Management and Operations Study of the
Police Department
CITY OF SPRINGDALE, ARKANSAS
FINAL REPORT
201 San Antonio Circle, Suite 148
Mountain View, CA 94040
650.858.0507
August 28, 2012
TABLE OF CONTENTS
August 28, 2012
1 EXECUTIVE SUMMARY
1
2 OVERVIEW OF GENERAL FUNCTIONS AND MANAGEMENT OF THE
POLICE DEPARTMENT
3
3 EVALUATION OF THE PATROL DIVISION
19
4 EVALUATION OF THE CRIMINAL INVESTIGATIONS DIVISION
65
5 EVALUATION OF THE SERVICES DIVISION
72
6 EVALUATION OF THE ADMINISTRATIVE DIVISION
78
APPENDIX A – PROFILE OF THE POLICE DEPARTMENT
86
APPENDIX B – SUMMARY OF THE EMPLOYEE SURVEY
101
CITY OF SPRINGDALE, ARKANSAS
Management and Operations Study of the Police Department
1. EXECUTIVE SUMMARY
In March 2012 the Matrix Consulting Group began the project to evaluate the
Springdale Police Department and the Fire Department (evaluated in a separate report).
Introductory meetings and most of the interviews, data collection, employee surveys
and analysis was conducted from March through May 2012.
The project team conducted interviews of over 40 members of the Department
and collected data relevant to this study to analyze the major service areas and
Department tasks. In this report recommendations are only made for areas the project
team has identified as areas where a change should be made to improve function,
practice or efficiency (either cost efficiency or process efficiency).
This report is divided into the following chapters:
•
Overview of General Functions and Management of the Police Department
•
Evaluation of the Patrol Division
•
Evaluation of the Criminal Investigations Division
•
Evaluation of the Services Division
•
Evaluation of the Administrative Division
Several recommendations and/or improvement opportunities are provided at the
end of the sections within the chapters; all of these recommendations are summarized
in the following table.
Recommendations
Chapter 2 – Overview of General Functions and Management of the Police Department
Review the Department’s mission, vision and values statement within the next 18 months, using a
representative cross-section of Department employees. Page 8
Each Department manager should hold regular (weekly, bi-monthly) staff meetings with his/her direct
reports. Page 8
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Recommendations
Establish the compensation for Police Department employees at or above the average pay rates of the
three surrounding Cities in an effort to keep a high quality workforce and reduce the attrition rate. Page
16
Review the Officer, Dispatcher and Jailer positions to determine specific steps that can improve
retaining high quality employees in these positions. Page 16
Establish pay equity between Police Department positions and Fire Department positions based on job
function and responsibility; Police Sergeants to Fire Captains; Police Lieutenants to Fire Battalion
Chiefs; and Police Captains to Fire Division Chiefs. Page 16
Chapter 3 – Patrol Division
Eliminate the “points” system for Patrol Officers as it currently exists. Page 40
Establish a City goal of an overall average time ratio of 60% committed and 40% uncommitted time for
field Patrol services. Page 60
Establish a Department goal to maintain a minimum 30% uncommitted time percentage for each four
hour time period of the day. Page 60
Semi-annually review patrol staff workload for each four hour time block to determine if some patrol
staff should be redeployed to busier hours of the day; or if resources from other work units should be
redeployed to Patrol. Page 60
Adopt a process to enhance delivery of patrol services during the periods when uncommitted time is
available. The Captain, Lieutenants and Sergeants should coordinate the development of plans that
identify specific tasks/projects that can be worked on or accomplished when uncommitted time is
available during a shift. Page 60
Provide Patrol field supervision of two Sergeants per shift. Page 61
End the practice of providing funeral or business escorts. Page 64
Use the CAD system, or develop another methodology, to track Traffic Officer and Traffic Accident
Investigators’ assignments. Page 64
Chapter 5 – Services Division
Add two-three Jailer positions to adequately staff the Jail with two Jailers 24/7. Page 78
Conduct sample audits of the property/evidence room annually or every six months. Page 78
Convert the Fleet Sergeant position to a civilian staff position. Page 78
Chapter 6 – Administrative Division
Add three Dispatcher positions to adequately staff the Dispatch Center with four positions 24/7. Page
82
The recommendations have greater detail provided within the specific Chapter of
the report.
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Management and Operations Study of the Police Department
2. OVERVIEW OF GENERAL FUNCTIONS AND
MANAGEMENT OF THE POLICE DEPARTMENT
The Springdale Police Department provides a wide range of law enforcement
services for approximately 70,000 residents, covering approximately 42 square miles.
From 2000 to 2010 Springdale’s population grew from 45,798 to 69,797 according to
the U.S. Census Bureau, an increase of 52% in the ten year span.
To provide law enforcement services in Springdale, the Police Department
managers share responsibilities for field patrol services, investigations, support services
and administrative services between the four Captains. The following sections provide
a summary of the organization, patrol, and staffing levels of the SPD.
The police department has a total of 125 sworn and 48 civilian positions
authorized and budgeted positions (full-time equivalents or FTEs).
Employees are
deployed in the following areas as shown below:
Division
Authorized Positions
Sworn
Civilian
Office of the Chief
1
1
Administration
11
24
4
18
84
25
125
3
2
48
Service
Patrol
C.I.D. (Investigations)
Total
Vacant Positions
Sworn
Civilian
3
3
3
3
The Springdale Police Department has 173 budgeted “Full Time Equivalent”
(FTE) positions – this includes 125 regular sworn positions and 48 civilian personnel.
The vacant positions are three Officers in Patrol and three Dispatchers.
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(1)
Service Level to the Community.
This project is evaluating the calendar year 2011 data, workload, staffing and
accomplishments. Subsequent sections in this report will analyze and discuss in detail
the workload and performance accomplishments of the Department but at the beginning
of this report there are several accomplishments to comment on and highlight.
The Springdale Police Department has the largest amount of resources assigned
to the Patrol Division and related field services that provide responses to the community
generated calls for service and also pro-active patrol activities. The overall average
response time (from receipt of call to arrival at the scene) to all community generated
calls for service was an impressive 12.9 minutes, and 6.1 minutes to emergency calls
for service.
Springdale PD has several specific community outreach efforts such as
conducting various crime prevention presentations, providing public information at local
events/festivals, National Night Out community events, Neighborhood Watch meetings,
participation/presentations (e.g. Leadership Springdale and “Santa Cop”) and partnering
with the school districts to provide School Resource Officers in the schools. Additionally
the Lieutenant participates in these and other community events and pro-actively
provides members of the media with information about SPD programs/events; in
addition to regular contact with reporters and press releases.
These efforts are
commendable and also fairly typical in police agencies that desire to develop and
maintain a good relationship with the local community.
The number of vacancies in Dispatch has been reduced from six a year ago to
having a fully trained staff in the spring of 2012. This is an achievement that takes
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significant resources to accomplish. However, with the high attrition rate in Dispatch
this is an area (discussed in a later section) that requires continuing attention to ensure
a sufficient staffing level.
In 2011, and implementation continuing in 2012, the Department dedicated
resources to additional areas to improve efficiency: steps were taken to form an “inhouse” narcotics unit to provide specific enforcement services in Springdale, an Officer
was assigned to serve backlogged Springdale arrest warrants, and additional staff for
patrol and dispatch were hired and trained.
Another significant positive aspect is the number of in-service and special skills
training hours received by Officers and Sergeants – it is higher than normally seen in
most police departments and clear evidence that the Department is committed to
providing high quality training and skills improvement for employees. SPD supervisors
and managers assign staff to attend and also seek to accommodate employees who
desire to avail themselves of training opportunities.
Overall, SPD line level employees and managers alike expressed and exhibited
a high level of commitment to the organization and service to the public. The day to day
dedication of all employees to their job is the primary factor in providing high quality
services to the community.
(2)
Management Team, Operations and Organizational Challenges.
The Department is managed by the Police Chief and four Captains; each Captain
is in charge of one of the four Divisions – Patrol Operations, Criminal Investigations,
Services and Administration.
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The current police chief assumed command of the Department in December
2005. One of the steps taken during her first year was to identify the Departments
mission and values, they are:
•
Mission – We improve the quality of life by building relationships to solve
problems and safeguard our community.
•
Vision – To be recognized as the most professional, effective, progressive and
well-equipped law enforcement agency in the region.
•
Values – Integrity, Professionalism, Respect, Teamwork, Accountability
These statements have been disseminated throughout the organization, are
visible throughout the building which serve as reminders to employees and also
members of the community who visit the Department. Clear, succinct and expressed
organizational goals such as these are an important factor in identifying a focus and
direction of the Department to the community and also to employees. The process of
identifying and choosing the goals is just as important as the goals – SPD correctly
included a cross-section of the organization to include all work groups in the process so
that the goals truly reflect all levels of the Department.
It has been approximately six years since these statements were developed and
employees hired since that time did not participate in their development and may not
fully accept them as their own or understand their relevance to daily operations.
Additionally, just 27% of those responding to the employee survey believe that the
Department has a clear direction for the future. Reviewing and updating these goals in
the next 18 months or so is a step that will be important to do to maintain relevancy to
current employees and those hired in the last six years.
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One of the items identified in the employee survey and also in over 40 individual
interviews conducted in March and April 2012, is the need for increased communication
within the organization. A desire for increased communication is one of the top issues
in almost every study conducted by the project team as the communication of decisions
and general information easily breaks down in a multi-layered organization and may not
reach everyone. In Springdale, only 37% of those responding to the employee survey
agreed that they are kept informed of the decisions that affect them.
One of the
significant issues that directly relates to communication was identified in the employee
interviews is a lack of cooperation and communication among a few members of the
command staff. It was identified as one of the issues that has resulted in a lack of
knowledge at the line level of decisions that have been made; and that the process of
making decisions about minor or significant items can take a longer to accomplish, or
sometimes not resolved, because of a lack of cooperation. Specific examples were only
sometimes mentioned (and not solicited) but this issue was mentioned frequently. The
project team believes this is a current issue and one of the significant organizational
challenges needing additional improvement. In addition to increased cooperation, one
of the ways to improve communication is for command staff to frequently and clearly
communicate with their “direct reports” and require the same of them regarding all
organizational issues. Communicating effectively in police organizations (particularly
due to the 24/7 work schedules) takes a significant amount of time and diligence to
keep all employees reasonably informed in a timely manner of organizational decisions
and general information.
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Recommendations:
Review the Department’s mission, vision and values statement within the next 18
months, using a representative cross-section of Department employees.
Each Department manager should hold regular (weekly, bi-monthly) staff
meetings with his/her direct reports.
(3)
Springdale Has a High Attrition Rate for Some Positions and Additional
Strategies Should be Developed to Maintain a High Quality Workforce.
One of the significant factors in the health of an organization is the number of
employees who leave the organization to work elsewhere. A low employee attrition rate
is one indicator that employees are receiving fair compensation, the organization is well
managed and of the general health of the organization.
The attrition rate is the
percentage of employees who separate from city employment for any reason
(retirement, resignation, termination, etc.).
Organizations typically will be more productive and efficient when they are able
maintain their high quality employees. A “normal” amount of turnover, or attrition, is
healthy for an organization but excessive attrition over consecutive years is a drain on
resources and an indication that improvements are needed. Police organizations that
successfully train their new employees and also have a low attrition rate will have more
resources that can focus on service delivery rather than in hiring and training new
employees. It can also result in a higher average staffing level in field services work
units, as these units are typically the ones whose staffing level is reduced when an
employee leaves the Department. The next several paragraphs will present the 2009 –
2011 attrition for three key line level positions – Police Officer, Dispatcher and Jailer.
All organizations, public or private, experience attrition and even very good
organizations at times may have a high level of attrition; the goal is to keep the attrition
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rate reasonably low over the long term. The attrition rate is one of the two primary
factors that reduce staffing in field services and the skill level of the employees that are
providing the services from the authorized level to the “actual” level – the employee
attrition rate and employee leave time. The following table shows the number of sworn
employees who have separated from Springdale the PD over the last three years.
Police Officer Attrition 2009 - 2011
Calendar Year
2009
2010
2011
Total
Annual Average
Number
13
6
4
23
7.7
Attrition Rate
10.4%
4.8%
3.2%
6.1%
A total of 23 sworn employees separated from the PD. The attrition rate in 2009
of 10.4% is high and at this rate it is difficult to maintain a “normal” staffing level without
the significant use of overtime. An attrition rate at this level over consecutive years will
necessarily result in higher training expenses (initial training for new Officers) and also
puts a strain on existing training resources such as Field Training Officers. However,
there were several unique factors in 2009 that resulted in this high rate – due to budget
reductions the SPD Bomb Squad moved to Bentonville along with the two SPD Officers
and one member of the Department died. The attrition rate in 2010 and 2011 was much
lower and closer to a 4-6% rate that is commonly seen by the project team in police
organizations. Retirements and resignations account for the greatest percentage of the
attrition rate. In Springdale over this three year period the retirements averaged 1.7
sworn employees per year; the resignations varied widely – from nine in 2009 to four in
2010 and three in 2011.
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The following table shows the number of Dispatchers who have separated from
Springdale the PD over the last three years.
Dispatcher & Senior Dispatcher Attrition 2009 - 2011
Calendar Year
2009
2010
2011
Total
Annual Average
Number
5
7
8
20
6.7
Attrition Rate
22.7%
31.8%
36.4%
30.3%
A total of 20 Dispatchers separated from the PD from 2009 – 2011, this is almost
a 100% turnover (22 Dispatch positions) over the three year time period. This is a
significant issue and one that the Department and City should evaluate and take steps
to improve. An attrition rate at this level puts a severe strain on the Department to hire
and train new Dispatchers and also on the remaining Dispatchers who may be required
to work overtime shifts to fill vacant positions. High turnover can also reduce the quality
of overall dispatching services due to employees in training and overall lack of
experience after completion of the initial training program.
The third position that must be filled on each shift it Jailer. The following table
shows the number of Jailers who have separated from the Springdale Police
Department over the last three years.
Jailer Attrition 2009 - 2011
Calendar Year
2009
2010
2011
Total
Annual Average
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Number
3
2
3
8
2.7
Attrition Rate
33.3%
22.2%
33.3%
29.6%
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There are a total of 9 Jailer positions and eight Jailers have separated from the
PD from 2009 – 2011, this is an 89% turnover over the three year time period.
However, this position is commonly used as an entry level position by the Jailers to
become an Officer – about 50% of the Jailers who “resign” do so to become SPD
Officers and so remain City employees. There is a significant benefit to this as the
Jailers who become Officers are already familiar with the organization, have determined
that it is a good “fit” for them (and the Department also has the opportunity to evaluate
their performance) and have a higher skill level in some areas than other rookie
Officers.
The Jailer attrition rate is should still be evaluated by the Department and City to
determine if there are reasonable additional steps that can be taken to retain Jailers
who do not become Officers as the high attrition rate puts a strain on the Department to
hire and train new Jailers and also reduces the overall skill level of the staff.
Additionally, when there is a shortage in the Jail during a shift a Patrol Officer is
assigned to work in the Jail, reducing staffing on the streets.
Additional details regarding the recommended staffing level for Police Officer,
Dispatcher and Jailer will be presented in subsequent chapters in this report that
evaluate the Division where these positions are assigned.
Maintaining an attrition rate at an annual 4-6% level for sworn personnel and less
than 15% for Dispatchers (3 separations annually) and Jailers (1-2 separations
annually) will require continual effort by Department management and City
management.
Providing a competitive pay and benefits package to attract quality
candidates and successfully assimilating them into the organization are important
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factors in attaining the goal of developing high quality long term quality employees.
Once a new Officer or new Dispatcher’s initial training is completed and he/she
completes probation then other factors such as internal working relationships, fair
compensation
(having sufficient
money to
pay monthly bills),
organizational
management and overall workplace environment issues become more important
factors. The workplace environment includes the physical items such as the buildings,
vehicles and the equipment used by employees but more importantly the intangible
aspects of the job. These elements include positive working relationships with their
peers, the quality of the employee’s direct supervisor and a feeling of belonging to the
organization.
If too many negative factors are present it can lead to serious
consideration of whether or not to change employers. There are a wide variety of
factors involved in keeping high quality employees; four specific employee needs1 have
been identified and are listed here:
•
The need for trust – expecting that the agency will deliver on its promises, be
open and honest in its communication, invest in the employee, provide fair
treatment and compensation.
•
The need to have hope – ability to grow in the organization, develop skills and
have opportunities for career progress or advancement.
•
The need to feel a sense of worth – the employee’s confidence that hard work,
competence and commitment to the organization will lead to recognition and
reward.
•
The need to feel competent – the expectation that an employee’s skill level will
be matched to assignments that use the skills and are challenging.
These factors apply equally to sworn and civilian employees.
1
7 Hidden Reasons Employees Leave by Leigh Branham, 2005, American Management Association, NY
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Fair compensation is one of the incentive factors for employees to stay with their
current employer. In Springdale, the compensation offered to employees for most of the
sworn line level positions is lower than that of other agencies in the immediate area.
Compensation at the top pay rate for Police Officer, Master Police Officer or Police
Officer II, Corporal and Sergeant were obtained for Springdale and the other three
municipal police agencies in the Northwest Arkansas region and are provided in the
following table.
Springdale
Rogers
Bentonville Fayetteville Other Cities % Above
Avg.
Springdale
Officer – Entry
30,090
31,179
32,261
34,857
32,766
9%
Officer – Top Rate
43,280
37,170
47,778
47,267
44,072
2%
Master PO or PO II
– Lowest
na
39,395
35,464
Na
37,430
na
Master PO or PO II
– Highest
na
54,226
52,541
Na
53,383
na
Corporal - Lowest
na
35,006
39,021
43,053
39,027
na
Corporal – Highest
na
55,307
57,803
53,105
55,405
na
Sergeant – Lowest
37,025
48,173
42,910
45,399
45,494
23%
Sergeant - Highest
55,538
59,114
63,565
61,476
61,385
11%
The average pay rate for entry level Officer for the three other surveyed cities is
9% above Springdale’s pay rate and the average highest pay rate is 2% above the
highest Springdale Officer pay. However, Officer’s pay must also be compared to the
pay for Master Police Officer and Police Officer II pay rates. A Master Police Officer or
Police Officer II classification is offered in Rogers and Bentonville – these positions
provide higher pay rates for Officers who have obtained a specified number of years on
the job, passing a written test, training certification and/or serving as a Field Training
Officer.
Bentonville Officers must have two years on the job, possess their
“Intermediate Certificate” and serve as a Field Training Officer. In Rogers, the only
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requirements are that an Officer must have four years on the job and pass a written test
(almost all Officers with more than four years on the job are Master Police Officers).
These positions provide the opportunity for tenured Officers to increase their pay
without promoting to a higher level position and should be used for comparison with
Officer’s pay rates in Springdale and Fayetteville.
The average Sergeants’ pay rate in the three comparison cities (using the
highest pay rate) is approximately 11% above that of Springdale Sergeants.
Bentonville and Rogers do not have fixed pay “steps” for employees but have
entry level pay rates and subsequent to that entry level, either Council approved pay
increases or cost of living adjustments – similar to Springdale. Employees who are in
one classification for many years will continue to receive pay increases and cost of
living adjustments when they are approved by the City Council.
This system also
means that an employee in a new position (e.g. new Officer, newly promoted Sergeant)
will not receive the four or five “step” increases every year (typically 5%) as occurs in
other Cities that have this type of pay compensation system and will remain at their
initial pay level unless increases to pay are approved. The result is that an Officer with
three years experience (and City-wide pay “freezes” during that time) will be making the
same hourly wage as newly hired Officers.
Each pay system has its advantages and disadvantages and it is important for
managers and City Administrators to be aware of the impact on their employees and
possible effect on the attrition rate. The economic downturn of the last several years
have had a significant negative effect on City revenue which has resulted in budget
reductions, pay freezes and other changes in the workplace. During difficult economic
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times it is important clearly communicate the need for freezes or reductions and when
City revenues increase to reward employees with reasonable pay increases.
Another significant pay issue is parity between positions in the Police Department
and Fire Department with similar job functions, roles and responsibility. The first level of
comparison is the first line supervisor – Sergeants in the Police Department and
Captains in the Fire Department.
In Springdale, typical of most Cities, Sergeants
supervise a crew of Officers and all or a portion of the City (frequently all of the City in
Springdale); and Fire Captains provide supervision for a Fire Station based crew
(typically one Fire Apparatus) and a “first in” District. It is common for Cities to pay their
Fire Captains and Police Sergeants the same rate of pay based on the similar job
functions. Pay equity is also recommended for Police Lieutenant to Fire Battalion Chief,
and Police Captain to Fire Division Chief or Assistant Chief based on the same criteria.
Currently Fire Captains are paid 15.8% higher than Police Sergeants, Fire
Battalion Chiefs are paid 18.2% higher than Police Lieutenants and the Fire Assistant
Chief is paid 10.3% higher than Police Captains. It is common and reasonable for these
positions to be paid equitably.
The major focus on the attrition rate in an organization should be on the line level
positions and with employees with less than five years of service – for both sworn and
civilian positions.
These positions and employees have fewer ties to a specific
organization and more willing to consider the benefits of moving to another agency.
Long term employees or those who have been promoted to higher level positions are
less likely to leave the organization. Because of this a significant focus should be on
providing a similar pay and benefits and workplace environment as other agencies in
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the region. The overall goal should be to provide a fair compensation package and
workplace environment for all employees with a specific focus on line level personnel as
their attrition rate has the most significant impact on an organization.
City and Department managers should establish an attrition rate goal and track it
quarterly; and if the rate trends upward for six or more months steps should be taken to
take appropriate steps to address it.
Recommendations:
Establish the compensation for Police Department employees at or above the
average pay rates of the three surrounding Cities in an effort to keep a high
quality workforce and reduce the attrition rate.
Review the Officer, Dispatcher and Jailer positions to determine specific steps
that reasonably can be taken to improve retaining high quality employees in
these positions.
Establish pay equity between Police Department positions and Fire Department
positions based on job function and responsibility; Police Sergeants to Fire
Captains; Police Lieutenants to Fire Battalion Chiefs; and Police Captains to Fire
Division Chiefs.
(4)
Use of Technology in the Department.
Modern technology can provide significant benefits for a City and police
department and over the last several decades many police departments across the
United States have invested significant resources and time to plan and implement the
latest technology.
Frequently the technology is CAD (Computer Aided Dispatch)
integrated with the RMS (Records Management System) and electronic field report
writing; other systems are the MVAR (Mobile Video/Audio Recording) system and AVL
(Automatic Vehicle Location) systems. Frequently, the successful implementation of
these systems has taken more resources and more time than was stated by the vendor
and anticipated by the police agency. Notwithstanding these impediments, over the last
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10 years many technology projects have been successfully implemented in police
departments throughout the United States.
The goal of all of these projects is to
enhance the ability of PD employees to accomplish their jobs and to improve the
policing provided to a community.
Springdale has successfully implemented several technology projects that
enhance the ability of staff to perform their jobs. These projects include the installation
of an MVAR system and MDCs (Mobile Data Computers) and AVL (Automatic Vehicle
Locators) in all police vehicles and crime mapping system for the Department. The
MDCs allow Officers to obtain wanted persons, drivers’ license and registration
information from the MDC and write their reports in the field, rather than requiring a trip
to headquarters to write their reports. This helps Officers to remain in the field and
thereby can facilitate quicker responses to calls for service.
The AVL project is
scheduled to be completed in 2012 and when implemented will provide an electronic
display of field Officers’ locations to identify the closest unit to the reported call for
service, again with a goal of improving response times to incidents. The crime mapping
project will help the Department to more quickly identify crime and possible crime trends
that may develop. This information will be used internally to enhance the SPD’s ability
to apprehend criminals and also to provide appropriate information to the public.
(5)
Police Department Facility.
A few other sections of the report may make mention of a specific work area of
the PD facility but it is important to provide a general overview and evaluation. The
main facility on Spring Street is usable but substandard for functionality and adequate
space for today’s operational needs, examples of this include:
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•
The lack of adequate space led to the Criminal Investigations Division renting a
building several years ago for their operations, in 2012 they will be moving closer
to headquarters but still are off-site.
•
The Jail does not meet current code for a Jail facility and if it is remodeled will
need significant work to bring it up to today’s standards.
•
The report writing “room” is actually a frequently used main hallway in the
building and is not conducive to report writing
•
Several former closets or storage rooms are now used for offices.
•
Several mobile trailers have been erected on the grounds to house an
investigative task force because space in the building was unavailable.
Overall, the Department has made best use of their headquarters but plans
should be made to upgrade and expand it within the next five years.
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3. PATROL OPERATIONS DIVISION.
This section provides information regarding the current organization and
operations of the Patrol Division of the Springdale Police Department. The information
was developed through interviews of SPD management and personnel, review of
documents, call for service data and other data provided to the project team. This
section provides an overview of the Division, the current staffing levels, a detailed
analysis of workload and staffing needed to provide service to the community.
1.
PATROL SHIFT OPERATIONS.
The following information was obtained through interviews with SPD personnel,
electronic data via the CAD, RMS, and case management systems, as well as any
relevant documents associated with patrol (i.e., statistical reports, training records,
leave time records, budgets, etc.).
The project team collected extensive information regarding the SPD workload
activities relating to field patrol personnel (i.e., Patrol Officers and Sergeants).
Specifically, this involved the raw data set that captured all dispatch communication
activity for the Springdale Police Department in calendar year (CY) 2011 and included
the following types of information:
•
Call or Event Number
•
Date and Time of Initial Creation of the CAD Case
•
Location of Call
•
Type of Call
•
Priority of Call (“Response” in Springdale CAD Data)
•
Time of Unit(s) Dispatch
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•
Time of Unit(s) In-route
•
Time of Unit(s) On-Scene Arrival
•
Time of Unit(s) Clearance
•
Beat Unit Identifiers (e.g., unit numbers) for all responding units
•
Incident Disposition (e.g., report taken, arrest, citation, etc.)
This information serves as the context for analyzing patrol’s staffing needs and
estimating workload activity, including the identification of community-generated calls for
service, as well as Officer initiated activity. This summary description of SPD patrol
services is organized as follows:
•
Patrol unit scheduled deployment
•
Patrol officer availability
•
Total calls for service
•
Calls for service by priority
•
Calls for service response and handling time
•
Calls for service dispositions
•
Officer initiated activity and handling time
The first section provides the current patrol unit deployment, showing by time of
day the number of patrol units scheduled.
(1)
Patrol Work Schedule and Officer Availability.
Patrol Sergeants and Officers in the Springdale Police Department work eight
hour shifts five days a week. The Department does not use a “team concept” where
Sergeants and Officers work with the same people each day but have different days off
during the week to provide a consistent level of staffing.
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However, Sergeants and
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CITY OF SPRINGDALE, ARKANSAS
Management and Operations Study of the Police Department
Officers do work the same eight hour shift so will frequently work the same day and
therefore supervised by the same Sergeant.
As of April 2012 the authorized Patrol staffing is 3 Lieutenants, 6 Sergeants, 65
Officers and 2 Traffic Accident Investigators (civilian positions). Personnel are assigned
to three shifts to provide 24/7 coverage. Each Patrol Shift staffed with one Lieutenant,
two Sergeants and 16-21 Officers (April 2012); plus two Officers assigned to traffic
safety on Shift A. Patrol works the following schedule:
•
Shift A hours are 0600-1400
•
Shift B hours are 1400-2200
•
Shift C hours are 2200-0600
The shifts do not overlap so if a call for service that requires an immediate
response occurs, one or more Officers will leave briefing and respond to the call. Street
staffing is provided from two additional sources:
•
Traffic Accident Investigators (2 civilian positions) whose primary responsibility is
to respond to traffic accidents, traffic hazards, parking problems and related low
risk field incidents. They relieve Officers from responding to over 2,500 calls for
service in 2011.
•
The Crime Suppression Unit (1 Sergeant and 6 Officers) works Tuesday – Friday
from 1300-2300 hours and is frequently on the streets working proactively on
crime problems but also can respond to calls for service if needed.
The table on the following page lists the authorized number of Officers assigned
to patrol services to show a graphical depiction of patrol officer staffing over a 24 hour
day. These Officers’ primary duty is to respond to calls for service. A Lieutenant and
Sergeants are also deployed on every shift for supervision and overall management of
patrol services. Patrol Sergeants in Springdale also respond to calls for service and
sometimes handle calls for service as the primary unit, notwithstanding their main role
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Management and Operations Study of the Police Department
as a supervisor; Sergeants are not included in this analysis due to their primary role as
supervisors. These numbers do not include the Traffic Officers or the Officers assigned
to the Crime Suppression Unit.
Authorized Patrol Staffing for 2012
Hour
A Shift
0600-1400
0000
0100
0200
0300
0400
0500
0600
0700
0800
0900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
B Shift
1400-2200
C Shift
2200-0600
11.4
11.4
11.4
11.4
11.4
11.4
12.9
12.9
12.9
12.9
12.9
12.9
12.9
12.9
15.0
15.0
15.0
15.0
15.0
15.0
15.0
15.0
11.4
11.4
Average Staffing is the
Shift Staffing
11.4
11.4
11.4
11.4
11.4
11.4
12.9
12.9
12.9
12.9
12.9
12.9
12.9
12.9
15.0
15.0
15.0
15.0
15.0
15.0
15.0
15.0
11.4
11.4
The above table depicts the authorized number of Patrol Officers when all of the
Officers assigned to the shift actually work their shift.
This equals a total of
approximately 314 hours per day of patrol staffing. There is not a specific minimum
staffing level on patrol but generally a supervisor will call in someone to work overtime
when the staffing level falls below eight Officers.
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The actual staffing level is often lower than the authorized level due to officers off
on leave, on a training assignment or other reasons. The following section shows the
number of leave hours and training hours taken by Officers assigned to the Patrol
Division in 2011 and the resulting actual staffing level.
(2)
Leave Hours for Patrol Division Officers.
There are two primary factors that reduce staffing from the authorized level to the
“actual” level – the employee attrition rate (discussed in the previous chapter) and
employee leave time.
An employee is scheduled to work 2080 hours in a year (260 eight hour shifts).
The total number of hours actually worked on their patrol shift is reduced by leave hours
used, in-service training and other assigned tasks. The project team used personnel
leave data obtained from the PD to determine the number of leave hours for patrol
personnel for calendar years 2010 and 2011.
The number of training hours was
determined from records provided by SPD staff. Training records did not show the
number of hours that were assigned as part of their regular work hours and the hours
that were paid as OT. An estimate of 75% on duty hours and 25% off duty (OT) hours
was used to determine the average number of annual training hours for Patrol Officers.
Additionally, Officers in their first year were excluded from the calculations due to the
significant training that occurs during the first year of employment.
Officers also perform a variety of administrative tasks during their work shifts –
such as shift briefing, meal breaks, meetings during the shift, etc. The project team
used an average of 45 minutes per shift for the actual number of work shifts they
worked after deducting leave hours and training hours.
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Management and Operations Study of the Police Department
The following table summarizes the availability of Patrol Officers after deducting
leaves taken (vacation, injury, sick, compensatory time off, military, funeral and
suspension), training hours and also the on-duty administrative tasks.
Average of 2010 & 2011 Hours
Total Paid Annual Work Hours
Average Leave Usage
Average In-Service / Special Skills Training
Total Unavailable Hours
Work Hours for Patrol
Officers & Sergeants
2,080
261
55
316
Net Work Hours
% Annual Availability
1,763
84.8%
Administrative Time (45 Min. x 224 Shifts)
Net Available Work Hours
% Annual Availability
220
1,543
74.2%
The following points summarize the data above:
•
Patrol Officers averaged 261 hours of leave usage annually for the two year
period. The sample includes all Patrol Officers who worked during the year. This
includes time off for vacation, sick, comp time, injury, military leave, etc.
The project team typically sees average leave hour usage higher than the
number of leave hours used by Springdale employees, indicating a relatively
young work force (who may not have accumulated and/or do not use a significant
number of vacation hours) but also a dedicated work force that does not use very
many sick leave hours.
•
Springdale PD Officers attended an estimated average of 55 training hours on
duty or as part of their 2080 straight time hours – either as part of their regular
work schedule or adjusted straight time schedule. These classes were to meet
Department training requirements or develop special skills.
•
This equates to a total of 1,763 hours, or approximately 85% of the time that a
patrol officer is present at work and working a patrol shift.
•
During their work shift Officers attending briefing, take meal breaks, attend court,
refuel and check their vehicle, etc. These tasks are defined as “administrative
time” and take an estimated 45 minutes per shift or 220 hours annually. This is
on duty time but normally needed for these routine tasks so not counted as
“available” time, however, a Patrol Officer is almost always available to respond
to emergency calls for service while performing these administrative tasks.
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CITY OF SPRINGDALE, ARKANSAS
Management and Operations Study of the Police Department
In total, a Springdale PD Officer is available to provide patrol services for
approximately 1,763 hours per year but after deducting administrative tasks during the
shift the average Officer is working approximately 1,543 hours per year. This is a higher
number of hours that employees are “present and working” than the project team
typically sees in police department studies. It is a significant positive factor for the City
of Springdale as it reduces overall staffing costs due to fewer shifts requiring overtime to
backfill patrol shifts.
The table below shows the reduction in the staffing level as a result of Officers
being off on leave or away at training – the “actual” staffing level for 2011, as compared
to the “authorized” Patrol staffing level shown previously.
As is true for all
organizations, the “actual” staffing level is lower than the “authorized” staffing level. The
project team used the monthly patrol rosters (months of February, May, August and
November) to estimate the actual number of Officers working on a shift. This numbers
do not include the one Station Officer staffed by each shift or those assigned to the
Crime Suppression Unit.
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Management and Operations Study of the Police Department
Actual Patrol Staffing for 2011
Hour
0000
0100
0200
0300
0400
0500
0600
0700
0800
0900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
A Shift
B Shift
C Shift
0600-1400 1400-2200 2200-0600
7.2
7.2
7.2
7.2
7.2
7.2
7.2
7.2
7.2
7.2
7.2
7.2
7.2
7.2
7.2
7.2
7.2
7.2
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
7.2
7.2
7.2
7.2
7.2
7.2
Average
Staffing
7.2
7.2
7.2
7.2
7.2
7.2
8.9
8.9
8.9
8.9
8.9
8.9
8.9
8.9
10.3
10.3
10.3
10.3
10.3
10.3
10.3
10.3
7.2
7.2
Authorized Difference in
Staffing
Staffing Level
11.4
11.4
11.4
11.4
11.4
11.4
12.9
12.9
12.9
12.9
12.9
12.9
12.9
12.9
15.0
15.0
15.0
15.0
15.0
15.0
15.0
15.0
11.4
11.4
The above table depicts the total number of Patrol Officers for the different hours
of the day that actually worked an assigned shift on the streets in 2011 – this level
equals a total of approximately 212 hours per day of patrol staffing. This actual staffing
level reflects the “net” hours worked compared to the “authorized” staffing level. The
actual staffing level deducts the hours for employees who were off on various types of
leave or at a training course that is part of their normal work hours (or adjusted work
hours).
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2.
CALLS FOR SERVICE WORKLOADS.
The table on the following page shows the total number of community
generated calls for service (CFS) by time of day and day of week for CY 2011. The
project team defined a community generated call for service as a call where at least one
SPD sworn officer provided the primary response to an incident. The CAD system data
was used to determine the number of CFS. It does not include the 2,644 CFS handled
by the two civilian Traffic Accident Investigators nor the 58,553 incidents of Officer
initiated activity.
Community Generated Calls for Service by Day & Hour – Calendar Year 2011
Hour
0000
0100
0200
0300
0400
0500
0600
0700
0800
0900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
Total
Ave/day
Sun
277
208
201
181
115
103
55
76
110
136
165
186
203
181
193
192
193
199
260
250
223
189
204
161
4,261
82
Matrix Consulting Group
Mon
95
87
70
52
38
41
63
129
161
202
220
203
207
214
235
265
313
296
255
250
249
223
185
147
4,200
81
Tue
102
104
64
57
37
42
73
146
208
164
211
172
206
208
244
265
323
318
277
224
209
187
187
149
4,177
80
Wed
122
102
60
47
45
43
73
111
174
181
197
208
210
189
222
245
292
273
280
265
253
191
170
140
4,093
79
Thu
117
78
58
52
45
47
67
110
170
179
184
193
192
229
202
243
335
284
265
240
232
197
175
159
4,053
78
Fri
133
106
77
57
53
40
58
141
195
163
207
214
197
187
239
320
315
311
298
258
265
269
262
231
4,596
88
Sat
211
178
173
114
84
67
64
96
166
170
202
231
229
220
217
251
262
275
270
252
271
311
322
310
4,946
95
Total
1,057
863
703
560
417
383
453
809
1,184
1,195
1,386
1,407
1,444
1,428
1,552
1,781
2,033
1,956
1,905
1,739
1,702
1,567
1,505
1,297
30,326
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CITY OF SPRINGDALE, ARKANSAS
Management and Operations Study of the Police Department
SPD responded to 30,326 community generated calls for service, approximately
83 per day, where a SPD unit provided the primary response. The busiest days of the
week were Friday and Saturday with an average of 88 and 95 CFS respectively. Of the
total number of calls, A Shift units (days) handled 10,858 calls (36%), B Shift units
(afternoon/evening) handled 12,683 calls (42%) and C Shift units (nights) handled 6,785
calls for service (22%).
The table on the following page shows all of the types of calls for service that
generated over 500 incidents during 2011:
Type of Call
Disturbances
Alarm
Suspicious Person/Vehicle/Activity
Welfare Check
Accident
Theft
Stalled Vehicle
Domestic Disturbance
911 Hang-up
Reckless
Criminal Mischief
Burglary
Shoplifting
DWI Driver
Breaking Or Entering
Intoxicated Subject
All Other Types
Total
# of Calls
3,076
2,208
1,588
1,394
1,188
1,164
1,035
838
748
690
614
566
546
536
518
516
13,101
30,326
% of Total
10.1%
7.3%
5.2%
4.6%
3.9%
3.8%
3.4%
2.8%
2.5%
2.3%
2.0%
1.9%
1.8%
1.8%
1.7%
1.7%
43.2%
100.0%
The “other” types of calls include assisting the Fire Department or another police
agency, traffic hazards, juvenile mischief, attempt to contact, etc. As shown above, the
10 most frequent calls for service account for 13,929 calls, almost 46% of the total
number of calls during the year.
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CITY OF SPRINGDALE, ARKANSAS
Management and Operations Study of the Police Department
The following table shows the breakdown by priority of the type of call for service,
which is typically the final priority (if it changed from the initial call received by Dispatch).
The call priority definitions are listed below along with the most common calls for service
in that priority type:
•
Priority 1 – “Emergency” response (e.g. shooting, major injury accident)
•
Priority 2 – “Immediate”, a high priority response (e.g. family fight, 911 callunknown nature, “in progress” calls, burglary or robbery alarm)
•
Priority 3 – “Routine” response (e.g. suspicious vehicle, person or circumstances;
disturbance, loud noise or music, possible mentally ill person)
•
Priority 4 – “It Can Wait” response (petty theft, meet person in lobby; auto
burglary, property damage accident; patrol check)
CFS Priority
1
2
3
4
Total
Number
3,345
11,410
8,945
6,626
30,326
% of Total
11.0%
37.6%
29.5%
21.8%
100%
As shown above, 11% of the calls for service in CY 2011 were Priority 1 calls,
about 37.6% were Priority 2 and 29.5% were Priority 3 calls.
(1)
Average Times for Response and Handling of Calls for Service in 2011.
The response to and handling of community generated calls for service is one of
the primary tasks of any municipal police agency and on that frequently is the subject of
inquiry from city leaders and members of the community. The project team calculated
the average times using all of the calls for service reported to the Springdale Police
Department in 2011.
The following table shows three individual time components and two overall time
components for a community generated call for service:
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Management and Operations Study of the Police Department
•
Call processing time – from the time the CAD event was created until the officer
is dispatched. The initial seconds that a Dispatcher is talking to the reporting
party before the CAD case was generated is not tracked so cannot be included in
the call processing time; additionally, if the call is not immediately dispatched to
an officer (e.g. because none are available) this time is included in the “call
processing” time even though the Dispatcher has completed his/her information
gathering and CAD entry.
•
Travel time – from the time the call was dispatched to an officer until the arrival of
the first police unit (the difference between the “dispatch time” and the “on scene
time” for the first arriving unit).
•
Overall call “response” time – the call process time + travel time. This is the time
citizens are most often interested in – from the time they call 9-1-1 until an officer
arrives at the scene of the reported incident (shaded box).
•
On scene time – from the time of arrival to the time the officer cleared the call.
•
Overall call handling time – the total of the travel time and on scene time (shaded
box).
The times are shown for the different types of priority calls for service and the
overall total for all calls for service.
Final
Priority
CFS by
Priority
Call
Processing
Travel
Response
(Processing +
Travel)
On Scene
Call Handling
(Travel + On
Scene)
1
3,345
1.6
4.5
6.1
24.5
29.0
2
11,410
3.2
5.5
8.7
16.2
21.7
3
8,945
9.3
7.1
16.4
15.3
22.4
4
6,626
13.7
6.8
20.5
11.3
18.1
All
30,326
6.9
6.0
12.9
15.8
21.8
Total Officer Hours Required to Handle Calls for Service
11,018
As shown above, the average “Call Processing” time for Priority 1 calls is 1.6
minutes and the average “Travel” time is 4.5 minutes.
This equals an average
“Response” time for the first SPD unit to arrive at the scene of a Priority 1 call for
service of 6.1 minutes, 8.7 minutes for Priority 2 calls and 16.4 minutes for Priority 3
calls.
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The average “On Scene” time for the different types of priority calls ranged from
24.5 minutes for Priority 1 calls to 11.3 minutes for Priority 4 calls. The overall average
“Call Handling” time of 21.8 minutes is lower than the average time of approximately 30
minutes per call for service commonly seen by the project team in other police
department studies throughout the United States.
The total Officer time required to handle community generated calls for service in
2011 was 11,018 hours (30,326 CFS x 21.8 minutes per call).
The following table shows the percentage of calls for service that were
responded to within various time ranges.
CFS by Priority
Type
Travel Time in Minutes
0:00–4:59
5:00–6:59
7:00–9:59
Above
10:00
Total #
Total %
No Time
Stamps
1
2,154
555
329
153
154
3,345
11.0%
2
5,446
1,801
1,399
1,037
1,727
11,410
37.6%
3
2,661
1,015
1,017
1,134
3,118
8,945
29.5%
4
2,107
766
755
817
2,181
6,626
21.8%
Total
12,368
4,137
3,500
3,141
7,180
30,326
100%
% of CFS
40.8%
13.6%
11.5%
10.4%
23.7%
100.0%
The times listed above were separated by the Priority type for each call for
service. The calls listed as “no time stamps” are the calls that either a dispatch time or
arrival time was listed in the CAD record. The most common reason for this is for
Officers who are dispatched to a call but cancelled while “in route” to the call – an
“arrival” time stamp is appropriately not entered for his/her response. There are also
additional reasons for missing CAD data that include Officer, Dispatcher or equipment
error in not recording it.
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As the above table shows, from the time an Officer receives the call, SPD units
responded to all community generated calls for service within 5 minutes approximately
41% of the time, and within 7 minutes for 54% of all calls for service.
(2)
Disposition of Calls for Service.
The result of the service provided by the PD is typically a few word “disposition”
that is listed in the CAD system, such as reporting party contacted, quiet on departure,
person gone on arrival, arrest made, citation issued, etc. In Springdale the disposition
is only listed that a report was filed which does not provide any information out of the
CAD system for what happened on the calls for service. There were 3 types of report
dispositions, listed in the table below.
Disposition
# of CFS
Report Filed
Accident Report Filed
Fire Report
Total
(3)
% of CFS
24,796
81.7%
5,514
18.2%
16
0.1%
30,326
100%
Officer “Back-Up” Time.
Officers also respond as backup units to assist the primary officer on many calls
for service. The CAD system used by Springdale PD captures the number of calls
where officers respond as a back-up officer and also the amount of time officers spend
as a back-up officer. The CAD data showed that one back-up officer responded to
assist the primary officer on 8,864 calls (14%) and two or more back up officers
responded to assist the primary unit on 23,985 (38%) of the CFS in 2011. This equals a
52% “back-up” rate where more than one officer arrived on the scene to handle the call.
This rate is within the 40% - 60% range commonly seen by the project team has seen in
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CITY OF SPRINGDALE, ARKANSAS
Management and Operations Study of the Police Department
other police departments.
The total hours of backup officers’ time are used when
calculating total committed time.
(4)
Additional Workload – Report Writing and Bookings.
In addition to the time required to handle CFS, Officers perform tasks associated
with the calls such as report writing and booking persons arrested at the incident. SPD
Officers wrote a total of 8,302 reports in 2011.
Almost all agencies, including
Springdale, are not able to track the amount of time taken by Officers to write reports.
The project team uses an average of 45 minutes for each report written by Officers,
totaling 6,227 hours in 2011.
SPD Officers also arrested 5,570 people in 2011. When a person is arrested in
Springdale most of the time he/she will be transported to the Springdale PD
headquarters where there is a jail holding facility.
Springdale has civilian Jailer
positions that assist officers in booking their prisoners. The prisoner is either housed at
the Springdale Jail or transported to a County Jail (Washington County or Benton
County) after booking is completed. The CAD system tracks “prisoner” and “transport”
time and this time added up to a total of 4,698 hours. This is lower than the 6,963 hours
of booking and transportation time estimated by the project team (5,570 arrests x 75
minutes per incident).
The higher number of 6,983 will be used in subsequent
calculations.
Springdale Officers also are required to provide additional transportation of
prisoners to/from Washington County Jail or Benton County Jail so prisoners can make
court appearances in the municipal court in Springdale. This time is tracked in CAD and
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is time spent in addition to the time required for initial booking and transportation of
arrestees. The amount of time is shown in the following table:
Type of Detail (from CAD)
At PD With Prisoner
CID Interview, etc.
Transport
Total
Number
3,042
591
2,878
6,511
Average Time in
Minutes
45.7
25.8
29.0
37.2
Total Time in Hours
2,319
254
1,390
3,963
Springdale Officers spent a total of approximately 3,963 hours on these tasks as
tracked in CAD. It is almost certain that some of the hours for the CAD event code “at
PD with Prisoner” are included in the estimate of 6,983 hours for initial booking and
transportation; however, it is difficult to estimate how much of the 3,963 hours is
included. Without a methodology to make a reasonable estimate, the project team used
50% of the time or 1,981 hours. The total number of hours for both of these tasks will
be used in this report and for the staffing calculations in the final report. The table
below shows the total number of staff hours committed to these tasks in 2011:
Number
Average Time in
Minutes
Total Time in
Hours
Officer Reports
8,302
45
6,226
Initial Booking & Transportation
5,570
75
6,963
Prisoner Transportation Tasks (50% estimate)
6,511
37.2
1,981
Total Hours (estimated)
15,170
It is not known how many of the 5,570 arrestees were cited and released at the
scene, transported to the SPD holding facility and released from that location, or
transported to one of the County Jails after preliminary processing at SPD.
3.
OFFICER INITIATED ACTIVITY.
In addition to responding to community generated calls for service, Patrol
Officers engage in a number of officer initiated activities during their work hours, such
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Management and Operations Study of the Police Department
as traffic stops, pedestrian stops, security checks, etc. The number of officer initiated
activities was determined by identifying the number of self-initiated events from the CAD
record. The table on the following page shows the number of officer initiated incidents.
Officer Initiated Activity – Calendar Year 2011
Hour
0000
0100
0200
0300
0400
0500
0600
0700
0800
0900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
Total
Ave/day
Sun
414
371
247
181
143
64
121
234
335
352
188
169
184
141
250
466
377
393
265
319
336
226
216
323
6,315
121
Mon
431
424
336
247
239
107
352
429
582
460
328
210
272
287
352
521
477
340
243
264
365
242
281
573
8,362
161
Tue
803
674
354
365
318
128
343
401
647
499
343
252
337
290
337
538
449
356
260
310
336
256
264
578
9,438
182
Wed
737
637
321
396
319
124
318
430
622
436
321
250
316
248
328
484
521
425
303
297
383
259
307
657
9,439
182
Thu
758
712
401
357
314
165
179
374
403
371
269
223
286
238
299
507
456
328
262
272
390
291
378
735
8,968
172
Fri
683
638
343
347
316
114
207
387
463
382
300
207
204
205
336
443
465
354
252
315
393
297
354
509
8,514
164
Sat
631
528
303
210
187
116
144
290
324
312
230
194
181
120
305
572
526
334
295
297
414
276
309
419
7,517
145
Total
4,457
3,984
2,305
2,103
1,836
818
1,664
2,545
3,376
2,812
1,979
1,505
1,780
1,529
2,207
3,531
3,271
2,530
1,880
2,074
2,617
1,847
2,109
3,794
58,553
As shown above, Patrol Officers initiated 58,553 on-view incidents, an average of
160 events per day. Most frequently these events were vehicle stops but also included
pedestrian stops, assisting outside agencies and warrant service. This is a significantly
high number of officer initiated incidents, almost double that of the community
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generated calls for service and significantly higher than the number of Officer initiated
incidents commonly seen by the project team in other police departments.
The time spent by Officers on self-initiated activities was calculated using data
from the CAD system. The total hours are listed in the table below.
Self Initiated Responses by
Average
Incidents
Backup Officers Handling Time
(Minutes)
Initiating Officer
2nd
Officer
3rd
(or more) Officers
Total Hours
58,553
Total Hours
9.0
8,783
13,549
25.7
5,803
4,171
54.0
3,754
18,340
CAD showed an average time of 9.0 minutes spent by the first Officer arriving at
the scene. The time spent by backup Officers was greater than the first Officer – at an
average time of 25.7 minutes for the 2nd Officer and 54.0 minutes for the 3rd and any
additional Officers.
The chart on the following page shows the types and number of incidents for the
initiating Officer.
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Officer Initiated Incidents – 1st Officer Data
Type of Incident
Extra Patrol-Log
Traffic Stop
Follow Up
Foot Patrol
Checking Vehicle
Checking Subject
Special Assignment
Officer Busy
Warrant Service-Misdemeanor
Extra Patrol-Request
Radar
Log Vehicle @ Location
Safety Check of Premises
DWI Arrest
Checking Building
Walk Thru-Bar-Club
Warrant-Felony
Bicycle Patrol
All Other
Number
33,567
12,698
2,561
1,876
1,682
1,200
1,050
857
690
619
499
353
317
218
173
128
34
18
13
Percent
57.3%
21.7%
4.4%
3.2%
2.9%
2.0%
1.8%
1.5%
1.2%
1.1%
0.9%
0.6%
0.5%
0.4%
0.3%
0.2%
0.1%
0.03%
0.02%
58,553
100%
Total Incidents & Average Time
Avg. Minutes
2.0
11.5
19.3
10.4
7.8
9.5
76.8
130.9
26.4
2.7
6.2
1.9
19.5
32.5
7.5
9.5
27.7
102.8
12.2
9.0
Extra Patrol and Traffic stops were the most frequent events initiated by Officers
during 2011, accounting for over 46,000 events out of the total of 58,553.
It is likely the primary reason the number of “Extra Patrol-Log” events is because
of the Patrol Division’s points system – where Officers are required to track their activity
during the shift and obtain one point for each hour of their shift. Officers get either a
point or ½ point credit for a dispatched call, assisting another Officer on a call, a report,
traffic stop, or making an arrest. One of the easy ways for Officers to obtain ½ point is
an “extra patrol” activity that they document.
An extra patrol is intended to be a
meaningful activity to spend from a few minutes to many minutes conducting foot patrol,
or other preventive patrol activities. However, many people interviewed by the project
team stated that it has become a quick way to log points for an activity that takes no
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Management and Operations Study of the Police Department
more than a minute, such as driving through an intersection or an area and
documenting it as an “extra patrol”. This also takes Dispatchers time to create the CAD
events solely for statistical purposes.
An additional unintended negative consequence that this system has had is, in
some cases, made it more difficult for Sergeants to hold their Officers accountable for
performing well. A Sergeant, who believes an Officer is not performing up to standards
but who regularly obtains his/her points for the month, will have a difficult time making
the case of poor performance. There does not appear to be a good reason to continue
this system as it currently exists. However, Officers should be productive and held
accountable for their work product by their supervisor and the Department; additional
methods to accomplish this will be discussed in the next section.
The next table shows the data for the 2nd arriving Officer to the incident. This
table shows the total number of responses and the average number of minutes the 2nd
Officer was at the scene.
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Officer Initiated Incidents – 2nd Officer Data
Type of Incident
Traffic Stop
Checking Vehicle
Checking Subject
Special Assignment
Follow Up
Officer Busy
Foot Patrol
Warrant Service – Misdemeanor
DWI Arrest
Extra Patrol-Log
Extra Patrol-Request
Safety Ck Of Premises
Checking Building
Walk Thru-Bar-Club
Warrant Service – Felony
All Other
Total Incidents & Average Time
Number
5,482
1,495
1,222
1,190
1,095
1,087
394
354
319
279
185
156
138
59
56
38
%
40.5%
11.0%
9.0%
8.8%
8.1%
8.0%
2.9%
2.6%
2.4%
2.1%
1.4%
1.2%
1.0%
0.4%
0.4%
0.03%
13,549
100%
Avg. Minutes
12.3
9.9
9.9
69.9
22.3
83.5
18.7
15.2
30.5
6.0
3.5
26.4
8.6
12.1
25.5
6.6
25.7
Traffic stops and checking vehicles or subjects were the most frequent type of
events backup Officers responded to in 2011. It is interesting to note that the overall
average time for these secondary responses was higher, at 25.7 minutes, than the
primary officer handling the incident (9.0 minutes average). The next table shows the
time spent by the 3rd Officer (and any additional Officers) on these incidents.
Officer Initiated Incidents – 3rd Officer Data
Type of Incident
Officer Busy
Special Assignment
Traffic Stop
Follow Up
Checking Subject
DWI Arrest
Checking Vehicle
Warrant Service-Misdemeanor
Warrant Service – Felony
All Other
Total Incidents & Average Time
Matrix Consulting Group
Number
2,253
1,285
184
135
79
52
40
40
38
65
%
54.0%
30.8%
4.4%
3.2%
1.9%
1.2%
1.0%
1.0%
0.9%
0.02%
4,171
100%
Avg. Minutes
69.5
36.4
21.4
39.8
17.0
18.2
22.5
43.7
37.2
1.4
54.0
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CITY OF SPRINGDALE, ARKANSAS
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“Officer Busy” (frequently indicating prisoner transportation and/or handling) and
“Special Assignment” were the most frequent incident types for these backup Officers in
2011. It is interesting to note that the overall average time for these 3rd Officers again
was higher, at 54.0 minutes than either the primary Officer handling the incident or the
second Officer arriving on the scene.
Recommendation:
Eliminate the “points” system for Patrol Officers as it currently exists.
4.
PATROL FIELD SERVICES PRINCIPLES AND BEST PRACTICES.
The orientation toward the provision of field patrol services in municipal law
enforcement agencies has come full circle in the United States over the last 60 years.
The historic law enforcement approach to field services involved a Police Officer who
walked a particular beat or neighborhood. A traditional beat officer knew people in the
area and was in a position to know potential problems before they occurred, or likely
suspects for crimes committed on the Officers beat. As cities grew and metropolitan
areas spread the motorized officer became the normal transportation mode to respond
to calls for service.
The police department’s focus changed to one of responding
quickly (i.e. in a patrol car) to all types of calls in a wider geographic area and overall,
fewer officers assigned to foot or vehicle patrol duties. At the same time, society at
large and city residents developed rising expectations of the services that would be
provided by police officers (e.g. the passage of domestic violence laws in the late 1970s
and 1980s).
Over time these factors resulted in a beat officer that had less local
neighborhood knowledge and less frequent contact with the residents in his/her service
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area but with a higher expectations among the general public that they would improve
the neighborhoods.
Initiatives over the last four decades have attempted to once again provide
policing services more tangible to the community.
This law enforcement focus
throughout the country has been under the general umbrella of “community policing” – a
return to providing a wide range of services identified by citizens and more frequent
contact with a police officer and more “proactive” law enforcement in neighborhoods
and schools.
Community policing has taken the form of countless initiatives and
iterations throughout the country in recent years.
The project team supports local
community policing efforts, especially ones that involve Patrol personnel when they
have uncommitted time during their shift. These efforts should also involve the active
participation of supervisors, managers and other specialty units (e.g. School Resource
Officers).
Over the course of several hundred police department studies the Matrix
Consulting Group has developed a list of key elements in the effective provision of field
patrol services in a community, including the responsibility of Officers to be proactive
during their shifts (to identify and resolve problems) and not just reactive in handling
calls for service. These general policing elements are summarized on the next several
pages.
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Management Task
Reactive Patrol Requirements
Comments
•
•
•
•
Proactive Patrol Requirements
•
•
•
•
Matrix Consulting Group
The primary mission of any law enforcement field patrol force.
Responding to citizen requests (or calls) for service is the most
critical element of successful patrol services.
As staffing allows, the Department should have clearly defined
areas of responsibility (beats) and should have defined how
many units are assigned to respond to the different types of
calls.
The Department should have clearly defined response policies in
place; including prioritization of calls, response time targets for
each priority and supervisor on scene policies.
This reactive workload should make up between 50% and 60%
of each Officer’s net available time per shift (on average). This
includes time to write reports, transport and book prisoners.
Proactive patrol time is defined as all other activity not in
response to a citizen generated call; it occurs during the
“uncommitted” time of a shift. It includes items such as traffic
enforcement, directed patrol, bike and foot patrol.
The Department should have clearly defined uses for
uncommitted time – i.e. officers should know what they are
expected to do with their time when not responding to calls for
service. This may include targeted preventive patrol for general
visibility, traffic enforcement, developing relationships with
members of the community, visiting schools or parks.
The proactive element of field patrol should make up between
40% and 50% of an officer’s day (on average).
Research and experience has shown the 40% – 50% range to
be an appropriate level of uncommitted time for several reasons:
Less than 35% proactive time available to officers typically
does not allow for sufficient “bundling” of available time –
time comes in intervals too short to be effectively utilized by
law enforcement personnel for meaningful activity.
Proactive time of more than 50% results in less efficient use
of officer resources as it is difficult to have sufficient
meaningful work tasks and manage personnel whose time is
so heavily weighted toward proactive activities.
Some exceptions to this latter concern are units which are
dedicated to handle certain types of activity, e.g., traffic
enforcement units, School Resource Officers, etc.
However, it should be noted that the Officers assigned to
these units should respond to any call for service when
needed/required.
A level of 45% proactive time or higher is typically seen in
smaller suburban or rural communities; a level of 30-40% is
more common in larger cities.
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Management Task
Problem Identification and
Resolution
Comments
•
•
•
•
Management of Patrol
Resources
•
•
•
•
•
Measurement of Success and
Performance
•
•
•
•
Matrix Consulting Group
Effective proactive patrol for municipal law enforcement requires
the rapid identification of problems and issues, the development
of an action plan to address issues as they arise, implementation
of the potential solution and an regular evaluations to determine
if the approach successfully addressed the issue.
This approach should be used on criminal, traffic and other
quality of life problems reported to the Department or discovered
by officers during the course of their patrol duties.
Officers have the primary role in accomplishing pro-active tasks,
field projects (e.g. Problem Oriented Policing), etc.
Formal and informal mechanisms for capturing and evaluating
information should be used. This should be primarily handled by
officers and supervisors, but managers must also have
involvement and oversight.
Patrol supervisors and managers must take an active role in
management of patrol. This includes developing and utilizing
management reports that accurately depict the activity, response
times to calls for service and the variety of current issues and
problems being handled by patrol units.
Resources must be geared to address actual workload and
issues. This includes ensuring that patrol staffing is matched to
workload, that patrol beats or sectors are designed to provide an
even distribution of workload.
This also includes matching resources to address issues in a
proactive manner. This may include shifting beats to free staff to
handle special assignments, assigning officers to targeted
patrols, assigning traffic enforcement issues, etc.
Staffing should be related to providing effective field response to
calls for service, provision of proactive activity and ensuring
officer and the safety of members of the public.
Supervisors should be both an immediate resource to field
officers (for advice, training, back-up, inter-personal skills) and
field managers (handling basic administrative functions).
Data should be used to plan and manage work in Patrol and
other field work units.
Effective field patrol should be measured in multiple ways to
ensure that the Department is successful in handling multiple
tasks or functions.
Examples of effective performance measurement include:
response time, time on scene, number of calls handled by an
officer, back-up rate and the traffic enforcement index
(citations/warnings + DUI arrests divided by injury + fatality
accidents), overall level of crime and clearance rate.
Managers and supervisors should track and review performance
measures on a regular basis to know what level of service is
being provided to the community and for use as one tool to
ensure that services are effective and efficient.
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The matrix above summarizes the basic elements of an effective and modern
patrol service in a community, providing both reactive field services (response to
community generated calls for service) and proactive work by Officers assigned to field
work units (i.e. Patrol Division). During these times of limited or decreasing budgetary
resources it becomes critically important for managers of the patrol function to make the
best use of Officer’s time to provide effective policing and meeting expectations of the
community.
The key elements identified above in the effective provision of field patrol
services in a community are summarized below:
›
Effective municipal law enforcement requires a field patrol force, which is
designed and managed to be flexible in providing both reactive, and proactive
response to law enforcement issues in the community.
›
This requires that the Department balance personnel, resources and time to
handle both of these types of law enforcement. Between 50% and 60% of the
time in a community should be spent handling all of the elements of reactive
patrol. The remaining 40% to 50% should be spent specific proactive patrol
activities, other self initiated tasks or community policing activities.
›
The time that each Officer has available for proactive patrol needs to be
structured and should not be approached in a random way. Random patrol is not
effective in addressing issues in the community – patrol should include efforts to
address specific problems in pre-determined ways. This should be planned and
accomplished at the Officer/Sergeant or “squad” level with oversight provided by
the Lieutenant.
›
Any effective proactive approach to patrol requires that information be managed
formally and that a formal effort be put into evaluating that information. This
evaluation should lead to specific actions to address issues/problems in a
community. In addition, attempts to address problems should be evaluated
formally to determine if the efforts made have been effective.
These basic elements represent the essential ingredients of effective and
efficient municipal field law enforcement in the United States in the 21st century.
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Establishing a patrol pro-activity target is important for effective management and
planning of a patrol operations force.
Springdale’s Patrol Division “points system” was designed to provide a method to
hold Patrol Officers’ accountable to be productive during their work shifts. However, it
has been in existence long enough for those Officers who so desire to “beat the system”
and accumulate the needed points to meet the established productivity goal. One of the
concerns with the existing point system is that when a supervisor of an Officer who is
“using” the system desires to hold the Officer accountable to be actually productive, not
just “meeting” the points goal, the supervisor has a more difficult time taking the Officer
to task as he/she is accomplishing the official productivity requirements. An alternate
system, where the Lieutenant, Sergeants and Officers on a shift to determine individual
productivity goals, receive regular feedback from their supervisor, and measure
accomplishment of those goals throughout the year will likely have greater success in
providing the desired accountability.
As part of this system supervisors should be
provided regular (i.e. monthly) statistical reports showing
individual Officer’s
productivity, such as reports written, investigations conducted, arrests made, field
contacts (e.g. vehicle and pedestrian stops), citations or warnings issued, and number
of calls for service handled. This information can and should be part of the information
used by the supervisor to evaluate an Officer’s overall performance for the month and
year.
(1)
Factors to Consider in Establishing Patrol Staffing Levels.
The project team uses an analytical approach to determine the staffing level
required in a community such as Springdale. The approach is characterized by several
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key factors that provide the basis for objective evaluation of a police department’s patrol
force:
›
Staffing should be examined based on the ability of current staff to handle the
calls for service generated by the community (and the related work such as
report writing and processing arrestees); as well as providing sufficient time for
proactive activities such as directed patrol, traffic enforcement and addressing
on-going issues/problems in a neighborhood.
›
Staffing is dependent on the time officers are actually available to perform the
work required of the patrol function. In this evaluation, leave hours usage and
time dedicated to administrative functions are examined.
›
Policy is made by selecting a level of proactive, or uncommitted, time that is
deemed to be appropriate for the community – this can be established by the
Chief, City Manager and/or elected officials. In the case of Springdale, the
project team recommends a target of an overall average of 40% uncommitted
time that will enable Patrol Officers to handle the community generated calls for
service effectively and efficiently, engage in a variety of targeted patrol activities
(ability varies depending on time of day), and provide for safety of officers.
›
The project team’s analysis does not include the utilization of ratios such as
“officers per thousand” because they do not account for the unique
characteristics of communities (e.g. demographics, workload, unique community
needs, deployment, etc.). Although these ratios are interesting, they do not
provide a comprehensive measure of staffing needs for a specific community, nor
should policy makers use them as a basis to make decisions regarding patrol
staffing. The Project team’s approach is supported by the International
Association of Chiefs of Police (IACP) that view ‘officer per thousand’ ratios as
“totally inappropriate as a basis for staffing decisions”.
There are other significant factors for policy makers to consider when
determining staffing levels. These factors include, but are not limited to, the following:
›
The type, severity and volume of crime in a community.
›
The ability of the police department to meet response time goals to calls for
service and solve crime (taken as a performance measure and not as a crime
prevention/reduction measure).
›
The level of police department involvement in providing non-traditional police
services such as neighborhood problem solving, graffiti removal, community
meetings and events and teaching/role modeling in the schools.
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›
The level of proactive efforts such as traffic safety and parking enforcement,
narcotics enforcement, enforcement of vice crimes such as prostitution and liquor
laws.
›
Providing for basic officer safety and risk management of a patrol force. In some
police agencies, the uncommitted time level may not be the primary measure to
determine the minimum number of Patrol Officer positions required – it may be
driven by officer safety concerns. For example, a staffing level needed to meet
basic officer safety concerns, may result in an uncommitted time level that is
above 50%.
The above factors should be used by policy makers in determining appropriate
staffing levels for all functions within the police department. The goal of a patrol staffing
analysis is to ensure sufficient patrol resources on duty 24 hours a day providing a high
level of service to the community. The ability of the Springdale Police Department to do
this depends on knowing and evaluating the community demand workload – the number
of community generated calls for service, reports and bookings of arrested persons.
These are the factors used by the project team to evaluate the number of patrol officers
needed in a community to achieve a Patrol Officer staffing level that will provide the
level of pro-activity that is desired by a community.
(2)
Data Used to Conduct Staffing Calculations.
The Project team calculates uncommitted time in law enforcement agencies
using a mixture of known data combined with several assumptions. The table below
provides a brief description of the basis for this calculation for the City of Springdale.
Reactive Factor in Calculation
of Uncommitted Time
Calls for Service
Matrix Consulting Group
Summary Discussion
Actual call data obtained from the SPD’s Dispatch
Center’s CAD system allowed the project team to
determine the number of community generated calls
for service (reactive time of Patrol Officers).
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Reactive Factor in Calculation
of Uncommitted Time
Summary Discussion
Call Handling Time
Generally, an average call handling time of
approximately 30 minutes is needed to efficiently and
effectively handle a community generated call for
service. The handling time includes an Officer’s
travel time and on-scene time. A handling time that
is higher than 40 minutes indicates Patrol Officers
may not be timely in processing calls for service; a
handling time lower than 30 minutes indicates Patrol
Officers may not be providing an appropriate amount
of attention to all calls for service.
Back-Up Frequency / Number
of Units per Call
An average of 1.4 – 1.6 patrol units responding to
handle a community generated call for service.
Duration of Time On-Scene by
Back-Up
An average of 75% (or less) of the primary/initial
unit’s handling time.
Number of Reports
This number is based on the number of communitygenerated calls for service. For most incidents
requiring a report the Officer will gather preliminary
information while on-scene handling the call and
spend additional time later in the shift, at the end of
the shift or the next day. The project team’s
experience with other municipal law enforcement has
found that some type of report is written to document
the incident on approximately 1/3 of the community
generated calls for service.
Time to Complete a Report
An average of 45 minutes is used to determine the
time required for completing incident reports resulting
from a call for service or self-initiated activity; this
time is included as part of reactive workload time.
The actual report writing time is currently not being
captured by the CAD system.
Number of Arrests
The actual number of arrests for 2011 was used.
Time to Complete an Arrest
An average of the actual time it takes for an Officer to
book an arrestee at the PD or a nearby jail facility.
This time is included as part of reactive workload
time. The project team used an average of 1.25
hours per arrest, to account for the additional travel
and processing time required to book a prisoner into
the County Jail.
Available Time of Officers /
Officers on Duty
This number used in the calculations is the average
number of all leave hours (e.g. vacation, sick, long
term disability, military) used by Patrol Officers
deducted from the total paid hours in a year (2,080)
to obtain the actual hours that an Officer is working.
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Reactive Factor in Calculation
of Uncommitted Time
Availability of Supervisors to
Handle Field Workloads
Summary Discussion
The staffing needs analysis determines the
appropriate number of Officers needed to handle the
community generated calls for service. Sergeants
are not included as primary responders to calls for
service. This is appropriate as Sergeants should
primarily be responsible for supervision, oversight
and other tasks; not primarily used for response to
calls for service.
Using this data and targets, the project team can then perform the calculation of
the current uncommitted time and also a range of uncommitted times that policy makers
may want to have as a desired goal. The calculation that is performed to determine
uncommitted time is as follows:
Uncommitted Time Percentage =
All Available Time – (Reactive Workload Time + Admin. Time)
Total Available Time
The following points summarize the formula above:
›
“Total Available Time” is defined as the number of Officer hours actually available
in a year (or other time period).
›
“Reactive Workload Time” is defined as the average total committed time per call
for service, multiplied by the number of calls for service (for the same time
period).
This approach provides managers and policy makers with an easily understood
(and easy to calculate) measure of the capability of the patrol workforce to provide
proactive law enforcement (the time left over once calls for service and related
workload, and administrative tasks have been handled). A more thorough and complete
calculation of overall workload for various hours of the day is provided later in this
report.
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This method avoids the significant problems in other comparative staffing models
(e.g., “officers per thousand” ratio mentioned above) that do not take into consideration
the workload for Patrol Officers that is generated by a community. This approach also
provides a methodology that can easily keep pace with future growth that takes place in
the city (by factoring in a percentage growth in call for service demand). Finally, this
approach allows managers/policy makers to select an uncommitted time target that is
desired (e.g., 40% uncommitted time level), and then basing total patrol staffing on a
combination of the work that must be done (i.e., community generated calls for service)
with the uncommitted time level that is desired. Here is a recap of the model’s use and
key analytical points:
›
The model makes specific provision for uncommitted time targets.
›
The model can be used at any level of detail, i.e. staffing levels can be calculated
for specific times of day or for specific geographical areas.
›
The model uses commonly available data:
-
Gross and net officer availability hours (uncommitted time).
-
Calls for service counts and the time committed to these calls.
-
Related additional workload, including report writing and time spent
booking arrestees.
-
“Administrative” tasks, such as time spent in “briefing” at the beginning of
a shift, breaks, vehicle maintenance, and other tasks during a shift are
counted as “available” time in the project team’s staffing calculations.
The project team used this approach in conducting the staffing calculations from
calendar year 2011 call for service data.
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(3)
Important Factors Regarding CAD Data and the Calculation of Committed
and Uncommitted Time Levels.
The use of CAD data to calculate patrol officers work tasks will not capture all of
the duties and tasks done by Officers during their shifts due to human error and
incomplete data in the CAD call for service records (e.g. missing time stamps, the fact
that sometimes Officers do not report a task they are doing to Dispatch so it is not
logged, sometimes Dispatchers do not track all patrol tasks). This is especially true in
the first year of a thorough CAD call for service data analysis, and will be true for
subsequent years unless the agency makes concerted and consistent efforts to improve
accuracy. This is not unique to Springdale; it is common in other law enforcement
agencies’ data evaluated by the project team in other studies. The project team, based
on several hundred patrol staffing studies conducted throughout the United States,
estimates that approximately 20 – 25% of an Officer’s time that he/she is doing job
related tasks is not tracked in the CAD record (this is a general number for all police
departments that is applicable to Springdale but it was not specifically derived from the
Springdale CAD data). This number is important to remember as it means that a 20 –
25% “uncommitted time” level in the 2011 CAD data analysis is essentially a fully
committed workforce. The following summary is provided illustrating the implications of
various uncommitted time levels:
•
A 20 – 25% uncommitted level reflects a patrol staff that is essentially fully
committed (except during the low CFS hours of the day); this is due to CAD data
not capturing all committed time or tasks required/completed by Officers.
•
At this level, during most hours, Officers will be responding to CFS and will not
have time for any consistent proactive or project oriented activity – the blocks of
time are generally too short (less than 30 minutes) to allow for meaningful
targeted patrol or working on beat projects or neighborhood issues.
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•
A 40% uncommitted level is generally sufficient to provide blocks of time where
Officers can conduct targeted patrol, beat projects to address community issues.
•
A 50% uncommitted level will afford a patrol force on most workdays to have a
several hours during their shift to conduct targeted patrol, specific projects to
address community issues, and other officer initiated activities.
•
Uncommitted levels above 50% may provide a challenge to supervisors to keep
Officers busy with meaningful work and engaged in the job.
Each community can choose an appropriate target of uncommitted time desired
for its patrol staff, based on unique needs, available funding and policing model desired.
A 40 – 50% overall average uncommitted time level is a reasonable target/goal for a
community that desires a patrol force that can provide a consistent level of proactive
services to the community. Policymakers should determine the policing level for their
community and understand the impacts of higher and lower uncommitted time levels.
Higher targeted uncommitted time levels will require more staff but also ensure that the
police force is able to provide a higher level of service to the community in the form of
proactive policing and will allow the Patrol Officer to be more involved in
issues/problems in the neighborhoods where they serve.
5.
PATROL OPERATIONS COMMITTED AND UNCOMMITTED TIME IN 2011.
The workload required during various hours of the day (committed time) and the
resulting uncommitted time level of a patrol staff is the most significant factor in
determining the staffing needed to achieve the level of service desired by a City.
However, fielding a minimum number of Officers to provide for basic safety of Officers
while on patrol, and the ability of the Department to handle more than one critical
incident simultaneously are also significant factors to consider in deployment of police
resources.
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It is important to have a clear understanding of what is included in the
uncommitted time calculations. Uncommitted time is the amount of an Officer’s work
hours remaining (expressed as a percentage of work hours) after handling the
community generated workload demand, this includes the time required to handle calls
for service, make arrests, book arrestees, write reports, etc.
(1)
Assumptions Utilized in Calculating Uncommitted Time.
In the calculation and analysis of uncommitted time there are several analytical
assumptions that were utilized:
›
Actual community generated calls for service obtained from CAD data totaled
30,326. This number excludes all Officer initiated activities (such as traffic
stops); multiple unit entries, administrative activities and calls cancelled prior to
an Officer being dispatched.
›
Meals and other breaks are taken evenly across all hours of a shift.
›
Personnel are available on an average hourly basis (i.e., in the model there are
no heavy or light shift days).
›
Officers are available for an average of 1,720 shift hours per year to provide all
field services. This takes into account the various leave usages (e.g. vacation,
sick) and training hours.
The resulting calculation shows the average level of an Officer’s uncommitted, or
discretionary, time during a shift, when they are available to handle general proactive
policing efforts in the field, targeted patrol to address a specific problem, visiting
schools, traffic enforcement, walking patrol in the downtown area, and other tasks
initiated by the Officer or directed by the Officer’s supervisor.
(2)
The Percentage of Uncommitted Time Varies Throughout the Day and
Should be Evaluated for Each Shift.
The table on the next page shows the calculations for uncommitted patrol time in
four-hour time blocks to assist in providing a more specific description of committed time
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and uncommitted time during various times of the day.
An overall percentage of
uncommitted patrol time is also shown. The average number of Officers actually on
duty during a 24 hour period was taken from the “Actual Patrol Staffing” table presented
earlier in this report. This table shows the time required to handle calls for service
during 2011.
The actual average call handling time of 21.8 minutes for the primary (1st Officer)
and 30.2 minutes for the “back-up” Officer(s) were used in this calculation. It is unusual
that the primary Officer’s call handling time is less than that of the back-up Officers but
this time difference fits with normal patrol call handling in Springdale; staff reports that
the second Officer will often stay at the scene longer than the first Officer makes an
arrest he/she will often leave the scene to process the arrestee and the second Officer
will remain on the scene conduct the investigation and/or waiting for a tow truck.
Report writing time was estimated at 45 minutes per report and the initial booking
of a prisoner at 1 hour, 15 minutes each (this does not include other prisoner
transportation time).
The table on the next page shows the actual available staff time in 2011 and the
community generated calls for service workload (other discretionary, or Officer initiated
activity is not included in this table).
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Officer Calls for Service Workload in 2011
0000 0400
0400 0800
0800 1200
1200 1600
1600 2000
2000 –
2400
Total
Patrol Staff Allocation
13.7%
15.2%
16.8%
18.2%
19.5%
16.6%
100.0%
Hours Staffed (ST + OT)
10,542
11,770
12,991
14,041
15,084
12,813
77,234
988
1,104
1,218
1,316
1,414
1,201
7,241
Available Work Hours
9,554
10,667
11,773
12,725
13,670
11,612
69,993
Calls for Service (CFS)
3,183
2,062
5,172
6,205
7,633
6,071
30,326
10.5%
6.8%
17.1%
20.5%
25.2%
20.0%
100%
21.8
21.8
21.8
21.8
21.8
21.8
21.8
1st Unit Hours
1,156
749
1,879
2,254
2,773
2,206
11,018
Back-Up Unit Responses
3,449
2,235
5,605
6,724
8,272
6,579
32,863
30.2
30.2
30.2
30.2
30.2
30.2
30.2
1,736
1,125
2,821
3,384
4,163
3,311
16,541
Reports Written
871
564
1,416
1,699
2,090
1,662
8,302
Report Writing Hours
654
423
1,062
1,274
1,567
1,246
6,227
Bookings
585
379
950
1,140
1,402
1,115
5,570
Booking Hours
731
473
1,187
1,425
1,752
1,394
6,963
Prisoner Transport Tasks
208
135
338
405
499
397
1,981
Total Committed Hours
4,485
2,905
7,287
8,743
10,755
8,554
42,729
Total Uncommitted Hours
5,069
7,762
4,485
3,982
2,915
3,058
27,271
Committed Time
46.9%
27.2%
61.9%
68.7%
78.7%
73.7%
61.0%
Uncommitted Time
53.1%
72.8%
38.1%
31.3%
21.3%
26.3%
39.0%
Administrative Time
% of Total CFS
1st Officer Minutes / CFS
Back Up Minutes / CFS
Back Up Officer(s) Hours
The overall level of committed time in 2011 was an average of 61% that is
required to handle the community generated calls for service; leaving an average
uncommitted time of 39%. However, it is important to add in the estimated 20 – 25%
additional of time not captured by CAD (discussed in an earlier section) into these totals
– which equals an overall daily average of 81 – 86% committed time and an average
uncommitted time level of 14 – 19%.
During busiest hours of the day, 8:00 AM to 8:00 PM, the uncommitted time
average falls to 29.8%; this is when almost 63% of the calls for service occur. This
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pattern is typical of most police departments – more calls for service during the
“daytime” hours, resulting in a high level of committed time, and fewer calls during the
“nighttime” hours which results in a higher level of uncommitted time. The high levels of
uncommitted time from midnight to 8:00 AM are common in most police agencies.
Agencies may be able to redeploy some staff to busier hours of the day but other
factors may limit management’s ability to make changes. These factors include: 1)
maintain sufficient staff to provide for safety of Officers, and 2) as part of management’s
risk management assessment, having the ability to handle more than one critical
incident with on duty staff (as during the early morning hours no other police resources
such as Traffic Units or Detectives are on duty to provide additional assistance quickly).
It is important to note that this is the first year that an evaluation of this type has
been done for patrol workload and, as already mentioned, the CAD data does not
capture all of the work done by Patrol Officers. Improvement in tracking Officers time in
CAD over the next year will provide more accurate data to conduct this same workload
analysis for 2012 and 2013 and have an increasing degree of confidence that the
results closely reflect the actual patrol workload time commitment.
The workload
analysis in the second and subsequent years will also show workload trends that will
assist managers in making staffing allocation decisions.
6.
PERSONNEL STAFFING REQUIREMENTS FOR PATROL.
The table on the next page uses current number of community generated calls
for service to calculate the number of Officers required for the call for service workload
in 2011. The Patrol staffing required in Springdale is driven by workload levels and the
minimum staffing needed to provide for the safety of Officers.
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Staffing Projections at Various Uncommitted Time Levels
Workload
2011
1. COMMUNITY GENERATED WORKLOADS
Calls for service (one year)
30,326
Handling Time –
11,018
1st
Unit from Dispatch until Officer clears call
Backup Officers
16,541
Number of Reports Written
8,302
Total Time for Report Writing @ 45 minutes each
6,227
Number of Bookings
5,570
Time to Process Bookings @ 1.25 hours each
6,963
Other Prisoner Transport Tasks
1,981
Total Time Needed to Handle Workload
42,729
2. Additional Hours for Preventive Patrol & Officer Initiated Activity
To Provide 50% Uncommitted Time Level
42,729
To Provide 40% Uncommitted Time Level
28,486
To Provide 30% Uncommitted Time Level
18,312
3. Total Time Required for Reactive & Proactive Work
To Provide 50% Uncommitted Time Level
85,458
To Provide 40% Uncommitted Time Level
71,215
To Provide 30% Uncommitted Time Level
61,041
4. Availability of Staff
Annual Paid Work Hours
Leave Hours (vacation, sick, WC, etc.)
Training Hours (on duty only)
Administrative Tasks – 90 min per shift (briefing, breaks, etc.)
Net Hours Worked
2,080
262
55
220
1,543
5. Officers Required to Handle Workload at Desired Policing Levels
To Provide 50% Uncommitted Time Level
55.4
To Provide 40% Uncommitted Time Level
46.2
To Provide 30% Uncommitted Time Level
39.6
To provide an overall average uncommitted time level of 40 – 50% in 2011,
Springdale PD needed a minimum of 47 – 56 Officers in patrol services (rounding up)
This patrol workload analysis provides police managers with valuable information
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regarding workload demand when making staffing decisions but these calculations are
only one of the items of information needed when determining the total number of staff
needed and allocating staff to the different shifts – and, as pointed out in the previous
section, these figures should be reviewed and calculated for several years to develop a
consistent pattern and a higher level of reliability. Additionally, many other factors must
also be evaluated by management when determining the number of Patrol Officers
needed to effectively and safely provide patrol services in Springdale. These factors
include Officer safety considerations, size and geography of patrol areas (beats),
frequency of critical incidents, availability of mutual aid, Officers’ current leave usage,
crime activity, additional (new) tasks required of Patrol, frequency of Patrol Officers
needed to backfill as a Jailer or Bailiff, number of new Officers in FTO training,
frequency of sending Patrol Officers out of the City, additional land/population annexed
into the City, etc.
An example of this is determining a minimum staffing level for nighttime hours:
although the workload level is generally low and the uncommitted time level from
midnight through 8:00 AM is fairly high (53% from 0000-0400 and 73% from 04000800), a minimum number of eight Patrol Officers are reasonably required to be
assigned to C Shift (10 PM – 6 AM) to provide adequate coverage for the entire City
area, meet Officer safety needs and have the ability to handle at least one critical
incident (requiring 4-6 Officers and a Sergeant).
Targeting an overall 50% uncommitted time level is recommended for Springdale
as it will provide additional staff that can be assigned to the 8:00 AM – 8:00 PM work
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hours; which will provide the needed increase in uncommitted time that will allow more
consistent periods during their shifts to accomplish proactive activities.
In summary, a targeted overall higher service level (e.g. a 50% uncommitted time
level) requires a higher staffing level; correspondingly, fewer staff would be needed to
provide uncommitted time level at or below 40%. In Springdale, an overall target of
50% uncommitted time will allow a high amount of proactive time during the night time
hours and a reasonable amount of proactive time for Patrol Officers working between
8:00 AM and 8:00 PM, in addition to providing a good service level to calls for service.
It is also recommended that management re-deploy resources as needed to try and to
maintain a 30% uncommitted time level within each four hour time period.
In April 2012 Patrol Division had 55 Officers assigned to field services (includes
any Officers that may be on light duty). This staffing level is adequate to handle the
current workload, provide for officer safety and to have sufficient time for pro-active
activities. This is supported by the employee survey where 85% of the staff (which
included employees assigned to Patrol but also other areas of the Department) reported
that they had enough time to complete their work or had busy periods but most of the
time they were able to keep up with the workload. This staffing level is very close to the
staffing needed from the above calculations, so any reductions to the current staffing
are not recommended and as additional Officers become available, consideration
should first be given to adding them to Patrol.
Sergeants are a critical component of providing an effective patrol services
delivery system. Currently there are only two Sergeants assigned to each shift and with
their regular days off there will only be two Sergeants working the shift for three days a
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week. Including other leaves and training it is common to have one Sergeant per shift
for six days of the week. In a City the size of Springdale, the number of Officers
deployed and the call for service workload it is recommended that two Sergeants be on
duty 24/7; this is in addition to the number of Officers assigned to each shift. The
calculations for the number of positions required to field two Sergeants are shown in the
following table.
Positions Required
Hours
Hours Required to Fill One 24 Hour Position
8,760
Average Annual Hours Worked / Employee
1,763
Staff Required to Fill One 24 Hour Position
5.0
Positions
Positions per Shift
Total Staff Required
2
9.9
A total of 10 Sergeant positions on Patrol are needed to provide 24/7 shift
coverage of two Sergeants. It is reasonable to increase the number of positions to
three Sergeants per shift.
Recommendations:
Establish a City goal of an overall average time ratio of 60% committed and 40%
uncommitted time for field Patrol services.
Establish a Department goal to maintain a minimum 30% uncommitted time
percentage for each four hour time period of the day.
Semi-annually review patrol staff workload for each four hour time block to
determine if some patrol staff should be redeployed to busier hours of the day; or
if resources from other work units should be redeployed to Patrol.
Adopt a process to enhance delivery of patrol services during the periods when
uncommitted time is available. The Captain, Lieutenants and Sergeants should
coordinate the development of plans that identify specific tasks/projects that can
be worked on or accomplished when uncommitted time is available during a shift.
Provide Patrol field supervision of two Sergeants on duty per shift.
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7.
TRAFFIC SAFETY OPERATIONS.
Springdale PD has two Officers, assigned to dayshift, whose primary duties are
to enforce traffic laws and investigate accidents. There are also two civilian Traffic
Accident Investigators who handle a significant number of the traffic collisions. There is
not a recommended number of dedicated Traffic Officers in a Police Department but as
traffic issues and concerns are one of the most frequent types of complaints received by
law enforcement, most agencies with a population the size of Springdale have
dedicated traffic safety unit to handle most of the traffic accident investigations and
conduct enforcement operations. The size of work units vary from one person to six or
seven staff.
Traffic Officers primarily work traffic safety related complaints throughout the City
and conduct pro-active traffic enforcement operations. They may also assist Patrol
Officers in handling calls for service when they are close to the scene of a call or during
high call volume times of the day.
The civilian Traffic Accident Investigators are responsible for low risk calls for
service such as abandoned vehicles, traffic hazards, funeral escorts, parking problems
and towing vehicles. They responded to a total of 1,773 calls for service in 2011.
These are calls for service that would require a Patrol Officer to handle if the Traffic
Accident Investigators are not working. The following table shows the number and type
of calls for service, percentage of their CFS workload and the average number of
minutes taken for each incident.
Call for Service Type
Accident
Stalled Vehicle
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Number
535
148
% of Total
30.2%
8.3%
Avg. Minutes
33.6
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Accident - Private Property
Parking Violation
Escort/Funeral Or Business
Abandoned Vehicle
Follow Up
Accident W / Injury
Traffic Hazard
Accident Hit & Run
Private Prop Acc / H&R
All Other
Total Incidents & Average Time
144
139
120
92
72
66
65
54
51
287
8.1%
7.8%
6.8%
5.2%
4.1%
3.7%
3.7%
3.0%
2.9%
16.2%
29.8
16.5
41.8
19.9
24.3
42.7
19.1
27.2
25.8
NA
1,773
100%
29.3
The total call for service workload for the Traffic Accident Investigators was
approximately 866 hours for 2011.
The Traffic Accident Investigators made an
additional 871 responses to these calls for service incidents (e.g. as a second
responder) for a total of 2,644 responses to incidents in 2011.
Traffic Accident
Investigators worked approximately 3,500 hours in 2011 and the 866 hours of activity
tracked on CAD is only about 25% of their work hours. The CAD system should be
used to track most of their activities.
The Traffic Accident Investigators performed approximately 120 funeral or
business escorts during the year. Most police agencies no longer perform escorts due
to the inherent liability of facilitating the passage of a motorcade through intersections
where the lights are sometimes red for the motorcade.
It is recommended that
Springdale no longer perform this public service.
The primary workload for the Traffic Officers is enforcement of the traffic safety
laws and education of the public in the contacts they have during their workday.
Additionally, the Traffic Officers respond to calls for service when there is a need
because beat units are not available or when the call is traffic related call and they are
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able to respond.
The following two tables show the CFS activity and self initiated
activity for the two Traffic Officers in 2011.
Call Type
Number
Accident
Stalled Vehicle
Accident - Private Property
Parking Violation
Abandoned Vehicle
Traffic Hazard
Escort/Funeral Or Business
Accident Hit & Run
P-Prop Acc/H&R
Other
234
86
58
41
30
28
27
24
22
200
Total
Average
Minutes
36.7
16.3
31.8
15.3
15.9
11.1
36
29.9
28.6
20 (est.)
750
Hours
143
23
31
10
8
5
16
12
10
67
326
The two Traffic Units handled 750 calls for service in 2011. The self initiated
activity for these units is shown in the following table.
Officer Initiated Event
Number
Traffic Stop
Radar
Extra Patrol-Log
Other
965
446
341
143
Total
Average
Minutes
7.1
5.9
1.7
20
1,895
Hours
113
44
10
48
215
These Officers worked approximately 3,500 hours in 2011 but only 541 hours, or
about 15% of their work hours were captured on CAD. The CAD system should be
used to track most of their activities. Efforts should be made to ensure that their time is
accounting of their time.
Recommendations:
End the practice of providing funeral or business escorts.
Use the CAD system, or develop another methodology, to track Traffic Officer and
Traffic Accident Investigators’ assignments.
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4.
CRIMINAL INVESTIGATIONS DIVISION (CID)
OPERATIONS AND WORKLOAD.
This section provides summary workload activities for investigation services. CID
is staffed with one Captain, one Lieutenant, three Sergeants and 21 Detectives. Nine of
the detectives, four in the Person Crimes Unit and five in the Property Crimes Unit, are
considered “core” investigators – their primary job is to conduct follow-up of criminal and
suspicious cases.
The other 12 detectives are assigned to pro-active enforcement
units, task forces, nuisance abatement or the sex registrants tracking program.
The current organization structure in CID has one Captain and one Lieutenant
reporting to a Captain. A one-to-one reporting relationship is not advised over the long
term as the Lieutenant will become the actual leader of CID and the Captain will
become less involved in daily operations (possibly having other assignments) or
possibly be a “second boss” that provides different direction than the Lieutenant. Three
Sergeants reporting to one Lieutenant or one Captain is a normal and viable span of
control – there is not a need for a second management position in running operations.
This current CID structure is intended to be temporary and it is advisable to establish a
permanent and viable structure within the next year that eliminates the one-to-one
reporting relationship.
1.
CID WORKLOAD.
The primary tasks of the Person Crimes and Property Crimes Investigators is to
follow-up on crimes or serious incidents that have occurred in Springdale. Cases are
screened and assigned by the Detective Sergeant and assignments given to the
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investigators. Any cases that have a lead that would reasonably lead to a suspect
responsible for the crime are assigned to a Detective for follow-up.
The table below provides the results of the project team’s “desk audit” conducted
with each of the five current investigators. An Assigned Case is one that has been
assigned to them by the supervisor; and Active Case is where on-going follow-up
investigation is being conducted (where some investigative activity has been conducted
in the past 30 days). Each Detective also has a varying number of “pending cases”
where they are waiting for Crime Lab analysis, fingerprint comparison or it has been
sent to the prosecutor to review for criminal charges. When information on a pending
case is received it will require some additional work, become an active case again or
the case will be closed.
Detective Caseload in April 2012
Detective
Assigned
Cases
Active
Cases
1
8
8
Person Crimes Detective
2
8
6
Person Crimes Detective
3
5
5
Person Crimes Detective (in transition
to a new assignment)
4
14
11
Property Crimes Detective
5
21
17
Property Crimes Detective
Comments
The desk audits were completed for five of the nine person or property crimes
detectives. Each investigator is typically able to begin working their cases within a few
days of it being assigned and if the case is a high priority one they will begin working on
it immediately.
The Criminal Investigations Division provides a high service level to the
community as they are well staffed.
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assign cases to Detectives (e.g. thefts and criminal mischief) that in many cities cannot
be assigned to a Detective due to the number of higher priority crimes requiring
investigation. Springdale Detectives generally also have the time to quickly begin their
follow-up Investigation and complete it.
As mentioned above, some Detectives are assigned to specialized tasks or work
units within CID or as part of a regional investigative task force. CID has one Detective
assigned to monitor and ensure compliance with the law for the approximately 80 sex
offender registrants in Springdale.
Another Detective has just been assigned to work
internet crimes to target child sexual predators.
Two other Detective positions work in the SNAP group – Springdale Nuisance
Abatement Program. This group conducts follow-up investigations of graffiti and other
quality of life crimes in Springdale and also conducts pro-active investigations to
mitigate or resolve nuisance properties (e.g. low priced motel used by prostitutes) where
there are a high number of calls for service requiring a Patrol response.
Other Detectives (details in Appendix A) are assigned to work with several
federal enforcement efforts: the Joint Terrorism Task Force (JTTF), the Drug
Enforcement Administration (DEA) Task Force and the Immigration & Customs
Enforcement group. Springdale also participates in the regional Drug Task Force with
several other Washington and Madison County law enforcement agencies. In February
2012 Springdale also started its own two person Drug Enforcement within CID that
reports to the Narcotics/Nuisance Abatement Unit Sergeant.
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These are worthwhile efforts in pro-actively addressing crime issues and crime
trends in the northwest Arkansas region. Some of these assignments are grant funded
positions so the City only has minimal financial costs for these assignments.
2.
CRIME DATA IN SPRINGDALE.
Since 1929 law enforcement agencies have reported crime occurring in their City
to the FBI, who collected the data nationally it a format know as the Uniform Crime
Reporting (UCR) system. It is published and used for many purposes, including as a
benchmark for Cities of similar population or location for comparison. Several years
ago the FBI developed an expanded crime reporting system known as the National
Incident Based Reporting System (NIBRS). The FBI and law enforcement agencies are
in a multi-year transition from the UCR system to the NIBRS. Approximately 25% of law
enforcement agencies have made the transition to the NIBRS.
Springdale began
reporting in the NIBRS format in 2008. However, the FBI continues to publish crime
and clearance data in the UCR format and it still is commonly used for comparison
purposes – for historical averages within a City and also in comparison with other Cities.
However, NIBRS reporting agencies crime data is converted to UCR data by the FBI
and published.
The reporting agency does not have direct knowledge regarding the
accuracy of their converted crime statistics – this is the current situation for Springdale
PD. It won’t be until after the conversion to the NIBRS is complete and several years of
historical comparison. During this transition time the normal crime comparisons with
other agencies will likely be unreliable. However, year to year internal comparisons can
be made with reliable as the agency has the raw reporting data.
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For this report the project team obtained the UCR crime data for calendar years
2008 - 2011. They are listed in the following table.
UCR Part I Crimes and Crime Rate2
Crime
Homicide
2008
2009
2010
2011
% Change
2010 to
2011
2009-2011
Average
1
0
0
1
100%
0.3
Forcible Rape
65
56
68
97
43%
74
Robbery
21
25
18
24
33%
22
Aggravated Assault
208
207
239
231
(3%)
226
Burglary
587
486
373
438
17%
432
1,790
1,828
1,631
2,232
37%
1897
150
99
125
116
(7%)
113
20
2,842
11
2,712
7
2,461
14
3,153
100%
11
2,775
Larceny – All
Motor Vehicle Theft
Arson
Total
Violent Crime
Property Crime
28%
295
288
325
353
9%
322
2,527
2,413
2,129
2,786
31%
2,443
From 2010 to 2011 the City of Springdale experienced a 9% increase in violent
crime and a 31% increase in property crime. This is a significant increase in crime in a
year and it is very important to monitor and evaluate monthly counts to determine if this
was a one year spike in crime or a continuing trend in Springdale.
If crime has
continued to increase in 2012 the Department should evaluate strategies to address the
increase and attempt to reduce crimes occurring.
The table on the following page shows Springdale’s violent crime rate compared
to the Cities of Fayetteville and Rogers (2008 – 2010 data) and also to the national
average for Cities with a population between 50,000 and 100,000 residents.
All 2008 – 2010 crime data was obtained from the FBI website (which originates from SPD); the 2011
crime data was obtained directly from SPD (the FBI has not yet published 2011 crime data).
2
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Violent Crime Rate Comparisons
2008
2009
2010
3 Year
Average
Springdale
423
406
457
429
Fayetteville
451
433
414
432
Rogers
National Average
248
451
310
426
357
395
306
424
Springdale’s violent crime rate is similar to Fayetteville and the national average.
The following table shows Springdale’s violent crime rate compared to the Cities
of Fayetteville and Rogers and also to the national average.
Property Crime Rate Comparisons
2008
2009
2010
3 Year
Average
Springdale
3,622
3,402
2.992
3,339
Fayetteville
3,726
3,871
3,466
3,683
Rogers
National Average
3,390
3,662
3,294
3,447
3,552
3,336
3,219
3,369
The property crime rate for Springdale is the lowest of the three Cities and is also
slightly lower than the national average.
Another significant statistic is the clearance rate of crimes committed in
Springdale. The number of crimes cleared is a significant measure of the effectiveness
of the Criminal Investigation Division as it is their primary task to follow-up criminal
cases and “clear” the case by identifying the perpetrator of the crime and making an
arrest of possible. Clearance statistics are kept by the Criminal Investigations Division
but in a different format than is used for reporting clearance data to the State of
Arkansas Crime Information Center (who report it to the FBI). The internal clearance
statistics provide valuable information of performance and effectiveness of an
investigations unit. It is commonly used as a performance measure and to compare
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with other regional Cities. When the transition to the NIBRS is complete and national
clearance rate data is published by the FBI it should be used to compare with
Springdale’s crime clearance rate.
3.
CID CASE MANAGEMENT AND CLEARANCE RATE STATISTICS.
The Lieutenant and Sergeants in CID review almost all incoming criminal cases
to determine if the case has investigative leads and warrants being assigned to a
Detective. Springdale uses and electronic case management system to review, assign
and track cases. This is an excellent use of available technology and is an efficient way
to manage the CID caseload. Investigators also use it to track their assigned cases.
CID maintains statistical information on the number of cases reviewed and
assigned to CID investigators. Although this data is only tracked by CID and is not to be
considered official Springdale PD statistics, it does provide good and reasonably
accurate information regarding case workload and resolution of CID assigned cases.
The table below shows the number of cases worked and clearances made over the last
three years.
CID Case Investigations
2009
2010
2011
Reports Reviewed
7,644
7,397
7,779
Cases Assigned to Investigators
2,017
3,323
4,549
Cleared - Arrest Made
235
229
322
Cleared – Unfounded
94
31
57
Cleared – Exceptional (i.e. Other)
80
50
91
307
1,203
810
Total Number
716
1,513
1,280
Cases Cleared Percentage
35.5%
45.5%
28.1%
Cases Changed to Inactive (no further leads)
546
994
2,412
Still Assigned to a Detective (Active Case)
852
854
857
Clearances
Turned Over To Prosecutor's Office
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The total number of cases reviewed and assigned for follow-up has increased in
each of the last three years while the staffing has remained approximately the same.
The number of cases cleared, changed to inactive and still assigned is slightly off for the
listed total number of “cases assigned” in 2009 and 2010 but totals exactly in 2011.
This statistical information is helpful to provide a historical trend if it is tracked
and reported the same way over multiple years. However, this does not provide as
specific data of what types of cases were cleared (violent crimes, property crimes, “nonreportable” crimes, etc.) that can be used for comparison with other law enforcement
agencies. This will only happen when the conversion to the NIBRS is complete and that
will not likely be for another five years or more. Until then, it would be an improvement
to this data to track the clearances separately into the following three categories:
reportable violent crimes, reportable property crimes, and other crimes.
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5.
SERVICES DIVISION.
The Services Division has three work units – Records, Detention and Fleet. A
brief description of each unit is provided below.
1.
RECORDS UNIT.
The Records Unit is open to the public from 0800-1700 hours Monday – Friday.
This Unit is staffed with one Records Clerk Office Manager and five Records Clerks who
all work Monday-Friday. The Records Units answers the business phone line for the
Department, 479.756.8200, and serves people at the front counter. The primary work
tasks include:
•
Processing traffic accident reports, traffic citations, tow reports
•
Processing arrest reports and sends them to the Court
•
Sending copies of reports to Detectives (e.g. felony arrest reports)
•
Processing Freedom of Information requests
•
Processing false alarm bills
•
Process Department bills, order supplies, conducting inventory
•
Processing taxi cab and ice cream vendor permits
•
Processing travel reservations for employees
•
Processing grant paperwork for Department grants
•
Assisting in the mayor’s office as needed
The Records Unit does not keep any specific workload statistics. The people
working in this unit work together as a group, are familiar with aspects of each others’
specific work tasks (cross-trained) and area a well functioning work unit that provides a
high level of service to the community and internal customers.
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2.
DETENTION UNIT.
This work unit is supervised by a Sergeant who oversees the Jail staff, Warrants
Officer and Property/Evidence Officer.
(1)
Jail Staffing and Facility.
The Springdale Police Department maintains its own jail facility and rents out a
large portion of their jail to the Arkansas Department of Correction. The Department of
Correction uses two dormitory type rooms that have 48 beds. The remaining portion of
the jail is used by Springdale PD to book, process and house PD prisoners. The facility
has three cells that have four bunk beds each and a drunk tank that can hold up to 25
people. It also has two small rooms that can hold females for a few hours (must be
supervised). The jail does not meet current jail building standards but is able to operate
under a “grandfather” clause because no significant remodeling has occurred.
The
Department of Correction will be relocating to another facility in the next year and then
Springdale PD will have control of and responsibility for the entire facility.
The Jail processes persons arrested by Springdale officers – 5,570 in 2011. Due
to the location of the municipal Court in Springdale additional prisoners pass through
the Springdale Jail during the day in transit from County Jail to court appearances. This
increases the workload on both A and B Shifts and requires additional staffing to
process the prisoners in a timely manner.
People making court appearances are
sometimes remanded into custody by the judge and Springdale Jailers must process
them also. These additional prisoners that were booked and/or processed by Jailers in
2011 bring the overall total to 9,345 persons. The Jail also houses prisoners and over
the last three years the jail prisoner population averaged 17 inmates in 2010 and 15 in
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2011. Through the first three months of 2012 the prisoner population averaged 16.5
inmates per day.
The jail is staffed with nine full time civilian Jailers, three per shift.
This is
intended to provide a staffing level of two Jailers on each of the three shifts.
Additionally, if additional prisoners are housed in the Jail when DOC leaves, the current
staffing level will be insufficient. The number of staff needed will be dependent upon the
number of prisoners housed in the facility.
Although Jailers have a high attrition rate their overall leave usage rate is low, as
shown in the following table that lists the average number of leave hours taken –
vacation, injury, sick, funeral and compensatory time off.
Average of 2010 & 2011 Hours
Total Paid Annual Work Hours
Average Leave Usage
Net Work Hours
% Annual Availability
Work Hours
2,080
141
1,939
93.2%
Over the last two years the Jailers have only used an average of 141 hours of
leave, working 93% of their paid hours. This is a significantly high number of actual
work hours and a significant positive factor for the City of Springdale as it reduces
overall staffing costs.
Springdale currently has nine Jailer positions in order to staff a minimum of two
positions per shift. Using this staffing level and the current work hours per employee
only nine positions are needed but because of the high attrition rate “over hire” positions
should be staffed. The calculations for the number of positions required are shown in
the table below.
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Positions Required
Hours
Hours Required to Fill One 24 Hour Position
8,760
Average Annual Hours Worked / Employee
1,939
Staff Required to Fill One 24 Hour Position
4.5
Positions
Positions per Shift
2
Sub-Total of Staff Required
9.0
Attrition @ 29.6% (“Over hire” positions)
2.7
Total Staff Required
11.7
An additional two to three Jailer positions are needed to provide 24/7 coverage of
the Jail with two Jailers. Adding the additional Jailer positions will provide a sufficient
staffing at the current rate of attrition and if the attrition rate can be reduced the total
number of positions needed will be less. The attrition rate of Jailers has already been
mentioned earlier in this report – it is the most significant issue relating to efficient jail
operations. It not only impacts the Detention Unit but impacts Patrol Division as a Patrol
Officer will be assigned to staff the Jail to maintain a minimum staffing of two.
(2)
Evidence and Property.
One employee is assigned to handle the evidence and property functions for the
Department, he reports to the Detention Unit Sergeant.
His primary duties include
receiving all evidence booked by Officers and ensuring it is properly packaged/stored;
transporting evidence requiring processing to the crime lab in Little Rock; ensuring the
Mobile Video/Audio Recording (MVAR) system is uploaded from the patrol cars into the
storage system; keeping related supplies stocked; purging evidence and property.
One person can handle most of the day to day routine tasks but it is important for
the Evidence Officer to have another person trained to fill in for him as needed. He also
needs assistance whenever purging of evidence, guns and drugs is done.
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Routine audits of the property room are not currently conducted but should be
conducted every year or every six months (checking a portion of the evidence and
property, not a complete audit).
The property/evidence room is alarmed and the hard keys are limited to very few
people. The room is too small for the current volume of items stored – it does not have
sufficient shelves for all of the boxes, requiring the Evidence Officer to frequently move
items around to store new items. Additional storage space is available in the fleet
garage but the security of the building is lacking as it is not alarmed nor climate
controlled.
(3)
Warrants Officer.
One Officer was assigned in February 2012 to conduct follow-up on Springdale
warrants to try and have the subjects self surrender and take care of the warrant or to
arrest them. This position is assisted by the Department’s Terminal Agency Coordinator
in the clerical functions. In the first month 127 warrants were able to be served as the
direct result of this effort.
3.
FLEET UNIT.
This work unit is supervised by a Sergeant who oversees two staff (Fleet
Manager and the Mechanic), manages the fleet/equipment for the Department,
conducts other facilities related tasks and also is tasked with a variety of research
projects for the Department.
The tasks that take up most of the Fleet Sergeant’s time are researching vehicles
to purchase and/or equipment for the vehicles or Department (e.g. light bars, radios,
uniforms, weapons); assignment of fleet and take home cars; reviewing the monthly
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inspections of the vehicles and processing repair requests. Since the Department does
not have an in-house facilities unit, the Fleet Unit has been tasked with other projects
such as researching a BBQ trailer for the Department and a wash room project.
This work unit accomplishes the specific tasks directly related to the fleet and
equipment but also many other miscellaneous tasks. While it is helpful to have law
enforcement experience as background for some of these tasks it is not mandatory and
a civilian in this position would be able to accomplish the job at a lower personnel cost.
Recommendations:
Add two-three Jailer positions to adequately staff the Jail with two Jailers 24/7.
Conduct sample audits of the property/evidence room annually or every six
months.
Convert the Fleet Sergeant position to a civilian staff position.
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6.
ADMINISTRATIVE DIVISION.
The Dispatch Center and Records Unit provide essential field support functions
and other critical tasks for the department.
The Dispatch Unit is part of the
Administrative Division and the Records Unit is part of the Services Division.
1.
DEPARTMENT CRIME REPORTING AND DISPATCHING SERVICES.
This unit is managed by Dispatch Supervisor/NIBRS Manager (National Incident
Based Reporting System). The majority of this manager’s time is spent coordinating
and providing quality control of the Department’s crime reporting information.
The
Terminal Agency Coordinator for the PD also reports to this manager.
The Dispatch Center operates out of a large second floor room and provides
communications services for Springdale PD and FD; it also dispatches for eight other
small fire departments (Bethel Heights, Elm Springs, Lowell, Sonora, Pleasure Heights,
Hickory Creek, Tonitown and Johnson).
The Dispatch Center has six fully equipped work stations that can be used for
either police or fire dispatching. Springdale PD has a primary radio channel (channel 1)
that is used for primary dispatching of calls for service and officer self-initiated activity, a
second channel for running person and vehicle want checks (channel 2) and two other
dedicated frequencies available for use.
The fire department has two main radio
channels – channel 1 for primary use in the main geographical area of Springdale and
channel 2 for the rural areas. They also have three additional “tactical” channels for
emergency incidents.
The primary areas of Dispatcher workload and the data for 2011 are listed below:
•
Answering incoming telephone calls – 189,996 in 2011 and 21,457 of these were
9-1-1 calls.
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•
Processing and handling fire calls for service (including pre-arrival instructions for
medical emergencies) – a total of 6,745.
•
Processing and handling police calls for service – 30,216 community generated
calls for service and an additional 32,849 responses by other personnel.
•
Processing and handling 1,773 calls for service handled by the civilian Traffic
Accident Investigators and an additional 871 responses by other personnel.
•
Processing and handling 58,586 police officer self initiated events (some of
these, e.g. “extra patrol-log” may be performed by the officer using the CAD
terminal in the patrol car).
•
Performing the additional tasks request by units in the field.
The authorized Dispatch staffing is 22 – three Senior Dispatchers and 19
Dispatchers. Dispatchers work the same shift schedule as Patrol; each shift is assigned
one Senior Dispatcher and six or seven Dispatchers. Both Senior Dispatchers and
Dispatchers perform the same job functions but the Senior Dispatchers also are the shift
supervisors and perform additional administrative tasks. Currently, Senior Dispatchers
must perform these tasks while performing as a dispatcher as “administrative time” is
not built into their schedule and shift staffing normally requires them to perform
dispatching tasks their entire shift.
Each shift is intended to be staffed with four Dispatchers (including the Senior
Dispatcher), they are assigned to the following functions:
•
Police Channel 1 (all Patrol and Detectives) – primary task is to handle the radio
traffic.
•
Police Channel 2 – primary task is to handle request from Patrol Officers and
Detectives (e.g. registration, drivers’ license and warrant checks).
•
Fire Dispatcher – primary tasks are to answer incoming telephone calls and to
dispatch fire calls (Springdale and the other Departments).
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•
Fourth Dispatcher – will typically help out the Fire Dispatcher but also incoming
phone calls, computer checks for Patrol, etc; also will provide relief to the other
three positions for personal breaks and meal breaks.
Over the last several years the normal staffing of four has been reduced to three
approximately half of the time. Because of this Dispatchers frequently eat their meal at
the dispatching console.
As shown earlier in the report, the attrition rate has varied from a low of 23% in
2009, to 32% in 2010 and to 36% in 2011. This instability in the work force requires a
significant amount of time in hiring, processing and training a new employee to meet
minimum proficiency performance standards. It also requires the remaining employees
to work extra hours to meet minimum staffing levels.
Although Dispatchers have a high attrition rate their leave usage rate is low, as
shown in the following table that lists the average number of leave hours taken –
vacation, injury, sick, funeral and compensatory time off.
Average of 2010 & 2011 Hours
Total Paid Annual Work Hours
Average Leave Usage
Net Work Hours
% Annual Availability
Work Hours
2,080
226
1,854
89.2%
Over the last two years the Dispatchers have used an average of 226 hours of
leave, working 89% of their paid hours. This is a higher number of actual work hours
than typically seen in Dispatch work units and is a positive factor for the Department as
it reduces overall staffing and overtime costs.
The project team calculated the number of positions required to maintain the
current staffing level of 22 positions (to provide four positions per shift), they are shown
in the following table.
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Positions Required
Hours
Hours Required to Fill One 24 Hour Position
8,760
Average Annual Hours Worked / Employee
1,854
Staff Required to Fill One 24 Hour Position
4.7
Positions per Shift
Sub-Total of Staff Required
Attrition @ 30.6% (“Over hire” positions)
Total Staff Required
Positions
4
18.9
5.7
24.6
At the current 1,854 work hours per employee only 19 positions are needed but
because of the high attrition rate “over hire” positions should be staffed. An additional
three Dispatcher positions are needed to provide 24/7 coverage of four dispatching
positions (one Senior and three Dispatchers). Additionally, the additional Dispatchers
will provide some administrative time away from the console for Senior Dispatchers to
provide supervision, coaching and administrative tasks – with a Dispatch unit the size of
Springdale it is reasonable to provide 25% of a Senior Dispatchers’ time (2 hours per
shift) for this purpose.
If the attrition rate can be reduced the total number of positions required will be
correspondingly less.
Recommendation:
Add three Dispatcher positions to adequately staff the Dispatch Center with four
positions 24/7.
2.
INTERNAL AFFAIRS AND TRAINING.
This unit is staffed with three positions – one Lieutenant, the Training Sergeant
and a Training Officer.
The Lieutenant’s primary job tasks include:
•
Conducting internal affairs investigations as assigned.
•
Reviewing all defensive actions, or use of force incidents.
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•
Input of data and monitoring of “IA Track”, a software program and early warning
system; and providing quarterly reports for command staff.
•
Field Training Officer program management.
•
Training functions for firearms and defensive tactics.
•
Coordination of off duty security jobs such as the University of Arkansas football
games.
The following table lists information about the internal affairs and inquiry
investigations that have been conducted over the last three years.
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2009
2010
2011
Externally Generated
7
1
1
Internally Generated
5
12
4
5
8
9
Total
Primary Allegation:
Battery (3rd Degree)
1
Dereliction of Duty
1
Misconduct
6
2
Excessive Force
4
4
Harassment, Hostile Work Environment
1
1
In Custody Death
2
1
Theft of Property
1
Weapons Discharge
Total
12
1
1
5
9
1
1
Findings on All Allegations:
Administratively Closed
Exonerated
1
1
Investigation Closed
1
Not Sustained
4
Other
1
2
Sustained
5
8
3
Unfounded
9
20
5
17
5
15
2
9
Total
Action Taken:
No Action Necessary
Remedial Training
1
Suspended
2
Terminated
3
1
Verbal Counseling or Reprimand
3
Written Reprimand
Total
2
20
1
5
2
16
The number of complaints ranged from 5 to 12 in this three year period – they
can vary widely from year to year. The number in Springdale is fairly typical for an
agency the size of Springdale.
The Lieutenant works closely with the Training Sergeant to plan and implement
training events in the PD; however, the Sergeant has the primary responsibility for these
tasks.
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Each year the Training Unit plans and puts on a three day in-house training
course to provide perishable skills training. It is typically repeated three times (October,
November and December) so that all members of the Department can be scheduled to
attend. In 2011 about 99% of the sworn employees attended the course. The classes
are intended to provide refresher training on basic perishable skills but also higher level
classes that require special equipment, settings and/or a low instructor/student ratio
(e.g. a lethal force decision making and deployment class; low light firearms class).
The Training Unit also posts information for Officers about outside training
classes that are available as PD management encourages Officers to apply for special
skills training classes that are of interest to them and relevant to their job. When an
Officer applies to go to an outside course the Training Unit facilitates the approval and
paperwork.
The amount and quality of training that Springdale officers receive, an average of
55 hours annually, is impressive for any agency and particularly being able to
accomplish this amount of training with a small staff.
The Training Unit also conducts new Officer recruiting events, the testing process
and conducts the background investigations of candidates.
3.
PUBLIC INFORMATION,
RESOURCE OFFICERS.
COMMUNITY
OUTREACH
AND
SCHOOL
This unit is staffed with seven staff positions – one Lieutenant and six School
Resource Officers. The Lieutenant’s primary job tasks include:
•
Supervision of the School Resource Officers – contact with them and reviewing
their reports; maintaining good relationships with the school administrators.
•
Reviewing all reports of incidents and preparing a press release if appropriate
(approximately 100 annually).
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•
Media relations – interviews, phone calls.
•
Coordinating with the schools for security at sporting events at the schools.
•
Staffing a booth to provide SPD information at special events (e.g. Cinco de
Mayo, festivals); hosting outside visitors.
The Lieutenant is also developing school security plans (map, photos) to assist
patrol in the events of incidents at schools.
The School Resource Officers are assigned to five different schools: two at the
Springdale High School, one at Har-Ber High School and three at different junior high
schools. The PD receives reimbursement from the schools for the SROs salary and
benefits for 10 months of the year; the City pays for Officer’s equipment and training.
In 2011 the Lieutenant and SROs gave a total of 32 crime prevention related
presentations to various groups.
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CITY OF SPRINGDALE, ARKANSAS
Management and Operations Study of the Police Department
APPENDIX A – POLICE DEPARTMENT STAFFING,
ROLES AND RESPONSIBILITIES
This descriptive profile of the Springdale Police Department (SPD) Staffing Study
provides information regarding the current organization and operations of the SPD using
information collected in March and April 2011. The information contained in this profile
was developed through interviews of SPD management and personnel, review of
documents, call for service data, investigator “desk audits” and other data provided to
the project team.
The profile
summarizes the organization’s staffing, job
responsibilities, functions and statistical information about some Department functions
(e.g. patrol response to calls for service).
This profile is organized as follows:
•
Overview and Staffing Levels
•
Personnel Roles and Responsibilities
•
Field Operations Staffing and Workload
•
Criminal Investigations Division Staffing and Workload
•
Description of Administrative and Support Units
The first section, which follows, provides a brief introduction and basic overview
of the City of Springdale and law enforcement services.
1.
OVERVIEW AND STAFFING LEVELS.
The Springdale Police Department provides a wide range of law enforcement
services for approximately 70,000 residents, covering 31 square miles. From 2000 to
2010 Springdale’s population grew from 45,798 to 69,797 according to the U.S. Census
Bureau, an increase of 52% in the ten year span.
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Management and Operations Study of the Police Department
To provide law enforcement services in Springdale, the Police Department
managers share responsibilities for field patrol services, investigations, support services
and administrative services between the four Captains. The following sections provide
a summary of the organization, patrol, and staffing levels of the SPD.
The police department has a total of 125 sworn and 48 civilian positions
authorized and budgeted positions (full-time equivalents or FTEs).
Employees are
deployed in the following areas as shown below:
Division
Authorized Positions
Sworn
Civilian
Vacant Positions
Sworn
Office of the Chief
1
1
Administration
11
24
Service
4
18
Patrol
84
3
3
C.I.D. (Investigations)
Total
25
125
2
48
3
Civilian
3
3
The vacant positions are three Officers in Patrol and three Dispatchers.
The following section lists the job responsibilities and tasks for each position in
the organization.
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2.
PERSONNEL ROLES AND RESPONSIBILITIES
The table below provides a summary of the primary roles and responsibilities of
the personnel within the SPD:
Division /
Function
Classification and
Authorized Staffing
Key Roles and Responsibilities
Office of the Chief
Chief
1
• Provides the overall leadership, guidance,
management and administration of the Department
personnel and police services.
• Manages and coordinates all police services in the
City to meet objectives set by the Mayor and City
Council.
• Develops Department policies and procedures.
• Responsible for overall management of risk in the
Department.
• Supervises the Captains.
• Develops and maintains good working
relationships with other managers in the City and
peers in the regional and state law enforcement
community.
• Develops and maintains good working
relationships with local business leaders,
community leaders and school officials.
• Performs routine administrative functions in the day
to day management of the Department.
• Works dayshift hours Monday-Friday.
Office of the Chief
Chief’s Secretary
1
• Provides secretarial and office administrative
assistance to the Chief of Police and Captains.
• Performs a variety of office administrative tasks,
including the maintenance of records and files,
scheduling appointments, answering phones.
• Coordinates submission of timecards to payroll.
• Transcribes internal affairs reports.
• Special projects as assigned.
• Works 0800-1700 hours Monday-Friday.
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Division /
Function
Patrol Division
Classification and
Authorized Staffing
Captain (one in
each Division)
4
• Leads and manages the department to deliver
police services.
• Develops and implements Department policies,
procedures, goals and objectives.
• Works closely with the Chief to accomplish the
goals of the Department.
• Responsible for management of risk in the
Department.
• Directly supervise Lieutenants in the Division;
Sergeants in the Service Division and also a
Dispatch Supervisor in the Administrative Division.
• Overall responsibility for the proper functioning and
work output of their assigned Division.
• Directly oversee activities and provide assistance
as appropriate, responds to major incidents and
emergencies.
• Oversees and participates in the development of
the annual budget; monitors expenditures.
• Performs routine administrative functions,
approves bill payment, equipment purchases, etc.
• Conducts special projects as appropriate.
• May assume command of the Department in the
absence of the Chief.
• Works 0800-1700 hours Monday-Friday.
Lieutenant,
Public
Information
Officer
1
• Reviews all reports of incidents and prepares a
press release (96 in 2011).
• Responds to requests from the media for
information and interviews.
• Supervises the School Resource Officers and their
work at the schools; makes contact with school
administrators to ensure their school security
needs are being met.
• Conducts public education and community
relations events (e.g. speaks at PTA meetings;
events such as Cinco de Mayo, July 4 festivals,
etc.)
• Coordinates security for sports events and dances.
• Special projects (e.g. developing a school map to
number doors and take photos of the schools to
assist in emergency incidents).
• Works 0800-1700 Monday-Friday.
Criminal
Investigations
Division (CID)
Services Division
Administration
Division
Administration
Key Roles and Responsibilities
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Division /
Function
Classification and
Authorized Staffing
Key Roles and Responsibilities
Administration
School
Resources
Officer
6
• Assigned to provide primary coverage for the high
schools in Springdale. Spends most of the time at
their assigned high school or junior high schools.
• Provides positive police presence at the schools;
handles calls for service and other incidents.
• Make presentations to school classes; teach a
specific “Law Academy” course at Springdale High
School.
• Regularly works with the school personnel to
answer questions, provide information.
• Assigned by CID to conduct follow-up on cases
related to schools or possible student involvement.
• Works 0730-1630 Monday-Friday.
Administration
Lieutenant,
Internal Affairs
1
• Supervises the Training Sergeant and has overall
responsibility for training in the Department.
• Reviews all PD use of force (i.e. defensive
actions).
• Investigates Internal Affairs cases as assigned by
the Chief (approximately 60% of work hours).
• Manages the FTO Program and monitors the
training of new Officers.
• Coordinates off duty security jobs for U of A
football games and other sports events.
• Works 0800-1700 Monday-Friday.
Administration
Training:
Sergeant
Officer
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1
1
• Coordinates all new officer (academy liaison), inservice continual professional training conducted
by the PD and all special skills training (away
courses).
• Conducts recruiting and new Officer testing
process; conducts all background investigations.
• Coordinates 230 hours of instruction (out of 420
hours) at each new officer Academy; teaches part
of those hours.
• Coordinates travel arrangements for officers
training courses.
• Ensures paperwork for training classes is
submitted to the state.
• Enters Officers’ training class records in the
database.
• Works 0800-1700 Monday-Friday.
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Management and Operations Study of the Police Department
Division /
Function
Classification and
Authorized Staffing
Key Roles and Responsibilities
Administration
Dispatch
Supervisor /
NIBRS
1
• Management of the dispatching functions and
supervision of dispatch staff.
• Provides counseling and discipline as necessary.
• Prepares and monitors budget for
Communications.
• Researches Department data and other sources to
produce a wide variety of statistical and other
reports requested by administration.
• Major portion of the work week required to
complete the Departments quality control of police
incident reports for compliance with the FBI’s
National Incident Based Reporting System
(NIBRS).
• Works 0800-1700 Monday-Friday.
Administration Dispatch
Senior
Dispatcher
3
• Senior Dispatchers supervise the Center and are
also working dispatchers; performing all of the
tasks listed below in the Dispatcher section.
• Monitor and supervise Dispatchers on their shift;
approve time off.
• Ensure all shifts are staffed and tasks performed,
maintain shift schedules and logs.
• Coaches, counsels Dispatchers in their job
performance; write annual evaluations.
• Repairs or schedules repairs of all equipment:
CAD, radio system, telephone system, etc.
• Makes copies of audio recordings of radio or other
communications.
• Makes appropriate notifications for large scale or
critical incidents.
• Reports call and phone call statistics monthly.
• Assists with hiring process for new dispatchers;
monitors/supervises their training program.
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Management and Operations Study of the Police Department
Division /
Function
Administration Dispatch
Classification and
Authorized Staffing
Dispatcher
19
Key Roles and Responsibilities
• Provides the call-taking and dispatching services
for the City of Springdale.
• Answers 9-1-1 calls (six incoming 911 lines and
three incoming seven digit emergency lines) and
determines appropriate response for the call.
• Answers other incoming telephone lines (five nonemergency lines and five other business lines).
• Uses the computer aided dispatch (CAD) system to
create cases, monitor calls for service and provide
appropriate disposition to all calls.
• Dispatches Officers to calls for service and
performs related requests by Officers.
• Uses law enforcement computer systems to
provide information to Officers as appropriate.
• Provides fire dispatching and communication
services for Springdale FD and 8 other small or
volunteer fire departments in the area.
• Performs data entry of field information cards; data
entry for missing persons, stolen vehicles.
• Staffs the dispatch center 24 hours a day.
• Dispatchers work an 8 hours shift – same hours as
the patrol schedule (0600-1400; 1400-2200 or
2200-0600).
Note: 2 of the positions are vacant as of May 2012.
Administration
Terminal Agency
Coordinator
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1
• Responsible to ensure compliance with Arkansas
automated state records database and criminal
history files access by Springdale PD.
• Works 0800-1700 Monday-Friday.
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Division /
Function
Classification and
Authorized Staffing
Key Roles and Responsibilities
Services –
Records
Records Clerk
Office Manager
1
• Responsible for managing and directing all work for
Records Unit.
• Manages and supervises the file maintenance
system for all police records and related
documents.
• Ensures completion of crime report processing,
data entry and distribution of reports.
• Receives and processes Freedom of Information
(FOI) requests.
• Develops policies and procedures; plans,
organizes and administers law enforcement
records and information systems.
• Coordinates maintenance and pays bills
associated with operations.
• Manages accounts payable for PD, petty cash;
Department fuel cards; orders supplies.
• Assists with budget preparation for Services
Division.
• Supervises the Records Clerks and evaluates their
performance.
• Performs special assignments as appropriate, such
as the archiving of old files.
• Works 0800-1700 hours Monday-Friday.
Services –
Records
Records Clerk
5
• Front counter reception desk is open to the public
from 0800-1700 Monday thru Friday and is closed
on Saturdays and Sundays.
• Processes all crime reports, arrest reports,
citations and field interview cards written by
Officers; distributes citations to the court.
• Responsible for handling all in-person and
requests received in the mail, processing the
requests and making copies of reports for
members of the public.
• Receives and processes cash bonds for bail.
• Receives and processes Freedom of Information
(FOI) requests; background checks for military
personnel, etc.
• Enter data from police report and citations into the
RMS computer system.
• Answers main Department phone number,
distributes mail coming in to the Department.
• Work 0800-1700 Monday-Friday.
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Management and Operations Study of the Police Department
Division /
Function
Classification and
Authorized Staffing
Key Roles and Responsibilities
Services
Sergeant,
Detention
1
• Supervises Jail staff, Warrants Officer, Evidence &
Property Officer.
• Reviews property room and safe audits, assists
with evidence destruction.
• Reviews jail video and jail logs; approves Jailer
paperwork.
• Handles prisoner grievances.
• Updates written policies – primarily jail and
evidence related.
• Special projects as assigned (e.g. electronic
fingerprint system).
• Works 0800-1700 Monday-Friday.
Services
Jailer
9
•
•
•
•
•
•
•
•
•
•
•
Services Warrants
Officer
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1
Civilian positions, report to the Detention Sergeant.
Book persons arrested by Officers.
Process “walk-in” bookings for warrants.
Maintain security of Jail and inmates; responsible
for prisoner property room.
Take inmates to Court next door for appearances.
Accept persons remanded into custody by the
Court.
Receives and processes cash bonds for bail.
Data entry of police officer field contact forms.
Handles the inmate work release and trustee
program.
Stores and distributes inmate medication.
Each shift is assigned three Jailers; they each
have different days off.
• Enters warrants into the computer system; updates
PD warrant book.
• Reviews warrants and makes contact with subject
to self surrender; also makes arrests to serve
warrants (127 served in February 2012, the first
month this position has been staffed).
• Transports prisoners to/from County Jail, assists
as bailiff in court when assigned.
• Works 0800-1700 Monday-Friday.
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Management and Operations Study of the Police Department
Division /
Function
Classification and
Authorized Staffing
Key Roles and Responsibilities
Services –
Evidence &
Property
Evidence
Technician
1
• Civilian position; reports to the Detention Sergeant.
• Responsible for receiving, logging, classifying,
storing, and maintaining the custody and control of
evidence so that it can be presented in court;
returned to its rightful owner; auctioned, or properly
destroyed.
• Computer data entry, filing of hard copy evidence
forms and processing the evidence for storage or
transfer to the State Crime lab in Little Rock.
• Monitors the automatic upload of Mobile Video
Audio Recording (MVAR) police car video files to
ensure it is completed successfully; repairs
equipment if it fails.
• Entry to the property room is secure and with
limited access.
• Orders and replenishes supplies for property and
evidence packaging.
• Works 0800-1700 Monday-Friday.
Services – Fleet
Sergeant
1
Fleet Manager
1
Police Mechanic
1
• Sergeant supervises the two fleet employees;
supervises Porters (inmates providing
maintenance services for City facilities).
• Conducts research projects relating to vehicles and
building needs; purchases vehicles for PD.
• Responsible for purchases and maintenance of
mobile and portable radios.
• Handles auction of PD vehicles, equipment or
evidence.
• Reviews monthly patrol car inspection reports and
coordinates needed vehicle repairs; handles any
claims involved in fleet accidents.
• Orders all employee’s equipment and supplies.
• Coordinates permits for taxi cabs, tow trucks, ice
cream vendors; the mechanic perform the vehicle
inspection.
• The Fleet Manager and Mechanic perform all of
the routine service and many of the repairs on the
PD fleet; track repairs and vehicle usage.
• Perform or assist in building repair projects or other
needs relating to facilities.
• Work 0800-1700 Monday-Friday.
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Management and Operations Study of the Police Department
Division /
Function
Patrol
Classification and
Authorized Staffing
Lieutenant
3
Secretary
1
Key Roles and Responsibilities
• Serves as the Watch Commander during the work
shift; ensures there is adequate staffing to handle
calls in the field and dispatch center.
• Responsible for and supervises Sergeants during
their shift, ensure field resources are being utilized
properly to address problems in the City.
• Responds to major incidents and coordinates field
responses as appropriate; mitigates complaints
from members of the public.
• Supervises the Jail and Jailers after 1700-0800
hours and on weekends.
• Keeps Captains and Chief informed of significant
or newsworthy incidents.
• Reviews written work and reports of Sergeants and
Officers.
• Trains, counsels, mentors and audits Sergeants
performance; takes corrective or disciplinary action
as necessary.
• Receives and handles complaints from members
of the public.
• Secretaries provide clerical support and
transcription to investigations work group.
• Lts. work an 8 hour shift with fixed work days; the
secretary works 0800-1700 Monday-Friday.
Patrol
Sergeant
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6
• Serves as the Watch Commander during the work
shift in the absence of the Lieutenant; ensures
there is adequate staffing to handle calls in the
field and dispatch center.
• Responsible for and supervises personnel during
their shift, ensure field resources are being utilized
properly to address problems in the City.
• Coordinates field responses, responds to calls for
service, provides back-up assistance and other
field assistance as necessary, supervises and
conducts field investigations, mitigates complaints
from members of the public.
• Keeps Lieutenant, Captain and Chief informed of
significant or newsworthy incidents.
• Reviews written work and reports of Officers.
• Trains, counsels, mentors and audits Officers’
performance; takes corrective or disciplinary action
as necessary.
• Works an 8 hour shift with fixed work days.
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Division /
Function
Patrol
Classification and
Authorized Staffing
Police Officer
(assigned to
street patrol
services)
63
Key Roles and Responsibilities
•
•
•
•
•
•
•
Respond to all calls for service in the city,
including crimes against persons, property crimes,
domestic disputes, traffic collisions, disturbances.
Provide direct field enforcement of all applicable
laws and ordinances.
Write reports; conduct preliminary investigations of
crime, conducts follow-up investigations as
appropriate, book prisoners, transport prisoners.
Engage in neighborhood patrols, directed patrol,
traffic enforcement and other proactive activities to
reduce crime.
Respond to questions, concerns and requests
from the general public and provides information
and problem resolution as necessary.
Identify and address both criminal and quality of
life issues on their beat.
One Officer on each shift is assigned as the
Station Officer each day.
Note: 2 of the positions are vacant as of May 2012.
Patrol - SNAP /
Crime Prevention
Police Officer
2
• Based in Patrol but assigned to the
Narcotics/Nuisance Abatement Unit in CID and
supervised by that CID Sergeant.
• Responsible for follow-up investigations of case
assignments made by the Sergeant.
• Conduct follow-up investigations for all assigned
cases, primarily gang graffiti crimes and other
related cases needing follow-up.
• Other activities include serving search warrants,
conducting surveillance and assisting CID
Detectives as necessary.
Patrol – Traffic
Safety
Police Officer
2
• Responds to traffic collisions and traffic related
calls for service.
• Receives complaints from citizens and attempts
resolution through enforcement, warnings,
education; provides visibility/enforcement around
schools to encourage traffic safety, DIRECTED
RADAR.
• Frequently responds to other calls for service to
assist Patrol Officers.
• Writes reports of traffic collisions and other
incidents.
• Works 0600-1400; 1000-1800 Monday-Friday.
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Management and Operations Study of the Police Department
Division /
Function
Classification and
Authorized Staffing
Key Roles and Responsibilities
Patrol
Traffic Accident
Investigator
2
• A civilian position within the Department.
• Responds to traffic collisions, traffic hazards, signal
problems and other low risk traffic related calls for
service.
• Handles handicap parking complaints and reported
abandoned and attempts resolution through
enforcement, warnings, education.
• Conducts funeral escorts as assigned (about 10
per month).
• Writes reports of traffic collisions and other
incidents.
• Works 0700-1500, 1000-1800 Monday-Friday.
Patrol - Crime
Suppression Unit
Sergeant
Officer
1
6
• A primarily pro-active enforcement team.
• Conducts probation/parole searches; narcotics
enforcement; street surveillance work to address
crime series when they occur.
• Conduct follow-up criminal investigations on gang
related crime.
• Maintains and updates gang and graffiti database
(significant workload for the one Officer who has
primary responsibility).
• One Officer is assigned to the federal drug task
force, the High Intensity Drug Traffic Area task
force (HIDTA).
• Work Tuesday – Friday 1300-2300.
CID
Lieutenant
1
• Supervise Sergeants, 3 Detectives assigned to the
JTTF (FBI Terrorism Task Force – 1 Detective) and
the Homeland Security Investigations Task Force
(2 Detectives); and office staff (3 positions).
• Review domestic violence crime reports against
undocumented persons and other crime reports as
necessary.
• Oversee Sergeants to ensure follow-up
investigations are conducted, including homicide,
robbery, sexual assault, sexual exploitation,
domestic violence, burglary, major theft and fraud.
• Coordinate case management, resource needs and
coordination of effort.
• Works 0800-1700 Monday-Friday.
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Division /
Function
Classification and
Authorized Staffing
CID
Sergeant
Secretary
3
2
CID
Detectives (20):
Persons Crimes
Internet Crimes
(ICAC)
4
1
Property Crimes
5
Narco/Nuisance
Unit:
Drug Unit
Sex Offenders
3
1
Task Forces:
Homeland
Security Invest.
2
Regional Drug
2
DEA
1
JTTF
1
Total Positions
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Key Roles and Responsibilities
• Assigned to the Persons Crimes Unit, Property
Crimes Unit or Narcotics/Nuisance Abatement Unit
and supervises the Detectives assigned to that unit.
• Review crime reports and assign cases to
investigators for follow-up.
• Oversee and monitor all follow-up investigations,
including homicide, robbery, sexual assault, sexual
exploitation, domestic violence, burglary, major
theft and fraud.
• Coordinate case management, resource needs and
coordination of effort.
• Tracks investigations assigned to detectives,
reviews their written reports; tracks their caseloads
and other assignments.
• Detectives are subject to call-out on a rotating
basis.
• Secretaries provide clerical support and
transcription to investigations work group.
• Work 0800-1700 Monday-Friday.
• Assigned to the Persons Crimes Unit, Property
Crimes Unit, Narcotics/Nuisance Abatement Unit or
to a Task Force (off site).
• Responsible for follow-up investigations of case
assignments made by the Sergeant.
• Task Force assigned Detectives have a direct
supervisor at the Task Force for day-to-day work
and also in CID for overall supervision.
• Conduct follow-up investigations for all assigned
cases, both person crimes and property crimes,
including: homicides, robbery, burglary, rape,
sexual assaults, registering/follow-up on 290 P.C.
sex registrants and related violations; missing
persons, significant frauds, narcotic crimes, graffiti
crimes and other cases needing follow-up.
• One Detective assigned to Internet Crimes Against
Children (ICAC) to apprehend sexual predators.
• One Detective assigned primarily to monitor and
follow-up on the approximately 80 sex registrants
in Springdale.
• Other activities include serving search warrants,
conducting surveillance.
• Coordinate with Patrol Officers as necessary to
complete crime reports and investigations.
• Detectives are subject to call-out on a rotating
basis.
• Work 0800-1700 hours Monday-Friday.
173
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In total, the Springdale Police Department has 173 budgeted “Full Time
Equivalent” (FTE) positions – this includes 125 regular sworn positions and 48 civilian
personnel.
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APPENDIX B: SUMMARY OF THE EMPLOYEE
SURVEY
As part of Springdale’s Public Safety Study of the Police and Fire Departments
the project team developed and distributed a survey to the Police Department
employees in April 2012. The following summary provides information regarding this
survey instrument.
1.
AN ANONYMOUS SURVEY
DEPARTMENT EMPLOYEES.
WAS
CIRCULATED
TO
ALL
POLICE
An anonymous survey was circulated to all Springdale Police Department
employees to provide them with an opportunity to provide input regarding staffing,
operations, and deployment practices of the department. Employees were asked to
respond to a series of questions concerning service to the community, management /
administration, organization, staffing, operations, quality of programs, effectiveness of
programs, equipment, and facilities.
Respondents provided the degree to which they either disagreed or agreed with
the statement, given the following options: “No Response”, “Strongly Agree”, “Agree”,
“Neutral”, “Strongly Disagree”, and “Disagree”.
For discussion purposes in this
document, the project team groups the “Strongly Agree” and “Agree” responses into one
grouping when reporting general employee responses; the same is true for the “Strongly
Disagree” and “Disagree” and the “No Response” and “Neutral” responses. Additionally,
employees were asked to rate statements (using a scale of 1 to 10), ranging from Poor
to Excellent, and to leave a question blank for No Opinion regarding programs / services
and equipment / facilities of the Police Department.
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Management and Operations Study of the Police Department
Overall 168 surveys were distributed, of which 92 responses were received,
resulting in an overall response rate of 55%.
The table below shows the overall breakdown of responses by current
department assignment and sworn status.
Department Assignment:
Field Services
28
Administrative Services
17
Other
7
No Response
40
Sworn Status:
Sworn
62
Civilian
27
No Response
3
The sections below summarize the results of this survey.
2.
THE MAJORITY OF RESPONDENTS AGREED THAT THE POLICE
DEPARTMENT PROVIDES HIGH LEVEL OF SERVICE BUT HAD MIXED
REACTIONS REGARDING THE DEPARTMENT’S PRIORITY IN THE
COMMUNITY AND THE LEVEL OF RESOURCES.
Respondents were provided with statements regarding the level of service
provided by the department and the level of resources / importance of the Department
within the city. The survey questions in this category and their response are
summarized in the table below:
Statement
Agree
Disagree
Neutral
1. The Police Department provides a high level of service to the
community.
83%
6%
11%
2. Compared to other police departments in the area, Springdale
provides high level of service.
71%
10%
19%
3. City residents view our Department as a high priority.
42%
35%
23%
4. Compared to other police departments in the area, Springdale
has a high amount of resources for police services.
27%
44%
29%
The following points summarize this statistical information:

A majority of the respondents, 83%, agreed with question #1 “The Police
Department provides a high level of service to the community.” Only 6% disagreed,
and 11% remained neutral.
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Management and Operations Study of the Police Department

A majority of the respondents, 71%, agreed with question #2, “Compared to other
police departments in the area, Springdale provides high level of service.” About
10% disagreed, and 19% remained neutral on the subject.

Respondents had a mixed response to question #3, “City residents view our
Department as a high priority,” about 42% agreed, 35% disagreed, and 23% were
neutral.

About 44% of the respondents disagreed, 27% agreed and 29% gave neutral
answers to question #4, how they thought the level of police resources in Springdale
was higher compared to other police departments in the area.
In summary, the majority of respondents agreed that Springdale’s Police
Department provided a high level of service compared to other departments in the area.
However, respondents had fairly mixed reactions regarding the residents of the city
viewing the department as a high priority, and almost a majority of the respondents
disagreed that Springdale had a high amount of resources compared to other
departments in the area.
3.
WHILE THE MAJORITY OF RESPONDENTS AGREED THAT WORK
PERFORMANCE EXPECTATIONS ARE CLEAR, THEY DID NOT AGREE
ABOUT COMMUNICATION TO STAFF OR ACCOUNTABILITY OF STAFF.
Respondents were asked several questions regarding department management,
performance expectations and administrative planning of the Department. The
questions in this category and their responses are summarized in the table, below:
Statement
Agree
Disagree
Neutral
5. Our Department has a clear vision / direction for the future.
27%
49%
24%
6. I am kept informed of Departmental information that affects me.
37%
57%
6%
7. I am able to provide input to my supervisor and management.
50%
33%
17%
8. My work performance expectations are made clear.
58%
17%
25%
9. When problems and issues arise, they are resolved in a timely
manner.
25%
52%
23%
10. Staff are held accountable for their actions.
29%
51%
20%
11. Our Department seems to be innovative and progressive.
27%
52%
21%
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Statement
Agree
Disagree
Neutral
12. Our Department does a good job planning and scheduling our
work assignments.
46%
29%
25%
13. Our policies and procedures are up to date and consistently
followed.
27%
41%
32%
The following points summarize the above information:

Approximately 49% of the respondents disagreed with question #5, “Our Department
has a clear vision / direction for the future.” About 27% agreed and 24% were
neutral.

A majority of respondents, 57%, disagreed with question #6, “I am kept informed of
Departmental information that affects me.” While 37% agreed and only 6% remained
neutral.

Approximately 50% of respondents agreed with question #7, “I am able to provide
input to my supervisor and management.” About 33% disagreed, and 17% were
neutral on the issue.

A majority of respondents, 58%, agreed with question #8, “My work performance
expectations are made clear.” While 17% disagreed and 25% remained neutral.

A slight majority of respondents, 52%, disagreed with question #9, “When problems
and issues arise, they are resolved in a timely manner.” 25% agreed and 23%
remained neutral regarding the statement.

A slight majority of respondents, 51%, disagreed with question #10, “Staff are held
accountable for their actions.” About 29% agreed and 20% were neutral.

A slight majority of respondents, 52%, disagreed with question #11, “Our
Department seems to be innovative and progressive.” 27% of the respondents
agreed, and 21% chose to remain neutral.

Approximately 46% of respondents agreed with question #12, “Our Department does
a good job planning and scheduling our work assignments.” While 29% disagreed
and 25% remained neutral.

Respondents had a mixed reaction to question #13, “Our policies and procedures
are up to date and consistently followed.” 27% agreed, 41% disagreed, and 32%
remained neutral regarding the statement.
In summary, it can be seen that the majority of respondents agree that work
performance expectations are clear, but disagree with most of the other statements
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related to the department’s communication style with its employees. Respondents also
disagree with the Department’s ability to hold staff accountable, or resolve issues in a
timely manner, or that the Department seems innovative or progressive.
4.
RESPONDENTS GENERALLY AGREE THAT THEY WORK WELL WITH
EACH OTHER AND CAN KEEP UP WITH THEIR WORKLOAD, BUT DO NOT
BELIEVE THAT STAFFING LEVELS ARE ADEQUATE TO MEET CURRENT
CITY NEEDS.
Respondents were asked to respond to several statements discussing the
staffing, resources, workload and operations of the Department. The survey questions
in this category and their responses are summarized in the tables below:
Statement
Agree
Disagree
Neutral
14. Staff resources are adequate to meet the current law
enforcement needs of the city.
26%
57%
17%
15. We have the staff we need to perform safely and effectively
during incidents.
29%
52%
19%
16. Dispatch information provided to us on incidents is accurate
and timely.
45%
22%
33%
17. Our personnel work well with each other on calls for service
to which they respond.
86%
3%
11%
18. We receive the practical training we need to maintain
needed skills.
54%
28%
18%
19. Describe typical day-to-day workload:
% of Responses
About the right balance between time available and the amount of work.
13%
I am always overloaded. I can never catch up.
14%
I could handle more work without being overloaded.
8%
Sometimes my workload is heavy, but most of the time I can keep up.
65%
The following points summarize the information from the tables above:

A majority of respondents, 57%, disagreed with question #14, “Staff resources are
adequate to meet the current law enforcement needs of the city.” About 26% agreed
and 17% remained neutral regarding the statement.
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
A slight majority of respondents, 52%, disagreed with question #15, “We have the
staff we need to perform safely and effectively during incidents.” About 29% agreed
and 19% remained neutral.

Respondents had a mixed reaction to question #16, “Dispatch information provided
to us on incidents is accurate and timely” about 45% agreed, 22% disagreed, and
33% were neutral.

A large majority of respondents, 86%, agreed with question #17, “Our personnel
work well with each other on calls for service to which they respond.” Only 3%
disagreed, and 11% were neutral.

A slight majority of respondents, 54%, agreed with question #18 “We receive the
practical training we need to maintain needed skills.” 28% disagreed, and 18% were
neutral.

A majority of respondents, 65%, chose “Sometimes my workload is heavy, but most
of the time I can keep up” to describe their typical day-to-day workload (#19), while
only 8% chose “I could handle more work without being overloaded.” About the
same percentage of respondents chose “About the right balance between time
available and the amount of work.” and “I am always overloaded. I can never catch
up.” 13% and 14%, respectively.
In summary, a majority of the overall responses disagreed with the staffing level
and resources to meet the needs of the city, but agreed that the employees work well
together and receive the practical training necessary to succeed. Majority of
respondents also stated that while the workload can be heavy, it is generally
manageable.
5.
MAJORITY OF RESPONDENTS RANKED PROGRAMS AND SERVICES AS
EITHER GOOD OR EXCELLENT.
Respondents were asked to respond to a series of statements concerning the
quality and effectiveness of the programs and services of the department. The survey
questions in this category and their responses are summarized in the table on the next
page.
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Programs / Services
Poor
Fair
Good
Excellent
No
Opinion
20a. Response times to calls for service.
1%
15%
53%
22%
9%
20b. Availability of backup for officer safety.
3%
23%
37%
27%
10%
20c. Department capabilities for selective
enforcement of targeted problems.
23%
37%
23%
9%
8%
20d. Amount of proactive time in the field.
9%
52%
20%
4%
15%
20e. The way officers deal with citizens.
1%
18%
46%
26%
9%
20f. Follow-up investigations.
9%
28%
36%
15%
12%
20g. Coordination between investigators and
patrol.
35%
25%
24%
4%
12%
20h. Level of traffic enforcement.
9%
35%
37%
7%
12%
20i. Quality of dispatch services.
17%
37%
33%
5%
8%
20j. Availability and content of training.
25%
34%
24%
11%
6%
20k. Crime analysis.
25%
38%
18%
5%
14%
20l. Crime prevention programming.
29%
32%
21%
4%
14%
The following points summarize the statistical information provided in the table
above:

A slight majority of the respondents, 53%, rated #20a, “Response times to calls for
service” as good, while only 1% rated it as poor, 15% as fair, 22% as excellent, and
9% had no opinion.

Respondents had a mixed response to #20b, “Availability of backup for officer
safety.” Only 3% rated it as poor, 23% as fair, 37% as good, 27% as excellent, and
10% of the respondents were neutral.

Only 9% of the respondents rated #20c, “Department capabilities for selective
enforcement of targeted problems” as excellent. About 23% of the respondents
chose poor, 37% fair, 23% good, and 8% remained neutral.

A slight majority of respondents, 52%, rated #20d, “Amount of proactive time in the
field” as fair, only 9% rated it as poor, 20% as fair, only 4% as excellent, and 15%
had no opinion.

Only 1% of the respondents felt that #20e, “The way officers deal with citizens” was
poor. About 18% felt it was fair, 46% good, 26% excellent, and only 9% had no
opinion.
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
Approximately 36% of respondent’s ranked #20f, “Follow-up investigations” as good,
9% as poor, 28% as fair, 15% as excellent, and 12% were neutral.

35% of respondents ranked #20g, “Coordination between investigators and patrol”
as poor, 25% as fair, 24% as good, only 4% as excellent, and 12% had no opinion.

Respondents had varied responses to question #20h, “Level of traffic enforcement.”
Only 9% marked it as poor, 35% as fair, 37% as good, only 7% as excellent, and
12% as neutral.

Only 5% of respondents qualified question #20i, “Quality of dispatch services” as
excellent, 17% qualified it a poor, 37% as fair, 33% as good, and only 8% remained
neutral.

Approximately 25% of respondents ranked #20j, “Availability and content of training”
as poor, while 34% of respondents ranked it as fair, 24% as good, 11% as excellent,
and 6% had no opinion.

About a quarter of the respondents (25%) stated the quality of #20k, “Crime
analysis” to be poor, 38% stated it to be fair, 18% as good, only 5% as excellent,
and 14% remained neutral on its quality.

29% of the respondents chose to characterize #20l, “Crime prevention
programming” as poor, 32% as fair, 21% as good, only 4% as excellent, and 14%
had no opinion regarding the program.
In summary, the majority of respondents seemed to rank most of the services
and programs as either good or excellent. However, some of the programs seemed to
fall more heavily into the poor and fair categories such as the department’s capabilities
for selected target enforcements, coordination between investigators and patrol, the
availability and content of training, and crime analysis.
6.
OTHER THAN POLICE FACILITY AND INFORMATION TECHNOLOGY
MAJORITY OF RESPONDENTS RANKED EQUIPMENT AND FACILITIES AS
EITHER GOOD OR EXCELLENT.
Respondents were asked to respond to a series of statement to rate the quality
of equipment and facilities available in the department. The table on the following page
summarizes the survey questions in this category and their responses:
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Item
Poor
Fair
Good
Excellent
No
Opinion
21a. Vehicles
2%
29%
45%
15%
9%
21b. Radios
15%
23%
41%
15%
6%
21c. Officer personal equipment
11%
33%
35%
12%
9%
21d. Information Technology
26%
43%
18%
8%
4%
21e. Police Facility
36%
34%
24%
3%
3%
The following points summarize the statistical information provided in the table
above and on the previous page:

Only 2% of the respondents rated Vehicles (#21a) as poor, 29% as fair, 45% as
good, 15% as excellent, and 9% remained neutral.

Approximately 41% of respondent rated the Radios (#21b) to be good, 15% as
excellent, 15% as poor, 23% as fair, and only 6% had no opinion.

33% of respondents rated Officer personal equipment (#21c) as fair, 35% as good,
12% as excellent, 9% had no opinion, and 11% as poor.

Only 8% of respondents qualified Information Technology (#21d) as excellent, 4%
had no opinion, 26% as poor, 43% as fair, and 18% as good.

Approximately 36% of respondents stated Police Facility (#21e) to be poor, 34% fair,
24% good, only 3% excellent and only 3% had no opinion.
In summary, the majority of respondents rated the vehicles, radios, and officer
personal equipment as either good or excellent. However, in regards to Information
Technology and the Police facility, the majority of respondents chose either poor or fair.
7.
NARRATIVE SURVEY RESPONSES.
In addition to the survey’s forced choice questions, respondents were asked to
provide narrative responses to two open-ended questions (#8 to #9). The responses to
the questions were grouped by common themes and summarized by the project team.
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(1)
Please indicate what you believe are the most important strengths of the
Springdale Police Department:
Those who chose to answer the open-ended questions stated that the greatest
strength lay in the teamwork between the officers, and the high level of dedication of
these officers to their job. Some of the additional common themes are summarized
below:
Greatest strengths of the department:
-
Strong sense of teamwork
Dedication of Officers / commitment to serving the public
High quality equipment
Strong training
Fast response times
Strong Crime Suppression Unit
In summary, the majority of respondents stated that the strong sense of
teamwork and dedication to the City are the two greatest strengths of the department.
The department is highly invested in serving the public and for that reason there is
emphasis on training and a faster response time.
(2)
Please indicate what you believe are the most important improvement
opportunities facing the Springdale Police Department:
The general consensus of respondents for this question had to do mostly with
increasing the low staff morale and the low salaries. The comments are summarized
below.
Most important opportunities for improvement:
-
Increasing the low staff morale
Increasing salary
Increasing staffing
Communication between management and staff
Greater consistency in policies and procedures
Equal accountability for managers and staff personnel
Updating dispatch equipment
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In summary, the respondents stated the primary concern to be low staff morale,
which stemmed from low salary, lack of communication between management and
officers, and being overworked due to limited staffing.
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