precinct, however, the role of?cers play on a day-to?day basis might vary signi?cantly . For example, of?cers who are typicaily in uniform might be deployed in plain clothes to address a speci?c crime problem in an area . Officers might be deployed on walking beats (or given a Speci?c focus such as addressing problems associated with loud parties) when activities in the precinct warrant such deployment . Alternatively, a precinct commander might choose to increase the number of of?cers assigned responsibility to a speci?c squad area to increase the likelihood that of?cers in that squad area will respond to all area calls 3" Aithough the consultants were not asked to address management issues within the sc0pe of this study. some discussion of the role precinct commanders might play in ailocating resources is needed to clarify how the department should implement staf?ng recommendations. 22 - lf precinct commanders are held accountable for ensuring reSponse time expectations are met, they will likely use the results of the staf?ng analysis to ensure an adequate number of officers are deployed on each shift to meet those expectations . The recommended proactive capacity assigned to each precinct should be used ?exibly to meet precinct needs in a manner that re?ects department goals I Since the staffing recommendations include proactive resources that precinct commanders are expected to deploy in a manner that re?ects precinct priorities, dedicated staf?ng should no longer be provided to precincts for speci?c proactive functions In particular, walking beats should be reallocated in the two precincts (Central City and South Mountain) that have them - These walking beats disproportionately focus resources on public housing despite the fact that this housing has a relatively small number of residents and that, reportedly, crime in these areas is not higher than it is in other areas of the precinctsa?9 - Except for positions that may be paid for by the housing agency, there is little need to dedicate resources to these public housing sites on a full-time basis . Instead. staff should be assigned to these areas on a more strategic basis 0 Walking beats should continue to be deployed in these public housing sites where and when an analysis of crime and calls suggest they are needed - One sergeant and 13 of?cers can be reallocated in the Central City Precinct and two sergeants and 16 of?cers can be reallocated in the South Mountain Precinct 0 Please note that even if these resources are reallocated back to patrol, spreading them out over all precincts based on need will enable the department to make more productive use of these staff I At recommended staf?ng levels more vehicles will be available in each precinct to assign one of?cer per vehicle (reportedly, officers are sometimes currently deployed in two-of?cer vehicles because insuf?cient vehicles exist for one officer to be assigned per patrol vehicle) 35' in interviews it was reported that the public housing complexes served by walking beats do not have more calls or crime than many other areas. 23 Maximum Numbers Of Sergeants And Patrol Precinct Assigned Cars And Of?cers Deployed At One Time On A SUVs 1&Hour Shift (After Recommendations Have Been implemented) Black Mountain 83 74 Cactus Park 138 112 Central City 84 59 Desert Horizon 142 132 Estrella Mountain 129 106 Maryvale 85 70 South Mountain 157 117 Squaw Peak 141 116 I. Community Action Of?cers (CAOs) and outreach staff. CAOs often work in teamg (in most, but not all, precincts) and spend time on each shift responding to calls The work of community action of?cers typically does not require two of?cers so when these of?cers work together their productivity is essentially reduced by one half Assuming conservatively that one-third of theirtime is not used effectively (and that two CAOs are assigned to each precinct squad area)?1 15 positions can be reallocated without affecting productivity - Please note that rather than reduce CAO positions the department could require CAOs to spend the preponderance of their time working independently and increase the capacity of existing CAOs by the equivalent of 15 FTEs I While the crime-free multi?housing of?cer. community programs officer, and abatement detective assigned to each precinct perform functions these staff are underutilized 4? In interviews, CAOs from three of the precincts indicated that they spend a not insigni?cant portion of their workdays responding to calls. Estimates of the time spent responding to calls were 25 percent, 35 to 40 percent, and 15 percent in the three precincts. ?1 Although CAOs from each precinct could not be interviewed within the resources available to support this engagement, interview findings suggest that South Mountain is the only precinct where the CAOs assigned to a squad area are assigned to different shifts and do not work in a team. These CAOS account for 18.2 percent of ali CAOs (assuming two CAOs are assigned to each squad area). Assuming the remaining CAOs work in two?person teams, half of their time is not used productively (0.5 times 81.8 percent of all CAOs excluding the South Mountain CAOS or 40.9 percent). Assuming one-third of CAO time is not used productively this is therefore a very conservative estimate. Indeed. this estimate does not even re?ect the fact that the CAOs interviewed estimate that they spend at least 15 percent of their time (and as much as 40 percent of their time) responding to calls. Time spent responding to calls is not highly productive when considered in the context of the primary purpose of these positions. 24 instead of assigning three positions to each precinct, two positions should be assigned to each precinct to perform these functions Eight positions can be reallocated I To better align resource deployment with need. the department should consider allocating CAOs and outreach staff based on the call-for-service activity in a precinct rather than providing a ?xed allocation for each precinct (outreach staff) or squad area (CAOs) Centralized Booking Over time, the department should civilianize the Centralized Booking Unit and replace of?cer positions with civilian detention of?cer positions As of?cer attrition takes place, the of?cers assigned to this unit should be replaced by civilians The department should proceed with plans to implement video arraignment at the new booking facility (when the resources needed to make this investment are available) Tactical Support Air support. The department should weigh the costs of deploying ?xed wing surveillance aircraft against the bene?ts White the surveillance capacity provided by these aircraft is valued there is no way to determine which arrests were made because these aircraft were available that would not have been made otherwise Eight officers are assigned to ?xed wing aircraft so the costs of providing this capacity are not inconsiderable The department should also explore collaborating with other jurisdictions to provide this service on a regional basis Shift schedules for air support personnel should be adjusted and sergeants should function as working supervisors (who are able to Helicopter crews should be deployed on 8- hour shifts (as opposed to the current 10- hour shift schedule) Fixed wing staff who currently cover 14 hours a day should be assigned to 13- hour shifts (as opposed to the current 10- hour schedule)42 ?2 To comply with FAA regulations the department will need to ensure that these of?cers do not fly eight consecutive hours. Of course, compliance with FAA regulations is necessary regardless of whether or not the current shift schedule is maintained. 25 Implementing these changes will enable the department to reallocate nine helicopter positions (six from the schedule change and three by assigning sergeants to serve as working supervisors) and to reallocate two ?xed wing positions - The potential reallocation of positions will be offset by the addition of one sergeant position to cover the third shift I In addition. as discussed in the civilianization analysis (Section G) aircraft pilot positions should be replaced, overtime, by civilians as the number of sworn of?cers is reduced through attrition Specialty vehicles. Driving specialty vehicles should be a collateral not a full-time assignment The sergeant who oversees the Dive team? could drive specialty vehicles to incident scenes or Special Assignment Unit (SAU) staff could provide this support (if immediate access to a specialty vehicle is needed) Three full?time police of?cer positions should be reallocated I Special Assignment Unit. Assigning a Special Assignment Unit squad to focus primarily on serving warrants is not necessary At present. one SAU squad focuses on serving warrants and four SAU squads are primarily responsible for responding to tactical incidents However, interviews suggest that the SAU staff reSponsible for tactical incidents focus primarily on arresting fugitives and sewing warrants when they are not needed for a tactical response Given the significant capacity that SAU staff have to support the service of high risk warrants when not responding to tactical incidents, it is not necessary to maintain a separate squad to perform this duty on a full?time basis Discontinuing this squad will enable the department to reallocate one sergeant and eight police of?cer positions I SAU staff should be assigned to work 8-hour shifts While the overlap day embedded in a 10-hour shift schedule facilitates SAU training, this modest bene?t does not justify the considerable costs of assigning SAU staff to work a 10-hour shift schedule ?3 The Dive team responds to incidents involving vehicles submerged in over a foot of water (swift water dives are handled by the fire department). These incidents are relatively infrequent. In interviews it was estimated that 30 dive related incidents had been handled in the ?rst nine months of 201 0. 26 - The overlapping shift schedule creates the opportunity for SAU staff to train one shift a week (or a total of 40 hours a month) - in other communities, however, 16 to 24 hours of SWAT training a month is considered more than adequate Assigning SAU staff to 8-hour shifts will enable the department to maintain the same capacity (an average of 8.5 of?cers working on each squad per day) with 28 staff as compared to the current 39 (11 police of?cer positions are available to be reallocated) Other Patrol Duty commander. The duty commander position is not needed - lieutenants are capable of providing oversight at an incident scene until an on?call commander can respond The number of incidents requiring a duty commander to respond is relatively infrequent so it is not cost-effective to pay a full-time commander to perform what is essentially a part-time activity Moreover, as long as a duty commander is on-cail, response time to an incident scene should not be appreciably longer if the commander is called from home or his or her of?ce ?9 Please note, however, that department managers should take steps to ensure that the decisions made by on-call duty commanders re?ect the best interests of the entire department and are not biased to bene?t an individual precinct Two duty commander positions should be reallocated I Vehicle assignments. When possible each patrol officer should be assigned to the same car during his or her duty shifts44 Creating more "ownership" over vehicles should increase of?cer commitment to caring for these vehicles Please note that as the patrol staf?ng recommendations are implemented the department?s ability to implement this recommendation will be enhanced I Precinct con?guration. Plans for two new police precincts were developed when the department was focused on managing growth and when resources were ample it may not have been practical for the department to reconsider the plans for the new precincts when the economic environment changed ?4 After completing his or her shift the vehicle will be assigned to an of?cer on a subsequent shift. 27 Nonetheless. it should be noted that establishing two new precincts increased overhead costs as there is a ?xed staf?ng con?guration needed to manage a precinct Some of these costs can be minimized by varying support resources with the size of a precinct but they cannot be eliminated These costs are offset somewhat by the bene?ts of establishing a closer police relationship with the areas served by the new precincts I Curfew centers. The department should reassess staf?ng of the curfew centers Activity is low and operational benefits are minimal as of?cers must stay at the centers while violators are being held Discontinuing center operations would enable the department to reallocate two civilian positions I Targeted Enforcement (party crew) Unit. Continued staf?ng of the Targeted Enforcement Unit should be reassessed since the need for which the unit was established has been greatly reduced The unit was established to crack down on gang members who organize parties for a charge (and can be arrested for serving alcohol and curfew violations) interview ?ndings suggest that only a small percentage of the unit?s time is currently devoted to this activity45 information on unit activity also suggests that relatively little time is focused on gang members - in 2009, 94 percent of the unit's arrests related to underage drinking, curfew violations, and underage - in 2010, 81.1 percent of the unit?s arrests were related to underage drinking and DUI47 Discontinuing the unit will enable the department to reallocate one sergeant and eight police of?cer positions ?5 in interviews the time devoted to enforcement activities relating to gang members who organize parties for a charge was estimated to be ?ve percent. ?6 Of the arrests that were not related to underage drinking. curfew violations, and underage DUI only three (.24 percent) were for felony warrants and the remainder were for drugs. misdemeanors, aggravated assault on a police of?cer, beer runs. and providing false information to a police of?cer. ?7 The remainder of the arrests in 2010 related to aggressive driving (street racing). marijuana possession, open container violations. providing alcohol to minors, and adult 28 Please note that the recommended precinct staf?ng recommendations provide more than 300 positions to support proactive initiatives in precincts so ample capacity will be available to support party related enforcement on an ?as needed? basis From an organizational perspective, however. ifthe department chooses to retain this unit it should not report to a precinct as it provides citywide support for party related enforcement and street racing violations Property Crimes I Formal solvability factors should be consistently used to determine which cases should be assigned to detectives for follow-up investigation Very few property crimes that do not have leads will be solved - indeed, the return (in terms of cases solved) on investigative resources devoted to investigating cases without leads is so low that many police departments have established formal criteria for determining whether there are suf?cient investigative leads tojustify investigating a case - In Phoenix. by contrast, it is generally left to the discretion of individual investigators as to how much investigative effort should be focused on a particular case - Consequently, some investigators may unnecessarily focus investigative time on cases with few solvability factors while others may choose not to investigate cases that have a reasonable probability of being solved Using solvability factors to consistently determine which cases should be assigned for follow?up investigation will substantially reduce investigator caseloads and will allow investigators to focus on cases where investigative activity is most likely to be productive I The North and South property crimes units should be consolidated as the scope of operations does not justify the need for two separate units One lieutenant position should be reallocated I Sergeants should be assigned responsibility for assigning cases to investigators Shifting this responsibility to sergeants a key supervisory responsibility in most police departments will enable the department to reallocate the staff of its two investigative Support Division (ISD) squads - Two sergeants, ?ve detectives, and one civilian should be reallocated 29 - Two of the civilian staff currently assigned to the 1803 should be retained to provide administrative support for the bureau Violent Crimes I The four sergeants who staff the violent crimes desk are not needed The primaryfunction performed by these sergeants is to field calls for which an off-duty investigator is requested and forward that information to the requested stand-by investigator or investigative sergeant The night duty detective sergeants (who are deployed on the evening and night shifts) however can ?eld these calls and work with the units to determine whether a call-out is necessary in addition, the night duty detective sergeants can work with their staff to ensure interview rooms are monitored (typically violent crimes desk sergeants do this twice a shift) and that daily inspections of evidence drying rooms are completed The four sergeant positions assigned to the violent crimes desk should be reallocated (although the three civilians who provide transcriptionist services should be retained) I The department should make more extensive use of night detectives (to reduce call- out of off-duty investigators) and should assign these investigators to 8-hour shifts (they currently work 10 hours per shift) Since the number of calls to which night detectives could respond but to which they have not been deployed could not be determined. for the purposes of this analysis it was assumed that night detectives would be deployed on 60 percent of the call types for which they currently respond (using CAD data)48 Based on this analysis. 32 night detective positions are needed or eight more than the number currently deployed"9 ?8 Please note that 60 percent may overstate the percentage of cell types to which night detectives respond. Indeed, it seems unlikely that detectives will be dispatched to the scene for 60 percent of many of these calls to which night detectives respond including, for example, assault, aggravated assault. dangerous drugs, report of marijuana use. and injured animals. However, because information on the number of investigator call-outs that could potentially be handled by night detectives could not be determined. a conservative estimate of need was made for this analysis. The department should update this analysis when more reliable information on calls night detectives can handle for which they are not currently used can be developed. 4? Please note that this re?ects an increase of capacity of more than four positions because changing to an 8-hour shift schedule will also increase night detective capacity. 30 Staf?ng Analysis I When evaluating staf?ng of investigative groups responsible for conducting follow-up investigations of reported crime, the expected productivity50 of detectives assigned to the unit should be determined and applied to the group?s workload Where the number of cases handled by detectives has been reasonably constant over the past ?ve years, productivity Is set at the5 60?h percentile of all investigators assigned to the investigative group"1 This approach to establishing investigator productivity is not reasonable, however, where the number of cases handled by an investigative group has declined signi?cantly in recent years without staf?ng levels being adjusted - WIth fewer cases to handle the productivity of the average detective will decline - Determining staf?ng levels based on this lower level of productivity is not appropriate - In the same way, if investigative caseloads have increased signi?cantly the productivity of the average detective will increase and basing staf?ng levels on this higher level of productivity would not be appropriate Where the number of cases handled has increased or decreased ?ve percent or more over the past ?ve years the productivity standard for the unit is based on the average productivity of the investigators assigned to the investigative group during the three years out of the past ?ve where productivity was highest I For only one investigative group conducting follow-up investigations (child 2crimes) has case activity been reasonably constant over the past five ?scal years? Consequently. child crimes is the only investigative group for which productivity Is based on productivity of all unit investigators at the 60?h percentile 5? For the purposes of this analysis, productivity was determined by calculating the number of cases assigned to the detectives which were cleared by arrest, ?eld cleared, exceptionally cleared, for which summons or warrants were issued. or that were investigated and found to be unfounded. 5? The assumption implicit in this standard (the productivity of 40 percent of the investigators assigned to the unit exceeds the standard while the productivity of 60 percent of the investigators falls short of the standard) Is that most, but not all investigators are fully productive and that it :5 reasonable to hold the less productive investigators accountable for achieving their performance The consultants have used the 60th percentile standard to establish a reasonable level of productivity In reviews of many other police departments (although for some departments? ?which have higher expectations for their employees -- a higher productivity standard has been established). 52 For the Child Crimes Unit the standard deviation as a percentage of the average cases handled by the unit over the past ?ve years is 3.1 percent. 31 for the other investigative groups responsible for conducting follow?up Investigations, productivity is set at the average productivity of investigators over the past three years with the highest levels of productivity5 I Recommended staffing levels for each investigative group were calculated by dividing the total number of ?productive" activities achieved during ?scal year 200954 by the productivity standard for the unit I This analysis indicates that additional staff are needed in some investigative groups while staff in other units are available to be reallocated Recommended Addition! Bureau Inves_tigative Group Current Staf?ng Staf?ng (Reduction) Family investigations Adult Sex Crimes55 15 13 (2) Child Crimes 28 28 0 Domestic Violence 20 27 7 Missing Persons 8 6 (2) Property Investigations Auto Theft 14 7 (7) Document Crimes 20 9 (1 1) Property Crimes 45 50 5 Violent Crimes Assault 15 22 7 investigations Homicide56 33 41 8 Robbery 15 28 13 Total 211 229 18 I The number of sergeants assigned to each investigative work group should be adjusted, as appropriate, to reflect the recommended level of staf?ng and a span of control of roughly one sergeant for every eight investigators 53 This analysis is based on cases with productive outcomes during each ?scal year (July 1 to June 30) and the number of staff assigned to the unit at the end of the fiscal year. If possible, this analysis should be re?ned to re?ect the number of full-time equivalent staff assigned to each unit over the course of the year. Such information, however, was not availabie at the time the report was being prepared. 5? Fiscal year 2009/2010 was the last year for which information on case results by detective were available for a complete ?scal year. 55 Analysis assumes three positions are devoted to special investigations. 5" This number includes cold case investigators. 32 Recommended Additionl Bureau investigative Group Current StaffinL Staffing (Reduction) Family Investigations Adult Sex Crimes 2 2 0 Child Crimes 4 3 (1) Domestic Violence 3 3 0 Missing Persons 1 1 0 Property Investigation Auto Theft 3 (2) Document Crimes 3 1 (2) Property Crimes 6 6 0 Violent Crimes Assault 3 3 0 Investigations Homicide 5 5 0 Robbery 2 3 1 Total 32 28 (4) HOMELAND SECURITY Bomb Squad I To limit unproductive downtime between calls, full-time bomb squad staf?ng should be adjusted and greater reliance should be placed on trained collateral staff who have other primary assignments A sergeant and four of?cers should be assigned to the squad on a full-time basis and ?ve additional staff should be trained as bomb technicians but assigned to other responsibilities on a full-time basis Assuming the sergeant functions as a working supervisor, this level of staf?ng will ensure three positions are working during the hours full-time staff are currently assigned This level of full-time staf?ng is comparable to or exceeds the level of full-time staff who provide similar services in selected other large city departments Five positions should be reallocated Traffic Staff responsible for traf?c related activities are currently divided into two primary units: a North unit and a South unit. These units include staff that provide support, help plan for special events. investigate vehicular crimes (in which individuals have died). enforce commercial vehicle laws. and respond to traffic accidents. The analysis presented in this section focuses exclusively on the eight squads (four in the North and four in the South) that are primarily responsible for responding to traf?c accidents. I Response to traffic accidents. The department should adjust the work hours of traffic enforcement of?cers charged with responding to accidents 33 instead of deploying of?cers from 6:00 am. to 10:00 pm. Monday through Friday of?cers should be deployed for 13.3 hours from 6:50 am. to 8:10 pm. Monday through Saturday This will increase the number of accidents responded to by traf?c enforcement of?cers (482 accidents are responded to between the hours of 6:00 am. and 10:00 pm. Monday through Friday while 506 accidents are responded to between the hours of 7:00 am. and 8:00 pm. Monday through Saturday) I Queuing and travel time analyses indicate that 35 traf?c enforcement of?cers and civilians need to be deployed to ensure accidents can be responded to within 21 minutes Over time, through attrition, nine sworn of?cers should be replaced by nine civilians (leaving a total of 26 sworn of?cers and nine civilians to respond to accidents) At this level of staf?ng four sergeants will be needed to provide supervision Three sergeant positions and 18 police of?cer positions should be reallocated - These savings will be offset by the creation (as?the number of sworn of?cers is reduced by attrition) of nine civilian positions to respond to minor accidents - in addition, the savings will be offset somewhat by overtime expenditures related to court time for of?cers who work on Saturdays when court does not convene I Depending on the desired level of selective traffic enforcement required additional officers may need to be assigned to the units that respond to traf?c accidents At recommended staf?ng levels officers will have 28 percent of their time on Monday through Friday and 56 percent of their time on Saturday to devote to selective traf?c enforcement If, based on an assessment of department priorities additional selective traf?c enforcement capacity is desired, staf?ng levels will need to be adjusted Police headquarters front desk. More staff are deployed to the headquarters front desk than are needed both because staff are assigned to 10-hour shifts (despite the fact that there is no operational reason to do so) and because sergeants are not counted as part of the staf?ng needed to meet minimum staf?ng requirements Assigning front desk staff to 8?hour shifts and requiring sergeants to serve as working supervisors will enable the department to reallocate seven positions I Downtown Operations Unit. The city should consider modifying reimbursement policies to generate more revenue to offset the cost of supporting special events 34 The department is currently reimbursed only an estimated eight percent of the cost of supporting special events (estimated reimbursement of $92,365 out of a total cost of $1,153,798)57 I infrastructure protection. Lead civilian worker positions should be established which will eliminate the need for two sergeants and allow those positions to be reallocated COMMUNITY RELATIONS I The department's commitment of a full-time of?cer to support the Wake Up program should be reassessed While the program is for participants, the number of program sites has decreased from 67 to 21 over the past several years and some of these sites are overseen by precinct staff Students self-select to participate in the program so resources are not targeted to participants who are at risk Discontinuing this program will enable the department to reallocate one of?cer position and allow grants from neighborhood block watch groups currently used to support overtime costs for patrol of?cers and SROs who participate in the program to be redirected PUBLIC AFFAIRS I A commander is not needed to lead the Public Affairs Bureau (this position should be reallocated) The current span of control of the commander is small - a lieutenant and three sergeants - The lieutenant supervises the sergeant who leads the silent witness program and the bureau?s civilian staff The bureau should be led by a lieutenant - This lieutenant would supervise four sergeants (three media relations and one silent witness) and the civilian supervisor position (which should be charged with supervising the public relations. video production, and web detail units) 57 This anatysis assumes that per department policy when barricade expenses are reimbursed, 50 percent of the personnel costs associated with an event are reimbursed. 35 TECHNICAL SERVICES Records I Patrol of?cers should be required to use their MDTs to enter reports thus eliminating the need for PACE transcriptionists Fifty?three positions can be reallocated I Please note that implementing this recommendation will be cumbersome (but not impossible) if the current records management system (RMS) is not improved The current RMS system makes the input of reports directly by of?cers cumbersome and more time consuming than is necessary ideally. if resources are available. the implementation of the recommendation should be coupled with the acquisition of an updated RMS system58 Property Management I investigative sergeants should be held strictly accountable for ensuring detectives release property when it no longer needs to be held While the problem of the timely release of property poses challenges for any police department, increased attention should enabte the department to reallocate half the dedicated staff who focus on this issue Over time, as the current backlog of unreleased property is reduced, one detective and two police aide positions should be reallocated Laboratory Services - Crime Scene Response I The department has devoted a majority (24 of 37 positions) of its crime scene response resources to respond to homicides These homicide crime scene specialists (088) work primarily during day time hours and are on call during evenings, nights, and weekends Workload for CSS assigned to respond to homicides has decreased by 44 percent over the past three years and the majority of calls requiring response occur evenings. nights, and weekends when these 088 must be called in (these 088 are paid for on?call time and overtime when called to a crime scene) 5? Although performing a detailed evaluation of department information systems was not included within the scope of this study, interview ?ndings suggest that the current RMS system has a number of shortcomings and should be improved regardless of whether officers dictate reports to transcriptioni'sts or enter reports directly into the RMS system. 36 The who respond to violent crimes (other than homicides) are scheduled on three shifts and are assigned to provide immediate response to violent crime scenes and other crime scenes as requested The homicide 088 should be integrated into the shift schedule with other 038 - Spreading this expertise across all shifts, seven days a week, will ensure the availability of a CSS with expertise in homicide scenes when a call is received and allow all crime scene specialists the opportunity to work together on crime scenes thereby enhancing their skills I The department should increase the size of the Crime Scene Response Unit by one supervisor and ?ve 088 positions to ensure that crime scene specialists are on duty and available to be deployed to all violent crime scenes Based on an analysis of CSS workload and violent crimes by hour of the day and day of the week, 10 crime scene specialists need to be on duty on day shift, 10 on evening shift, and 6 on night shift To provide seven day coverage and relief, a total of 16 positions should be assigned to day shift, 16 to evening shift. and 10 to night shift - An additional supervisor position is needed to ensure two supervisors are assigned to each shift to provide seven-day, 24-hour supervisory coverage Communications I A seven-step process was used to determine the number of communications operators needed First, the level of service for call taking was determined - An expectation that a call-taker will be available immediately to respond to a call 95 percent of the time? was used Next, the number of calls handled by hour during each hour of the week was calculated Queuing analysis was then used to determine the number of call-taker positions needed to ensure a 95 percent probability that a call-taker will be available to immediately answer a call - At this level of service the average hold time for calls received at the communications center is 1.2 seconds 5" This is a very high level of service as APCO standards state that 95 percent of all 911 calls should be answered within 20 seconds and that 90 percent of calls should be answered within 10 seconds during the busiest hour of the day. 37 Call-takers Needed Without Relief Shifts Sunday Monday Tuesday Wednesday Thursday Friday Saturday Day 7a.m. t03p.Evening Night Next, linear programming was used to determine how to schedule call-takers that ensures that expectations for the number of call-takers needed are met at the lowest cost - This analysis assumes that call-takers will work an 8-hour shift schedule The number of dispatch positions needed on each shift was then determined - Currently 21 dispatch seats are ?lled most of the time (although a range of 21 to 25 are ?lled on the day and evening shifts and a range of 17 to 23 are ?lled on the night shift) . This level of staf?ng is higher than other police departments for two reasons 9 First, the Phoenix Police Department assigns dedicated staff to perform dispatch functions (such as handling high priority calls) that are not assigned to specialized positions in other departments Second, unlike other police departments the Phoenix Police Department does not combine channels during the times of the day when call volume is low - The number of dispatch seats should be adjusted (17 plus two relief positions? are needed on the day and evening shifts and 14 plus two relief positions are needed on the night shift) . To implement this recommendation the following specialized dispatch positions should no longer be staffed 0 Four TAC channels on the day and night shifts 0 Six TAC channels on the evening shift Four relief positions are needed on each shift to provide coverage for breaks and lunch (in addition to relief that should be provided by supervisors) two for call-takers and two for dispatchers. 38 9 Hot Mon channel on the night shift - Even with the recommended adjustment, this number still greatly exceeds the number of dispatch seats ?lled in benchmark departments Number Of Number of Radio Use Of Radio Channels Separate Priority Radio Department Channels Staffed During Radio Channels Staffing Staffed 24- Some Period Channels For Hours A Day Of The Day Priority Calls? Phoenix, AZ 17 23 Yes 2M0urs a day Austin, TX 10 11 Yes When needed Dallas, TX 8 8 I Yes When needed Las Vegas, NV 10 10 Yes When needed Mesa, AZ 6 6 . Yes 24?hours a day San Antonio, TX 7 10 Yes When needed The total number of communications operators (dispatchers and call-takers) needed on each shift was then calculated - The recommendation that communications operators should be assigned to 8-hour shifts (instead of the mix of shift schedules currently employed) was considered in this calculation Finally, a relief factor was applied to ensure staf?ng recommendations account for expected absences . A relief factor of 1.18 was used This relief factor was calculated using information on communications staff absences in ?scal year 2009/2010 This analysis suggests 165 communications operator positions are needed (including both call-taker and dispatch positions) or 72 fewer than the current allocation - This is not surprising given the change in scheduling from a mix of 10-hour and 8-hour shifts to a straight 8~hour shift schedule, the reduction in dispatch seats, and the department's current approach to providing additional positions to cover breaks and lunches Sixteen communications operator supervisor positions are needed - five on each of the three shifts to ensure three supervisors are on duty 24 hours per day and one to serve as training supervisor to oversee training of new communications operators or 11 fewer than the number currently employed 39 I The department should defer its plan to split communications and dispatch into two sites pividingop?erations between the two sites will increase supervisory costs and limit flexrbility in moving staff between call-taking and dispatch responsibilities during periods of peak activity - While the department?s goal of having redundant communications capacity in case of an emergency is commendable, most cities ensure this redundant . capacity is available by either partnering with other agencies or equipping a secondary communications site which is used primarily for training and not staffed on a regular basis I The department should implement plans to discontinue the call-back unit (nine full- time equivalent positions may be reallocated) PROFESSIONAL STANDARDS I At present. the Professional Standards Division is divided into two bureaus professional standards (which includes an inspections group, an investigations group, and a group responsible for the Mayor's security) and employment services (which is primarily responsible for the recruiting and hiring process for new employees) The Professional Standards Bureau is led by a commander and the Employment Services Bureau is led by a lieutenant I While the functions performed by the division are important and require discretion when handling senSitive issues, an assistant chief is not needed to oversee this division indeed, the scope of responsibilities of the assistant chief who leads this division is much narrower than for the department's other assistant chiefs As the following table shows, both the number of work groups and the number of personnel assigned to the division is much lower for the Professional Standards Division than for the other divisions which are led by assistant chiefs Work Division Groups Staf?nL Homeland Security 15 554 Investigations 15 577 Patrol Operations North 6 995 Patrol Operations South 11 1168 Professional Standards 4 62 Technical Services 9 803 in addition, a strong case can be made for reassigning the Employment Services Bureau to a different division since there are few. if any. organizational synergies between this bureau and the Professional Standards Bureau 40 Since a commander has sufficient organizational stature to oversee the Professional Standards Division the assistant chief position should be discontinued - Alternatively. if the commander position lacks the organizational stature to oversee the division the commander position should be discontinued and the assistant chief position retained - Two such senior positions are not needed to lead this division Professional Standards I Assigning responsibility for criminal and administrative investigations involving employees to the same bureau would facilitate efforts to make more effective use of staff Implementing this recommendation will require upgrading the special investigations sergeant position to a lieutenant and the police of?cer positions that serve as investigators to sergeants to ensure parity with professional standards The recommended lieutenant who would oversee the work group responsible for criminal investigations special investigations) should assume a 75 percent caseload (only three staff are currently assigned to the squad) One investigative position can be reallocated (with 25 percent of a position's caseload assumed by the investigators who investigate administrative issues) Professional standards investigators should primarily handle investigations independently (rather than as a member of a two-person team) Assuming conservatively a two-person team continues to be needed one-third of the time, seven positions assigned to the bureau can be reallocated Reallooating these positions will also enable the bureau to free up one lieutenant position for other duties"1 Employment Services While the department has done a good job of reallocating staff from the Employment Services Bureau to re?ect the reduction in the number of sworn of?cers hired, some additional reallocations are possible No change in the number of background investigators is recommended (the productivity of these investigators is higher now than it was in prior years) At this level of staf?ng, one lieutenant will continue to be able to devote half of his or her time to special projects without increasing the ratio of lieutenants to investigators above one to eight. 41 The productivity of polygraph examiners has declined two polygraph positions can be reallocated (assuming the lead polygraph examiner functions as a working supervisor) One of the two secretary ll positions should also be reallocated to re?ect the fact that fewer positions are being supported62 I Contractors should be assigned responsibility for conducting background checks on their employees working in the police department When this recommendation has been implemented one background investigator position can be reallocated I The COPS and Explorer programs should be reassigned from this bureau (a recommended placement for the COPS program will be presented in the forthcoming recommended organizational study) Given the relatively small number of participants in the program (55) and the fact that most of the benchmark departments use volunteer staff to support it, the department's assignment of a full-time employee to support the Explorer program should be reassessed I One of the two sergeant positions assigned to employment services should be reallocated to reflect the small number of personnel and functions overseen (the department may have already implemented this recommendation) OVERALL ORGANIZATIONAL RECOMMENDATIONS I A recommended organizational structure, presented in Exhibit EI was developed based on organizational priorities established and ranked with the assistance of the steering committee Exhibit details which functions should be assigned to each of the key divisions in the recommended structure This structure was developed to group similar functions while leveraging management expertise The ranking of preliminary structures using the organizational priorities suggested that this approach to organizational design would create the most value for the police department I Needless to say. there are numerous Ways to organize the police department and department managers should certainly consider alternative organizational approaches ?2 Please note that this position was not included in the recommended reduction of administrative positions previously discussed. 42 Professional Standards RECOMMENDED ORGANIZATIONAL STRUCTURE Public Safety Manager/ Police Chief Commander Administrative Investigations Criminal Investigations Homeland Security Intelligence and Analysis Assistant Chief Airport 0 Transit Intelligence and Terrorism Analysis and Research Legal Services Inspection And Policy Services City Manager Liai30n Outreach Services Executive Assistant Chief Assistant Chief Patrol Operations - South Patrol Operations - North Assistant Chief 3: Downtown Operations Maryvale Precinct And Patrol Support South Mountain Precinct . Estrella Mountain Precinct Traffic Central City Precinct And - Cactus Park Precinct Black Mountain Precinct - Desert Horizon Precinct Squaw Peak Precinct - Tactical Response And Suppon Exhibit lnves?ga?ons Assistant Chief Support Services Director Family Investigations Property Crimes And Investigative Support Violent Crimes Proactive Investigations Fiscal Management And General Support Training Employment Services Records Information Technology Laboratory Services Evidence Management Centralized Booking Communications Division/Of?ce Homeland. Intelligence And Analysis Professional Standards Office Of The Chief Patrol Operations - South Bureau Unit Airport (3) Transit Intelligence, Terrorism And Analysis Intelligence Terrorism Analysis and Research Administrative Investigations Criminal Investigations Legal Services Inspection And Policy Services City Manager Liaison Outreach Services Central City Precinct And DOU Central City Downtown Operations Maryvale And Patrol Maryvale Precinct Support Specialized Enforcement South Mountain Precinct Estrella Mountain Traf?c Exhibit Page 1 of 3 RECOMMENDED FUNCTIONS BY DIVISION, BUREAU, AND UNIT Func?on Criminal Intelligence Watch Center Joint Terrorism Task Force Terrorism Liaison Signi?cant Events And Planning Threat Mitigation Crime Analysis Operational Analysis Crime Reporting Administrative Reporting Strategic Management Inspec?ons Policy Incident Review Media Relations Silent Vthess Citywide Program Coordination (Crime Free Multi-H0using. Abatement, CPTED, SAFEBIX, SRO. GREAT, Phoenix Neighborhood Patrol. Block Watch, COPS) Community Relations Patrol First Responders NET Squads Community Action Of?cers Abatement (Local) Liquor Enforcement (Local) Patrol First Responders Parking Enforcement Infrastructure Protection Police Front Information Desk Municipal Court Security Mayor's Security Municipal Court Graf?ti Enforcement DUI Support Commercial Vehicle Inspections Traf?c Enforcement Vehicular Crimes Traf?c Safety Education Division/Of?ce Patrol Operations - North Investigations Support Services Bureau Cactus Park Precinct Black Mountain Precinct Desert Horizon Precinct Squaw Peak Precinct Tactical Response And Support Family Investigations Preperty Crimes And Investigative Support Violent Crimes Proactive Investigations Fiscal Management And General Support Unit Air Support Special Assignment Unit Other Tactical Support Fugitive Apprehension Domestic Violence Crimes Against Children Adult Sex Crimes Property Investigations Technical Investigations Investigative Support Assaults/Night Detectives Homicide Robbery Long-Term Investigations(c) Major Offender Investigations Gang Investigations Street Level Investigations Fiscal Management Exhibit RECOMMENDED FUNCTIONS BY DIVISION, BUREAU, AND UNIT Page 2 of 3 Function Bomb Canine Specialty Vehicle Dive Fugitive Apprehension Fugitive Extradiction Warrant Interdiction ICAT Domestic Violence Missing Persons Crimes Against Children Internet Crimes Against Children Adult Sex Crimes Sex Offender Noti?cation Document Crimes Auto Theft Vehicle Task Force Pawn Shop Metal Theft Court Liaison Computer Forensics Technical Surveillance Assaults Night Detectives Career Criminal Conspiracy HIKE HIDTA Coordination Vice/Liquor DEA Task Force FBI Violent Gang Street Task Force Bias Investigations Repeat Offender Special Projects (Property Crimes} IMPACT Night Gang Enforcement Day Gang Enforcement Criminal Syndicate Street Crimes Street Drug Investigations Budget Grants Management Accounting Inter-Government Agreement Compliance Billing Exhibit Page 3 of 3 RECOMMENDED FUNCTIONS BY DIVISION, BUREAU, AND UNIT Division/Of?ce Bureau Training Employment Services Information Technology Records Laboratory Services Evidence Management Centralized Booking Communications No change from existing structure is recommended. Same tunctions as for Central City Precinct Two lieutenants will oversee these functions. Unit Personnel Support Facilities Public Affairs Function Purchasing and Contracting Financial Management Personnel Management And Support Payroll Safety Support and Compliance Facilities Construction Video Production Web Support Public Relations Photography Training Academy Firearms and Tactical Training Hiring Background Investigations Recruiting Records and Identi?cation Report Entry Vehicle Impound Alarms Public Records The recommended structure however presents the consultants? perspective on What level of staf?ng is needed to effectively oversee department operations Exhibit presents the number of management staff (assistant chiefs, commanders, civilian directors, lieutenants, and civilian managers) needed to implement the recommended structure As the following table shows, the recommended level of management staf?ng is somewhat lower than current staf?ng levels Position Current Recommended Addition/(Reduction) Chief 1 1 0 Assistant Chief 6 4 (2) Civilian Director 0 1 1 Commander 23 20 (3) Lieutenant 91 83 (8) Civilian Mmer 4 8 4 Total 125 1 17 (8) CIVILIANIZATION ANALYSIS in general. civilians should ?ll police department positions unless an af?rmative case can be made that sworn of?cers are needed. One of the primary reasons for this is that the cost of employing sworn of?cers is much higher than the cost of employing civilians. in addition, the recruit and in-service training sworn officers receive is much more extensive than the training civilian employees receive. A systematic framework was used to determine which functions currently performed by sworn of?cers could effectively be handled by civilians. Positions were ?rst assessed to determine whether an unambiguous case could be made for having sworn of?cers perform the function (for example, because the position requires the law enforcement powers of a sworn of?cer, or because the skills, training, and experience of a sworn of?cer are needed to effectively perform the job duties). If an unambiguous case for assigning the function to a sworn officer could not be made. an additional assessment was made to determine whether the bene?ts of assigning a sworn of?cer to perform the duty outweighed the costs (for example, because the credibility of an of?cer was helpful in performing the function, a police of?cer's operational knowledge and expertise facilitated performing the function effectively, or because assigning the function to a sworn of?cer facilitated ieadership deveiOpment). If the bene?ts of assigning a sworn of?cer to perform the function did not appear to outweigh the costs civilianizing the position was recommended. 43 RECOMMENDED MANAGEMENT STAFFING BY DIVISION AND BUREAU Homeland, Intelligence And Analysis Airport Transit Intelligence And Terrorism Analysis And Research Professional Standards Administrative Investigations Criminal Investigations (Employees) Of?ce Of The Chief Legal Services(c) Inspection And Policy Services(d) City Manager Liaison Outreach Services Patrol Operations - South Central City And Downtown Operations Maryvale Precinct And Patrol Support South Mountain Precinct Estrella Mountain Traf?c Patrol Operations - North Cactus Park Precinct Black Mountain Precinct Desert Horizon Precinct Squaw Peak Precinct Tactical Response And Support Investigations Family Investigations Property Crimes And Investigative Support Violent Crimes Proactive Investigations Support Services Fiscal Management And General Support Training Employment Services Records Information Technology Laboratory Services Evidence Management Centralized Booking Communications Total Comparable to an Assistant Chief position. Comparable to a Commander. Assistant Chief 1 Commander I I 20 Lieutenant NM #0303070) eyebrow-xi (31000000 84 Civilian Director When the current incumbent retires a representative of the City Attorney's Office should oversee this unit. The Commander would also serve as Chief of Staff. Exhibit Civilian Manager Application of the civilianization analysis framework suggests that 38 positions currently assigned to sworn of?cers can be effectively assigned to civilians. As Exhibit shows, there are a number of incumbents for many of these positions: Division/Bureau Work Group Position Administrative Services Employee Assistance Of?cer Administrative Services Employee Assistance Sergeant Administrative Services Vehicle Impound Sergeant Administrative Services Vehicle Impound Of?cer? Airport Admin Sergeant Airport Admin Of?cer Communications Admin Commander Community Relations CFMH Of?cer Community Relations Community Programs - Block Of?cer Watch Community Relations Community Programs Wake Detective Up Community Relations CPTED Of?cer Community Relations Graf?ti Detective Community Relations PNP Of?cer Community Relations Safe Biz Network Of?cer Crime Analysis and Research Crime Analysis Sergeant Crime Analysis and Research Crime Analysis Of?cer Drug Enforcement Admin Sergeant Drug Enforcement Admin Of?cer Drug Enforcement Building Coordinator Sergeant Investigations Drug Enforcement - Building Coordinator Of?cer investigations 53 Two positions should be maintained as sworn and four positions should be ctvilianized. 44 NUMBER OF POSITIONS THAT ARE CANDIDATES FOR CIVILIANIZATION Bureau Administrative Services Administrative Services Administrative Services Administrative Services Airport Airport Communications Community Relations Community Relations Community Relations Community Relations Community Relations Community Relations Community Relations Crime Analysis and Research Crime Analysis and Research Drug Enforcement Drug Enforcement Drug Enforcement - Investigations Drug Enforcement - Investigations Employment Services Fiscal Management Laboratory Services Patrol Patrol Patrol Precincts Patrol Precincts Professional Standards Public Affairs Public Affairs Tactical Support Tactical Support Tactical Support Technical Services Traffic Traffic Enforcement Support Traffic Enforcement Support Violent Crimes Total Positions Work Group Employee Assistance Employee Assistance Vehicle impound Vehicle Impound Admin Admin Admin CFMH Community Programs - Block Watch Community Programs - Wake Up CPTED Graffiti PNP Safe Biz Network Crime Analysis Crime Analysis Admin Admin Building Coordinator Building Coordinator Admin FacM?es Admin Centralized Booking Centralized Booking Admin Training Coordinator Admin Silent Witness Web Detail Air Support Admin Admin Admin infrastructure Protection - Security Traffic Hotline Training Coordinator Admin Position Sergeant Officer Sergeant Officer (3) Sergeant Officer Commander Officer Officer Detective Officer Detective Officer Officer Sergeant Officer Officer Sergeant Sergeant Officer Lieutenant Officer Commander Sergeant Officer Sergeant Officer Sergeant Officer Officer Officer - Pilot Sergeant Officer Assistant Chief Sergeant Officer Officer Sergeant Two of the six positions assigned to this function should continue to be sworn. This number reflects the recommended decrease in unit sworn staffing and is based on one half of the remaining officer positions being replaced with civilian pilots. Exhibit Number of Positions 106 Bureau Patrol Homeland Security SUMMARY OF STAFFING IMPLICATIONS EIGHT-HOUR SHIFT OPTION Unit Patrol Precincts Patrol Precincts Tactical Support! Air Support Tactical Support! Specialty Vehicles SAU Duty Command Walking Beats Walking Beats Curfew Center Targeted Enforcement Community Relations Public Affairs Homeland Defense Traf?c Traf?c Traf?c Function Community Action Outreach Patrol Helicopter Squad Fixed Wing Squad Driver Warrant Squad Squad Staf?ng Commander Central City South Mountain Center Staf?ng Party Crew Wake Up Program Administration Bomb Squad Crash Response Front Desk infrastructure Protection Assistant Chief Recommended Addition/(Reduction) Commander (2) (1) Lieutenant Sergeant (15) (1) (1) (2) (1) (3) (2) Of?cer (15) (8) (433) (9) (2) (3) (3) (11) (13) (16) (8) (1) (5) (18) (7) Civilian Total (15) (2) 9 2 (8) (443(2) (14) (18) (2) (9) (1) (1) (5) (12) (7) 0 Exhibit Page 1 of 3 Bureau Investigations SUMMARY OF STAFFING IMPLICATIONS - EIGHT-HOUR SHIFT OPTION Recommended Addition/(Reduction) Unit Family Investigations Family Investigations Family Investigations Family Investigations Prone?y Investigations Property Investigations Property Investigations Investigations Violent Crime Investigations Violent Crime Investigations Violent Crime Investigations Violent Crime investigations Violent Crime Investigations Function Adult Sex Crimes Child Crimes Domestic \?olenoe Missing Persons Administration Investigative Support Auto Theft Document Crimes Property Crimes VCB Desk Night Detectives Assaults Homicide Robbery Assistant Chief (1) Commander Lieutenant Sergeant (1) (2) (2) (2) (4) Of?cer CZ) (2) (5) (11) 13 Civilian Total (1) CZ) (1) 7 (2) (1) (8) (9) (13) (4) 14 Exhibit Page 2 of 3 Bureau Technical Services Professional Standards [Total SUMMARY OF STAFFING IMPLICATIONS EIGHT-HOUR SHIFT OPTION Recommended Addition/(Reduction) Unit Records and identi?cation Property Management Communications Communications Laboratory Administration Special Investigations Investigations Employment Services Employment Services Employment Services Employment Services Employment Services . Assistant . Function Chief Commander Lieutenant PACE Transcription Property Release Cailtaking and Dispatch Shift Supewision Crime Scene Response (1) Criminal investigations 1 Civil/Disciplinary (1) investigations Polygraphy Administration Operations Contractor Background Investigations Explorer Program (1) (3) (1) Sergeant Of?cer Civilian Total (53) (1) (2) (72) (11) 6 2 (3) (5) (2) (2) (1) (1) (1) (1) (38) (544) (1 27) (53) (3) (7 2) (11) 6 (1) (8) (2) (1) (1) (1) (1) (714) The number of positions available to be realtocated does not include positions that are part of the analysis of administrative services because the department needs to complete further analysis in this area. Exhibit Page 3 of 3 Bureau Patrol Homeland Security SUMMARY OF STAFFING IMPLICATIONS TEN-HOUR SHIFT OPTION Unit Patrol Precincts Patrol Precincts Tactical Support! Air Support Tactical Support! Specialty Vehicles SAU Duty Command Walking Beats Walking Beats Curfew Center Targeted Enforcement Community Relations Public Affairs Homeland Defense Traf?c Traf?c Traf?c Assistant Function Chief Community Action Outreach Patrol Helicopter Squad Fixed Wing Squad Driver Warrant Squad Squad Staf?ng Commander (2) Central City South Mountain Center Staf?ng Party Crew Wake Up Program Administration (1) Bomb Squad Crash Response Front Desk Infrastructure Protection Commander Recommended Addition/(Reduction) Lieutenant Sergeant Of?cer (15) (8) (3) (368(1) (13) (2) (16) (1) (8) (1) (5) (3) (13) (7) (2) Civilian Total (3) (15) (8) (376(7) Exhibit Page 1 of 3 Bureau Investigations SUMMARY OF STAFFING IMPLICATIONS TEN-HOUR SHIFT OPTION Recommended Addition/(Reduction) Unit Family Investigations Family Investigations Family Investigations Family Investigations Property Investigations Property Investigations Property Investigations Property Investigations Property Investigations Violent Crime Investigations \?olent Crime Investigations Violent Crime Investigations Violent Crime Investigations Violent Crime Investigations Function Adult Sex Crimes Child Crimes Domestic \?olence Missing Persons Administration Investigative Support Auto Theft Document Crimes Property Crimes VCB Desk Night Detectives Assaults Homicide Robbery Assistant Chief Commander Lieutenant (1) Sergeant (1) (2) (2) (2) (4) Of?cer (2) (2) (5) (7) (11) 13 Civilian Total (Exhibit Page 2 of 3 Bureau Technicai Services Professional Standards Total SUMMARY OF STAFFING IMPLICATIONS TEN-HOUR SHIFT OPTION Recommended Addition/(Reduction) Unit Records and Identi?cation Property Management Communications Communications Laboratory Administration Special Investigations Investigations Em pioyment Services Employment Services Employment Services Employment Services Employment Services Total Function PACE Transcription Property Release Calltaking and Dispatch Shift Supervision Crime Scene Response Criminal Investigations Civil/Disciplinary Investigations Polygraphy Administration Operations Contractor Background Investigations Explorer Program Assistant Chief Commander (1) (1) (1) (3) (1) Lieutenant Sergeant (5) (1) (31) Exhibit Page 3 of 3 Of?cer Civilian Total (53) (53) (1) (2) (3) (72) (72) (11) (11) 6 6 (1) (3) (2) (8) (2) (2) (1) (1) (1) (1) (1) (1) (1) (479) (127) (642) The number of positions available to be realloe-ated does not include positions that are part of the analysis of A44adrninistrative services because the department needs to compiete further analysis in this area. Division/Bureau Work Group Position Employment Services Admin Lieutenant Fiscal Management Facilities Of?cer Laboratory Services Admin Commander Patrol Centralized Booking Sergeant Patrol Centralized Booking Of?cer Patrol Precincts Admin Sergeant Patrol Precincts Training Coordinator Of?cer Professional Standards Admin Sergeant Public Affairs Silent Witness Of?cer Public Affairs Web Detail Of?cer Tactical Support Air Support Of?cer - Pilot Tactical Support Admin Sergeant Tactical Support Admin Of?cer Technical Services Admin Assistant Chief Traffic Infrastructure Protection- Sergeant Security Traffic Enforcement Support Traf?c Hotline Of?cer Traf?c Enforcement Support Training Coordinator Of?cer Violent Crimes Admin Sergeant Please note that civilians should replace sworn positions over time as the number of sworn officers employed by the department is reduced through attrition. -- PRIVATIZATION ANALYSIS in some instances, private ?rms may be able to provide services at a lower cost than the Phoenix Police Department regardless of how well the department manages its operations. One cannot assume. however. that private providers will necessarily be more ef?cient because governments have a built-in cost advantage that gives them a 45 signi?cant edge over their private sector ?competition.?e4 indeed, the only way to know for sure whether private ?rms can provide services more cost-effectively than a government is to put the service out to bid (which is an expensive and time consuming process). However, even if a service shown that outsourcing saves money. a rational government might choose not to outsource the service if the costs and risks associated with outsourcing exceed the bene?ts. It is prudent therefore, to make a qualitative assessment of the potential bene?ts of privatization, and then to weigh those potential bene?ts against, privatization?s costs and risks, before incurring the costs of putting a service out to bid. A systematic assessment was conducted to determine for which department functions and activities investing the time and resources needed to solicit outside bids appeared prudent.?5 This analysis was undertaken in three steps: I Assess the potential bene?ts of privatization I Assess the costs and risks of privatization I Weigh the costs and risks of privatization against the potential benefits The results of the privatization analysis suggests the following functions are candidates for privatization and should be put out to bid to determine whether privatization or continued in-house service provision is more cost effective: I Support the processing of initial license applications I Enforce parking regulations in the downtown area I Provide traf?c and security support for events at downtown and other venues I Provide security for the Mayor I Monitor alarms in city-owned buildings I Provide security and fare enforcement services on the city?s transit system I Provide ?xed post security at selected transit locations I Provide communications and dispatch services that support police operations 5? Governments pay no taxes, have no marketing or sales expenses, have no shareholders who expect to earn a pro?t, and are able to take advantage of tax exempt ?nancing. These costs can easily exceed one-third of a private ?rms expenditures. ?5 Please note that just because the department soiicits bids to perform a function or activity does not mean the department will necessarily outsource the service. On the contrary, soliciting bids will provide the department with the information it needs to precisely calculate the bene?ts of outsourcing the service. Even if savings are possible. however, the costs and risks of privatization may exceed those savings. 46 Provide accounting services that support the police department Provide purchasing and contract management services that support the police department Provide payroll services that support the police department Bill outside customers for services provided by the police department Support the construction of new police department facilities Coordinate the maintenance of police department facilities Provide information technology support for the police department Conduct polygraph examinations to support the hiring of new employees and volunteer/reserve programs Conduct polygraph examinations to support investigations Manage personnel records and processes Provide employee assistance services Respond and transport fugitives ofjustice from otherjurisdictions Transport prisoners/arrestees to county jail Transport prisoners from the M800 jail facilities to the Phoenix Municipal court Produce and distribute videos Manage the department's website Maintain and provide access to department records Enter reports into the PACE system Transcribe reports I - SHARED SERVICES ANALYSIS There are a number of reasons why it might be bene?cial for the department to collaborate with other city departments (or with other jurisdictions) to provide services. The potential bene?ts of such collaborations include: I Taking advantage of economies of scale where capital costs are high I Lowering the costs of goods and services by taking advantage of volume purchase discounts 47 Reducing overall exposure and liability by pooling risks Leveraging expertise across the city, the schools. and other area communities Reducing the costs of addressing intermittent and seasonal service needs by coordinating service delivery efforts The results of a systematic assessment of these potential bene?ts suggest the following functions are candidates for service in collaboration with the city government: Provide purchasing and contract management services that support the police department (some components are currently shared with the city) Bill outside customers for services provided by the police department Provide workplace safety and compliance services that support the police department (currently provided with the city) Support the construction of new police department facilities Coordinate the maintenance cf poiice department facilities (some components are currently shared with the city) Provide information technology support for the police department Conduct background investigations (the police department could provide for the city) Conduct polygraph examinations (the police department could provide for the city) Provide employee assistance services Investigate allegations of criminal misconduct by police department. ?re department, and other city employees Produce and distribute videos Maintain the poiice department's website Coordinate the police department?s charitable initiatives 48 STAFFING The number of positions available to be reallocated will vary depending on whether patrol ?rst responders are deployed on 8~hour, 10~hour. or 13-hour shifts. If patrol ?rst responders are deployed using an 8-hour shift 714 positions will be available for reallocation (Exhibit if patrol ?rst responders are deployed using a 10-hour shift 642 positions will be available for reallocation (Exhibit J), and if patrol first responders are deployed using a 13-hour shift 587 positions will be available for reallocation (Exhibit K). IMPLEMENTATION The plan for implementing the study recommendations should have three parts: I First, study recommendations that can be implemented relatively quickly should be identi?ed and a plan for implementing these recommendations developed A preliminary list of the study issues that can be implemented quickly include: Confirm with the city human resources department when providing limited duty assignments for individuals who are not injured while on the job is appropriate Adjust air support schedules and require sergeants to serve as working supervisors Redeploy staff assigned to drive specialty vehicles on a full-time basis and assign staff to perform this function on a collateral basis Reduce staff performing crime-free multi-housing, community programs, and abatement responsibilities in each precinct from three to two positions Discontinue deploying CAOs in two-person teams and limit the time they devote to responding to calls-for-service Discontinue the Special Assignment Unit (SAU) dedicated to serving warrants and redeploy staff I Assign SAU staff to work 8-hour shifts Redeploy two duty commander positions and assign this responsibility to on- call commanders 6? The number of positions available to be reallocated does not include positions that are part of the analysis of administrative services because the department needs to complete further analysis in this area. 49 Exhibit! Page 1 of 3 SUMMARY OF STAFFING IMPLICATIONS - EIGHT-HOUR SHIFT OPTION Recommended Addition/(Reduction) Assistant Chief Patrol Patrol Preci Community Action (1 5) (15) Outreach (8) (8) Patrol Precincts Patrol (15) (433) (448) Tactical Support! Air Support Bureau Unit Function Commander Lieutenant Sergeant Of?cer Civilian Total Helicopter Squad 1 (9) (8) Fixed Vl?ng Squad (2) (2) Tactiml Support/ Specialty Vehicles SAU Warrant Squad (1) (8) (9) Squad Staf?ng (11) (11) Duty Command Commander (2) (2) Walking Beats Central City (1) (13) (14) Walking Beats South Mountain (2) (16) (18) Curfew Center Center Staf?ng (2) (2) Targeted Enforcement Party Crew (1) (8) (9) Community Relations Wake Up Program (1) (1) Public Affairs Administration (1) (1) Driver (3) (3) Homeland Security Homeland Defense Bomb Squad (5) (5) Traf?c Crash Response (3) (18) 9 (12) Traf?c Front Desk (7) (7) Traf?c Protection (2) 2 0 Bureau Investigations SUMMARY OF STAFFING IMPLICATIONS EIGHT-HOUR SHIFT OPTION Unit Family Investigations Family Investigations Family Investigations Famiy Investigations Property Investigations Property Investigations Property Investigations Vioient Crime Investigations Violent Crime investigations Violent Crime Investigations Violent Crime Investigations Violent Crime investigations Function Adult Sex Crimes Child Crimes Domestic Violence Missing Persons Administration Investigative Support Auto Theft Document Crimes Property Crimes VCB Desk Night Detectives Assaults Homicide Robbery Recommended Addition/(Reduction) Assistant Chief (1) Commander Lieutenant Sergeant (1) (2) (2) (2) (4) Of?cer (2) (2) (5) (1) (11) 13 Civilian Total (Exhibit Page 2 of 3 Bureau Technical Senlices Professional Standards Total SUMMARY OF STAFFING IMPLICATIONS - EIGHT-HOUR SHIFT OPTION Unit Records and Identi?cation Property Management Communications Communications Laboratory Administration Special Investigations Investigations Employment Services Employment Services Employment Services Employment Services Employment Services Function PACE Transcription Property Release Calltaklng and Dispatch Shift Supervision Crime Scene Response Criminal Investigations Civil/Disciplinary Investigations Polygraphy Administration Operations Contractor Background Investigations Eprorer Program Exhibit I Page 3 of 3 Recommended Addition/(Reduction) Assistant Chief Commander Lieutenant Sergeant (1) (1) (1) (3) (1) (5) (1) (38) Of?cer Civilian Total (8) (53) (53) (1) (2) (3) (7 2) (72) (11) (11) 6 6 (1) (3) (2) (8) (2) (2) (1) (1) (1) (1) (1) (1) (1) (544) (127) (714) The number of positions available to be reallocated does not Include positions that are part of the analysis of administrative services because the department needs to complete further analysis in this area. ExhibitJ Page 1 of 3 SUMMARY OF STAFFING TEN-HOUR SHIFT OPTION Recommended Addition/(Reduction) Assistant Chief Patrol Patrol Precincts Community Action (15) (15) Outreach (8) (8) Patrol Precincts Patrol (8) (368) (376) Tactical Suppor? Hetioopter Squad 1 (9) (8) Air Support Fixed Wing Squad (2) (2) Tactical Support] Driver Specialty Vehicles (3) (3) Bureau Unit Function Commander Lieutenant Sergeant Of?cer Civilian Total SAU Warrant Squad (1) (8) (9) Squad Staf?ng (11) (11) Duty Command Commander (2) (2) Walking Beats Central City (1) (13) (14) Walking Beats South Mountain (2) (16) (18) Curfew Center Center Staf?ng (2) (2) Ta eted Party Crew agreement (1) (3) (9) Community Wake Up Program (1) (1) Reiations Pubiic Affairs Administration (1) (1) Homeland Security Homeland Defense Bomb Squad (5) (5) Traf?c Crash Response (3) (18) 9 (12) Traffic Front Desk (7) (7) Traf?c Infrastructure Protection (2) 2 0 Bureau Investigations SUMMARY OF STAFFING IMPLICATIONS - TEN-HOUR SHIFT OPTION Unit Family Investigations Family Investigations Family Investigations Family Investigations Property Investigations Property Investigations Property Investigations Property Investigations Property Investigations Violent Crime Investigations Violent Crime Investigations Violent Crime Investigations Violent Crime Investigations Violent Crime Investigations Function Adult Sex Crimes Child Crimes Domestic Violence Missing Persons Administration Investigative Support Auto Theft Document Crimes Property Crimes VCB Desk Night Detectives Assaults Homicide Robbery Recommended Addition/(Reduction) Assistant Chief Commander (1) Lieutenant Sergeant (2) (2) (2) (4) Of?cer (2) (2) (5) (7) (11) 13 Civilian Total (1) (2) (1) 7 (1) 03) 03) (13) (4) 14 Exhibit] Page 2 of 3 Bureau Technical Services Professional Standards Total SUMMARY OF STAFFING IMPLICATIONS TEN-HOUR SHIFT OPTION Recommended Addition/(Reduction) 1 Unit Records and Identi?cation Property Management Communications Communications Laboratory Administration Special Investigations Investigations Employment Services Employment Services Employment Services Employment Services Employment Services Total Function PACE Transcription PrOperty Release Calltaking and Dispatch Shift Supervision Crime Scene Response Criminal Investigations Civil/Disciplinary investigations Polygraphy Administration Operations Contractor Background Investigations Explorer Program Assistant Chief Commander (1) (1) (1) (3) (1) Lieutenant Sergeant (5) (1) (31) Exhibit Page 3 of 3 Of?cer Civilian Total (53) (53) (1) (3) (72) (72) (1 1) (11) 6 6 (1) (3) (2) (8) (2) (2) (1) (1) (1) (1) (1) (1) (1) (479) (127) (642) The number of positions available to be realtocated does not include positions that are part of the analysis of A44administrative services because the department needs to compiete further analysis in this area. Bureau Patrol Homeland Security SUMMARY OF STAFFING - OPTION Recommended Addition/(Reduction) Of?cer Unit Patrol Precincts Patrol Precincts Tactical Support! Air Support Tactical Support! Specialty Vehicles SAU Duty Command Walking Beats Walking Beats Curfew Center Targeted Enforcement Community Relations Public Affairs Homeland Defense Traf?c Traf?c Traf?c Function Community Action Outreach Patrol Helicopter Squad Fixed Wing Squad Driver Warrant Squad Squad Staf?ng Commander Central City South Mountain Center Staf?ng Party Crew Wake Up Program Administration Bomb Squad Crash Response Front Desk infrastructure Protection Assistant Chief Commander Lieutenant (2) (1) Sergeant (3) (1) (1) (2) (1) (3) (2) (15) (8) (318) (9) (2) (3) (8) 1) (13) (16) (8) (1) (5) (18) (7) Civilian (2) Exhibit Page 1 of 3 Total (8) (15) (8) (321(2) (14) (18) (2) (9) (1) (1) (5) (12) (7) Bureau Investigations SUMMARY OF STAFFING IMPLICATIONS -- THIRTEEN-HOUR SHIFT OPTION Recommended Addition/(Reduction) Unit Family Investigations Family Investigations Family Investigations Family Investigations Property investigations Property Investigations Property Investigations Property Investigations Property investigations \?olent Crime InvestigatiOns Violent Crime Investigations Wolent Crime Investigations Violent Crime Investigations Woient Crime Investigations Assistant Commander Function Chief Adult Sex Crimes Child Crimes Domestic Violence Missing Persons Administration (1) Investigative Support Auto Theft Document Crimes Property Crimes VCB Desk Night Detectives Assaults Homicide Robbery Lieutenant Sergeant Of?cer (1) (2) (2) (2) (4) (2) (2) (5) (7) (11) 13 Civilian (1) Exhibit Page 2 of 3 Total (2) 7 (2) (8) (9) (13) (4) 14 Bureau Technical Services Professional Standards Total SUMMARY OF STAFFING - SHIFT OPTION Unit Records and identi?cation mem Management Communications Communications Laboratory Administration Special investigations Investigations Employment Services Employment Services Employment Services Employment Services Employment Services Function PACE Transcription Property Release Calltaking and Dispatch Shift Supervision Crime Scene Response Criminal Investigations Civil/Disciplinary investigations Polygraphy Administration Operations Contractor Background investigations Explorer Program Assistant Chief (1) (1) Recommended Addition/(Reduction) Commander (1) (1) Lieutenant Sergeant Of?cer (1) (26) Civilian (53) (1) (2) (72) (11) 6 (3) GD (2) (1) (1) (1) (429) (127) Exhibit Page 3 of 3 Total (53) (3) (72) (11) 6 (1) 0 (3) (2) (1) (1) (1) (587) The number of positions available to be reallocated does not include positions that are part of the analysis of administrative services because the department needs to complete further analysis in this area. - Reassess staf?ng of the curfew centers - Reassess staf?ng of the Targeted Enforcement Unit and redeploy staff as appropriate - Combine the North and South property crimes units - Discontinue Violent Crimes Bureau desk sergeant role and assign to night detective sergeants - Make more extensive use of night detectives to reduce call-outs and assign night detectives to work 8-hour shifts - Adjust full-time bomb squad staf?ng and place greater reliance on trained collateral staff to respond to bomb incidents I Assign front desk staff to 8-hour shifts and require sergeants to serve as working supervisors I Establish lead civilian worker positions in the Infrastructure Protection Unit - Reassess commitment to assigning full-time of?cer to the Wake Up program and reallocate one of?cer - Assign a lieutenant to lead the Public Affairs Bureau and reassign the commander who currently leads the bureau - Assign all communications operators and supervisors to an 8-hour shift and begin to reduce staff through attrition - Reassign the assistant chief assigned to lead the Professional Standards Division and assign a commander to lead the division - Have professional standards staff handie investigations independently (rather than as a member of a two?person team) Decrease staf?ng of the Employment Services Bureau to re?ect reductions in workload reallocate two polygraph examiner positions and assign the lead polygraph examiner to serve as a working supervisor; reallocate one sergeant position; and reallocate one secretary ll position) - Reassess commitment to assigning a full-time of?cer to coordinate the Explorer program After reviewing and con?rming this list. department leaders should specify who should be responsible for implementing each recommendation and specify the time for completing implementation I Second. a plan for implementing the remaining study recommendations should be developed 50 For each recommendation, the management, cultural. operational, procedural and (as appropriate human resource) 7 issues that must be addressed as part of the implementation effort should be identi?ed - In some cases. department leaders and staff can de?ne the steps needed to support implementation based on their current knowledge of the department - In other cases, a better understanding of the issues that need to be addressed may be needed before speci?c implementation plans and strategies can be developed . Where surveys, focus groups, data collection, and/or analysis are needed to develop a strategy for addressing a speci?c issue the implementation plan should specify these activities explicitly This plan should identify the individual or individuals responsible for implementation and the timeframe for implementation (that is, the timeframe for beginning the implementation effort and when the implementation should be completed) Many departments have found it helpful to establish an overall task force that is responsible for overseeing the implementation of all accepted study recommendations and to establish other task fofces responsible for helping to coordinate implementation efforts for recommendations in speci?c areas I Third, a plan for redirecting excess resources (after accounting for staf?ng reductions needed to bring public safety funds into balance) must be developed In developing this plan, care must be taken to ensure that resources redirected to enhancing services in the short term remain available to support growth in the long term For example, the plan should recognize that resources redirected to specialty assignments may be dif?cult to reassign to support growth in the future - On the other hand, resources redirected to patrol activities can be redirected to support growth relatively quickly (for example, patrol of?cers focusing on proactive initiatives could be redirected to serving as ?rst responders to calls- for-service) I Because the components of this plan must be integrated - as excess capacity associated with implementing the study recommendations is created these resources should be redirected to more productive use - the overall implementation plan cannot be developed until a systematic plan for using excess capacity has been developed 87 A preliminary review of the memoranda of understanding with labor groups suggests that no negotiation will be required to implement the core study recommendations. 51 This plan should be structured to maximize the value for the city and department from reallocating resources As a first step in this process the relative value (or utility) created by improving various aspects of police department services should be assessed Doing so in a police department is not straightforward because the department provides such a wide range of services For example, the bene?ts of improving response time must be weighed against the bene?ts of solving more burglaries To systematically make such assessments a common measure of value (or utility) must be developed A range of survey tools (including a market research tool known as "conjoint can be used to determine how utility increases (or declines) as services are enhanced or reduced Once the utility associated with improving (or reducing) services across the range of police department services has been de?ned a rigorous approach to reallocating resources can be developed The cost of improving services in a given area can be compared to the utility that will be created Resources should be allocated ?rst to the areas where the cost per unit of improved utility is lowest For some functions, such as patrol response times and investigative success. the analysis presented in this report can be used to estimate the costs associated with improving performance For other functions, for example proactive initiatives focused on reducing crime, department managers would need to rely on their experience in estimating how performance would improve if additional resources were allocated in a given area 9 it should be noted that through this process, department managers would be put ?on record" about the results expected to be achieved from allocating additional resources to a function 9 If expected results are not achieved, the resources could be reallocated to other uses 6? Conjoint analysis is a statistical tool that market researchers have used for more than 35 years to help private sector companies understand how to develop products and services that are valued by customers. In this context. conjoint analysis can be used to determine how department managers and stakeholders value the various ?services? provided by the police department and to determine within selected service categories which services are the most important. 52 - From a theoretical perspective, this allocation process would continue until the marginal utility associated with each additional reallocation of resources is the same for all units 53