2012 Budget Line Item Description
Date:
To:
From:
Re:
November 14, 2012
Norman Eckstein
Chief John G. Finkle
2012 Budget Request
I have provided an explanation for each line item category listed on the
budget worksheet.
25-240-002 Reserve – No Request
25-240-003 Holiday – Holiday pay for officers working on the holiday and sell
back of unused vacation pay as per PBA contract.
Based on Memorandum of Agreement between the Borough of Kinnelon & P.B.A. Local #341
25-240-004 Crossing Guards S & W
Based on 2011 Salary-2012 Raise needs to be added
25-240-005 Special Police – Special Officer patrol and extra duty assignments
25-240-006 College Credits – Pay stipend for officers that have an existing
Associate’s Degree or Bachelor’s Degree in Criminal Justice or partial payment for
officers working towards a degree as per PBA contract.
Based on Memorandum of Agreement between the Borough of Kinnelon & P.B.A. Local #341
25-240-008 New Sergeant – No Request
25-240-009 Detective – Differential pay stipend as per PBA contract.
Based on Memorandum of Agreement between the Borough of Kinnelon & P.B.A. Local #341
25-240-010 Longevity – Pay stipend for experienced officers due to length of
service in law enforcement as per PBA contract.
Based on Memorandum of Agreement between the Borough of Kinnelon & P.B.A. Local #341
25-240-011 Regular S&W – This line item is covered by PBA contract for
Patrolmen and Sergeants. I have attached a copy of the Municipal salary for Morris
County for the position of Chief and the Lieutenant.
Based on Memorandum of Agreement between the Borough of Kinnelon & P.B.A. Local #341
1
25-240-012 Overtime – Overtime rate is figured at $75.00 per hour average
multiplied by 1,350 hours.
Based on Memorandum of Agreement between the Borough of Kinnelon & P.B.A. Local #341
25-240-013 Temporary Help – No Request
25-240-021 Legal Advertising - Whenever a vehicle is impounded by our
officers and the vehicle remains in the possession of the impound yard for more than
(14) Days, we must attempt to have this vehicle removed by the owner. If the owner
fails to respond, we file the appropriate paperwork with DMV for the title. The
vehicle then goes for auction and must have two separate advertisements for said
public auction.
25-240-022 Postage – Besides normal daily postage, we utilize this line item for
equipment sent out for service. This includes packaging and postage.
225-240-036 Office Supplies – This line item encompasses the normal daily
needs in order accomplish the required operation of the agency and resident I.D.
supplies.
Insufficient Funds in 2011
25-240-042 Schooling- As with any profession, a prudent officer needs to develop
experience and knowledge during his/her career through education. Officers need to
keep abreast of the changes in law enforcement and at times need to specialize in
various skills. According to numerous Case Laws especially Popow v. Margate officers
shall not only meet the minimum required training but must exceed the minimum
standard of training or be held liable for failure to train their officers. This also
encompasses courses for our dispatchers.
25-240-043 Uniforms - This line item is budgeted as per the PBA contract, as well
as allowance for Dispatcher and Crossing guards.
25-240-044 Membership Dues - Organization and Associations dues for the
Chief and other department members, these organizations are necessary to keep
abreast of current training programs and events and activities.
2
25-240-045 Travel & Misc. Expenses – The PBA contract mandates a
reimbursement for officers’ lunch and expenses when out of town for Superior Court
and training. It also mandates a vehicle mileage reimbursement when an officer uses
their own vehicle when a Borough vehicle is unavailable. I have also added additional
funds for out of area schools/training where accommodations and meals would have to
be provided.
25-240-053 Office Equip & Maintenance – Yearly service contracts for
existing equipment, various repair fees for non-service contract equipment and
installations on computer equipment. Additionally, normal maintenance and purchase
of needed equipment.
25-240-057 Police New Vehicle – We have existing leases for (2) 2011 Ford
Crown Victoria Interceptors.
25-240-058 Equipment - We need to add and replace certain pieces of equipment
and computer software for public safety concerns. Hydro testing is necessary this year
for certain fire extinguishers and basic upkeep is necessary on other equipment.
25-240-146 Tires – We have (3) different types of vehicles that we need to
maintain regular and snow tires for safety concerns as they become worn or damaged.
25-240-147 Crime Prevention – Our department is committed to bring various
seminars to the residents of this community in the form of public relations. In order to
achieve this goal, we need to serve slight refreshments and to hand out various
pamphlets to enhance the information offered at the seminar. We also need to
purchase videos and other supplies for any type of crime prevention activity.
Insufficient Funds in 2011
25-240-148 Firearms Qualifications - This line item covers costs of
ammunition for all weapons, targets, cleaning supplies and proper maintenance of
weapons. It also includes certain equipment necessary for training.
25-240-149 Prisoner Expense – Meals required by law when prisoners are
incarcerated in our holding cells.
25-240-150 Physicals & Psychological - This line item is utilized when we hire
a new officer for a physical and psychological evaluation. It would also be used for
any existing officer that was deemed not fit for duty and an evaluation was needed to
permit the officer to remain or return to his/her duties as required by law.
25-240-151 Chiefs Expense - Fees for the State Chiefs Conference and I.A.C.P.
Conference in 2012 and other necessary supplies and allowances. Awards for officers
and civilians should be purchased from this account.
3
25-240-152 Detective Division - The expenses needed to assist and investigate
into criminal activity, purchase routine supplies in order to effectively manage the
bureau. Even though we did not utilize case transcriptions this year, I did not utilize
any of those available funds.
25-240-153 Radio Service - This covers maintenance agreement for servicing our
base and mobile radios, also repairs for non-covered items are paid from this line.
This line item also covers the monthly cost for Verizon Wireless for the tablets in the
vehicles. Contract fees have increased this year.
25-240-154 Physicals Contract – no request
25-240-155 First Aid Supplies – We have restocked our first aid supplies from
last year’s budget and have also purchased long overdue response kits, but we need to
address this year’s line item accordingly. Oxygen tanks need to be hydro tested, we
need to purchase the remaining upgraded first aid kits and AED batteries and pads will
need to be replaced due to expiration of the items.
25-240-156- Police Academy Test – No Request
25-240-157 CJIS/SPD - No Request
25-240-159 Traffic Bureau – The traffic unit is in need of certain pieces of
equipment, some of it replaces existing outdated and others are new. We also need to
have our tuning forks calibrated by weights and measures and need to send existing
radar units out for repairs.
25-242-021 Domestic Violence Crisis Team - This line item is funding from a
grant in 2001 as a mandatory program. Any balance will be used for this program
25-240-250-001 Dispatcher S&W - This line is for our full-time dispatcher.
Based on 2011 Salary-2012 Raise needs to be added
Insufficient Funds in 2011 due to forgoing health benefits
25-240-250-002 Part-Time Disptacher S&W - Salary & Wages for part-time
dispatchers, training and records. Due to the workload of the Department personnel, I
need to increase our Record’s Clerk hours from 20 per week to 25 hours per week.
This also includes salary for Dispatchers covering the desk when Robert Dyer is
assigned as Court Officer.
Based on 2011 Salary-2012 Raise needs to be added
4
25-240-250-020 Dispatcher O/E – No Request
25-240-250-021 Contract Service/Radio - As set by written contract with
Butler with a 3% increase.
25-240-315-020 Vehicle Maintenance - The vehicle maintenance budget
stabilized slightly last year, with our oldest cars costing us the most in upkeep and
repair. Regular maintenance is critical to minimize major breakdowns and safety for
the officers and general public.
25-240-460-020 Gasoline - This is the estimate cost for gasoline consumed by the
police vehicles.
25-240-435-000 Street Lighting -This includes, bulbs, labor to replace bulbs and
repairs of loops in the road or service to control boxes.
5
PERSONNEL REQUEST
ADDENDUM I – NEW OFFICER
Kinnelon Borough Police Department
Staffing Study 2008
I have researched and reviewed our Departmental statistics regarding proper
staffing levels. This data was compiled as to ascertain our existing staffing levels as
well as anticipated reduction or growth of Departmental personnel.
The basis of this patrol workload analysis is a proven and unbiased method
used and taught by the State of New Jersey Department of Law and Public Safety Division of Criminal Justice. The course material is provided and sanctioned by the
International Association of Chief’s of Police (I.A.C.P.).
There are many ways of determining proper staffing levels for a police
department. Most of these methods use population as a part of a formula to determine
staffing.
The most common are as follows:
The FBI
The FBI (Federal Bureau of Investigation) makes staffing recommendations
based solely on population statistics. They recommend a ratio of 2.7 officers per 1,000
residents. The Borough of Kinnelon currently has a population of approximately
10,000. Utilizing their method the Kinnelon Borough Police Department should have
27 Sworn Officers. Our present staffing level is at 15 Sworn Officers. A staffing
level that is 80% lower than the FBI’s recommended staffing levels.
The U.S. Department of Justice
The U.S. Department of Justice also makes staffing recommendations based on
population statistics. They recommend a ratio (depending on a variety of factors) of 2.3 –
2.7 officers per 1,000 residents. Utilizing their method the Kinnelon Borough Police
Department should have between 23 and 27 Sworn Officers. A staffing level that is
between 53% and 80% higher than present staffing levels.
6
The Bureau of Justice Statistics
The Bureau of Justice Statistics uses the census of State and Local Law
Enforcement Agencies to arrive at their statistics. According to the Bureau of Justice
Statistics there is an average of 2.6 police officers per 1,000 residents in New Jersey
municipal police departments. Utilizing this data the Kinnelon Borough Police
Department should have 26 Sworn Officers. A staffing level that is 73% higher than
present staffing levels.
Although useful as a comparison, these methods take a very basic and standard
approach to determining staffing. The problem is that policing is anything but standard
and basic. There are almost as many varieties of needs and operations as there are
police departments. Items such as geography, traffic, climate, crime rate, level of
expected service, and specialization within the department are all very important.
Whether the local government has a paid or volunteer Fire and Ambulance service is
also highly relevant. Simply relying on population alone (or to a large part) does not
tell us what we need in the unique environment of Kinnelon. In order to accurately
determine the needs of our Borough we must determine our staffing using a more
scientific analysis of what the specific needs are in the Borough.
To accomplish this, the IACP (International Chiefs of Police) offer several formulas
that are utilized to determine staffing needs.
The first is the IACP Workload Staffing method which uses actual call history
from the department. It examines what is happening in the jurisdiction and the staffing
needed for an effective and efficient patrol force. The IACP has been studying staffing
for over 40 years. Through research they have determined that the work of a patrol
officer can be divided into three equal parts.

Calls for Service – Crimes, Disputes, Alarms, Ambulance Calls, Traffic
Crashes, and general service calls. The IACP studies have determined that it
takes an average of 45 minutes to complete a call for service.

Buffer Time – Because calls for service occur at irregular intervals, a buffer
needs to be factored in to compensate for peak times and avoid a high degree
of stacking. This time is also used for vehicle service/inspection, personal
relief, meals, and supervision.

Routine Patrol – Preventative Patrol, Traffic Enforcement, Contact with
Citizens, Business and Vacant House Checks, and other community orientated
police functions.
7
At the present time we have (3)3-man squads and (1)2-man squad. Our schedule
now consists of 2-3 officers assigned to patrol from 06:00 - 18:00 and 2-3 officers
assigned to patrol from 18:00 – 06:00 for a total of 5-6 officers in the patrol division,
per day depending on the short squad’s status. At those staffing levels our calls for
service account for approximately 39% of our officer’s time. To add concern, due to
mandated and non-mandated training, time off for vacation, holiday, compensatory
and sick time, we have difficulty in achieving those staffing levels (There are presently
11 officers assigned to patrol). We need to also take into consideration that Sergeants are
being used to answer calls and are calculated in for this purpose as patrol officers. This
leaves them less time to supervise and review officer’s work. Sergeants have the
additional burden of being required to perform a variety of specialized duties as well
as supervising civilian personnel.
Our Officer time was calculated as follows:
2184 hrs(scheduled per year) X 60 (minutes) = 131,040 (minutes worked per officer)
131,040 min X 11 officers = 1,441,440 (minutes worked by patrol division)
* assuming full staffing of 11 Officers
Call for service 12,543 (in 2008) X 45 (average minutes per call) = 562,995 (minutes
answering calls)
564,435 ÷ 1,441,440 = .39 (39% of our officer’s time on calls)
The IACP Workload Study Process
The first step in the process is determining the type of calls that are handled by
our department. All of the incidents generated in 2008 (12,543 down 9% from the
previous year 2007) were examined and categorized. The incidents that were not
handled by patrol (867 administrative) were eliminated from the call tally as well as
(3,378 motor vehicle stop incidents) to ensure we are only measuring patrol calls for
service. The remaining 8,298 calls were then weighted and categorized according to
their scope of criticality. Weighting is necessary due to the fact that certain types of
incidents are more involved and require multiple personnel; this must be accounted for
to gain an accurate measure of workload.
It should be also noted that a total of $216,165 was stolen in the Borough of
Kinnelon in 2008; 68% was recovered. This is a 257% increase in stolen
property from the previous year, keep in mind we were short staffed in 2008 by (2)
officers.
8
Incident Totals 2008
Weighting
Frequency
Type of Incident
Total
Part I Crimes
4
64
256
All Other Offenses
3
99
297
Arrests
2
157
314
Traffic Accidents
2
243
486
All Other Calls
1
9239
9239
TOTAL
10592
The next step in determining the frequency of calls is by time of day. Calls
were tallied within one-hour increments and weighted. Our patrol workload during the
average 24-hour period can then be analyzed for variations in call volume. This step is
necessary to determine what our coverage needs are at various times of the day. This
was done utilizing our present 12-hour shift schedule, with the following breakdown:
Call Volume (weighted) 12- hour Schedule
Day Shift
TIME
06:00 – 07:00
07:00 – 08:00
08:00 – 09:00
09:00 – 10:00
10:00 – 11:00
11:00 – 12:00
12:00 – 13:00
13:00 – 14:00
14:00 - 15:00
15:00 – 16:00
16:00 – 17:00
Night Shift
PERCENT
1.1
1.7
6.7
7
6.4
5.4
4.4
5.1
6.7
7
5.5
TIME
18:00 – 19:00
19:00 – 20:00
20:00 – 21:00
21:00 – 22:00
22:00 – 23:00
23:00 – 24:00
24:00 – 01:00
01:00 – 02:00
02:00 – 03:00
03:00 – 04:00
04:00 – 05:00
9
PERCENT
4.8
4.2
4.7
4.6
4.7
5.1
4.2
2.5
1.8
1.2
.6
17:00 – 18:00
Total
05:00 – 06:00
Total
4
61.1
.5
38.9
As the above chart indicates our day shift accounts for approximately 61% of
the weighted call volume and maintains a fairly steady call volume throughout the
shift. The night shift accounts for approximately 39% of the call volume. This hasn’t
changed from the previous year.
As previously stated, the IACP studies have shown that approximately one
third of an officers time should be spent handling calls for service, one third on
preventative patrol and the other third used as a buffer time for an effective and
efficient patrol force.
Using the present two-shift 12-hour rotation I divided our 10,592 (only a .3%
decrease from 2007) weighted calls for service as 61% on day shift and 39% on night
shift and entered it into the following formula:
Year 2008
Workload Method of Determining Staffing Levels
12- Hours
DAY Shift(06:00–18:00)
Night Shift(18:00–06:00)
Number of Incidents (after
6,472
Number of Incidents (after
weighting)
Multiplied by .75 (45 minutes)
Multiplied by 3
4,854
14,562
Multiplied by .75
(45 minutes)
Multiplied by 3
(to provide buffer and Preventative patrol
time)
Divided by 4,380 (number of hours
required
to staff one basic 1-officer patrol beat
on one shift for one year)
Rounded off to:
4,120
weighting)
3,090
9,270
(to provide buffer and Preventative patrol
time)
Divided by 4,380 (number of hours
required
to staff one basic 1-officer patrol beat
on one shift for one year)
3.32
3
(beats)
Rounded off to:
2.12
2
(beats)
This workload method to determine staffing levels tells us that the minimum
number of officers that should be working on a day shift is (3) and the minimum
number of officers that should be working on a night shift is (2).
Keeping in mind that the day shift and night shift staffing is a maximum of (3)
Officers scheduled and a minimum staffing requirement of (2) Officers. Our adequate
need for day shift is (1) more than our present minimum allocation of personnel when
fully staffed. Again, according to this workload method, our staffing on the night shift
is adequate with a minimum of (2) Officers needed. The number of Officers needed
did not change from 2007 with our present data.
10
To obtain optimal minimum staffing, we need to determine how many
PATROL WORKLOAD ANALYSIS
personnel are needed to fulfill these minimum staffing levels. To accomplish this we
must determine the assignment/availability factor for our Department. This tells us the
number of Officers needed to maintain one staffing position (Beat) on a shift. This is
determined by calculating the average sick, vacation, compensatory and personal time
taken by our Officers and the average time devoted to training. By dividing the
average number of hours available per Officer we can determine our Department’s
assignment/availability factor.
11
Area
Population
Additional Non-Resident Commuter Traffic
Number Present Homes
Rentals
Commercial Structures
Schools
Present Number Roads
Existing Borough Roads
Existing County Roads
Existing State Roads
Number Calls for Service per Year
State Average Consumed Time per Call
Index Crimes
Work Schedule
Base Year
Scheduled Off
Average Sick Leave
Average Injury Leave
Average Compensatory Time
Average Holiday Leave
Average Personal Leave
Average Vacation Leave
Average Department Training
Average Academy Training
Total Officer Availability
Assignment/Availability Factor (4380/1614) = 2.7
19.5
Approximately 10,000
Unknown
3,410 Residential
1 Apt./Condo Complex
94
6
260
257
119 miles
2
7 miles
1
5.3 miles
12511
45 minutes
320
2 on,2 off,3 on,2 off,2 on, 3
off 12 hour shifts
DAYS
HOURS
365
4,380
-182
-2,184
-13.5
-162
-1
-12
-13
-156
-1
-12
-2
-24
-6
-72
-6
-72
-6
-72
134.5
1614
According to the I.A.C.P. workload method utilizing our existing schedule, we
would need a minimum of (4) Officers scheduled for day shift and a minimum of (3)
Officers scheduled for the night shift.
This formula represents the number of Officers needed for Patrol. It must be
noted that the Sergeants are included in the workload studies, but should not be
according to the I.A.C.P. The specific reason for this is that they are there to supervise
the Patrol Officers and not to work alongside as peers. The I.A.C.P. states that at least
1/3 of a Police Department should be at the rank of Sergeant and above. According to
the Borough Ordinance our Table of Organization is (1) Chief, (1) Lieutenant, (4)
Patrol Sergeants, (8) Patrolman, (1) Detective Sergeant and (1) Detective. As you are
aware, the Det/Sgt. position is vacant.
12
PATROL WORKLOAD ANALYSIS FORMULA
Shift 06:00 – 18:00
Shift 18:00 – 06:00
Number of Beats = Sergeant & 2 zones
Number of Beats = Sergeant & 2 zones
Total Beats per Day
Multiply by Number of Hours each Shift
Subtotal
Multiply by Number of Days per Year
Total
Divide by Officer Availability
Number of Officers Needed for Patrol
3
3
6
12
72
365
26280
1614
16
Taking both of these 12 – hour staffing results into consideration and
introducing the Command and Support staff our staffing level would require 20
officers to be minimally staffed.
I realize that the 2007 Staff Study called for (19) Officers. The 2008 Staff
Study calls for (20) Officers, this is due to sick time generated by (2) officers out on
leave. The workload does not diminish. We need to replace the open slot vacated by
Sgt. McFadden’s disability retirement. In the near future we need to discuss additional
personnel.
Detective Bureau Workload Analysis
This study has not taken into account the workload and staffing of the
Detective Bureau. Currently, we maintain a two person Detective Bureau. We have
researched past and present statistics, comparing a one person Detective Bureau to our
existing two person Bureau. The results were surprising but not unexpected due to the
hard work dedicated by both Detectives. The results are in no way a reflection on the
personnel assigned to the Bureau.
First we looked at past case loads and closure rates on a one man assigned
Bureau. When only one person was assigned to the Detective Bureau, the closure rate
of cases assigned was below 60%. When the Bureau was increased to two Detectives,
the closure rate jumped to an average of 90% and on an average of over 40 arrests per
13
year. In 2008 when we utilized a Detective at various times to cover open patrol shifts
due to manpower shortage, our closure rate for the bureau decreased to 68% and
arrests dropped to 27.
This increase of cases solved is dependant upon the Detectives ability to spend
more time on their assigned case as opposed to handling cases in a triage manner.
In the past several years, our (2) person Detective Bureau has been actively
investigating any and all drug related incidents. Since 2006 they have arrested (7)
drug dealers within the Borough. Not only have they taken these dealers off of the
streets, they have seized cash, property and vehicles.
This formula was used to determine Detective Bureau staffing levels. The
table below represents this formula and the Detective workload analysis.
DETECTIVE WORKLOAD ANALYSIS
Days
Hours
Base Year
365
3,650
Scheduled Off
Average Sick Leave
Average Injury Leave
Average Compensatory Time
Average Holiday Leave
Average Personal Leave
Average Vacation Leave
Average Department Training
Average Academy Training
Average Meetings
-156
-1
0
-10
-3
-3
-18
-5
-6
-12
-1,560
-10
0
-100
-24
-30
-180
-50
-60
-120
Total Officer Availability
151
1516
DETECTIVE WORKLOAD ANALYSIS FORMULA
Shift 09:00 – 19:00
Shift 12:00 – 22:00
Number of Beats = Detective Supervisor
Number of Beats = Detective
Total Beats per Day
Multiply by Number of Hours each Shift
Subtotal
Multiply by Number of Days Scheduled per Year
Total
Divide by Officer Availability
Number of Detectives Needed for Bureau
14
1
1
2
10
20
209
4180
1516
2.7
The formula tells us that the minimum number of Officers that should
be working in the Detective Bureau is (3). Keep in mind we presently have a (2) man
Detective Bureau.
I realize that an addition of (1) Officer is not feasible at this time, but we need
to discuss in the near future budget considerations for additional personnel.
This study has been completed to give an overall view of the department, its
workload, and the demands placed on officers during an average shift.
Conclusion
I realize that the Borough is tightening its belt to save money and cut costs. I
question as to the reality as to how much the belt needs to be tightened at the expense
of its employees especially the Police Department. I listen to the County Prosecutor
talking about manpower issues within the County and the crime rates in Morris
County. One reason he claims is a factor in our County is our Officers and the
dedication they have towards Public Safety. Also by slicing Departments, towns
jeopardize this safety net we all worked so hard to achieve. By lowering staffing
today means chancing but probably having a direct effect on public safety tomorrow. I
listen to the Council question me about how the downsizing of the borough affects
public safety. Comments were made referenced to “We are still here and still safe”.
That is true but what we do is preventative and proactive in this Borough. Downsizing
15
our Department to save a few dollars may be penny wise and dollar foolish. I still
question the monies funded in the budget under Salary & Wages where this line item
was funded in excess of what I requested in my budget proposal. I was also
questioned about how overtime was and will be impacted by losing an Officer. I have
accumulated data for your review. I have listed below factors that do affect the points
brought to me by the Council.
The New Jersey State Police collects data from each municipality in the State
and compiles a Uniform Crime Report (UCR) regarding crime rate index.
Year
2009
2008
2007
2006
2005
2004
Crime
Index
Total
57
63
67
70
75
91
Total
Crime
Rate per
1,000
5.9
6.7
6.9
7.3
7.9
9.6
Change
Percentage
-12%
-3%
-5.8%
-8%
-21.5%
Base
Violent
Crime
Rate per
1,000
.1
.1
.3
.1
.2
.6
Nonviolent
Crime rate per
1,000
5.9
6.6
6.6
7.2
7.7
9.0
Morris
County
Total
5,980
6,220
6,474
6,908
6,915
7,148
Morris
County
Change
Percentage
-4%
-4%
-6.7%
-.1%
-3.8%
Base
According to this data, one could say that our crime statistics have gone down
each year and that this is the trend. If you look closer at this data then you will see that
our statistics do not correspond with the County’s. In fact our percentage of change
year to year is lower than the County’s when our Department was short staffed in 2007
(15.5% Lower) and 2008 (33% Lower). When this Department was fully staffed in 2006
and 2005 our decreases in crimes were 466% and 7,900% greater than the County’s
respectively.
When I am questioned as to how being short staffed affects Public Safety,
statistics show how our crime rates were affected by lowering manpower either
intentionally or unintentionally (sick time). Officers will still get sick, still become
injured and will still utilize sick time, sometimes for extended periods. By reducing
staffing levels, there is one less Officer to pool from for covering shifts or for
emergency response. This creates additional overtime and additional stress on our
existing Officers due to increased workload and increased shift coverage with less
recovery periods for rest.
Our Officers work an estimated 1,000 additional hours per year contracted by
outside vendors. These vendors consist of our own Board of Education, Verizon,
PSE&G and Cablevision to name just a few. These details assigned by the Lieutenant
are for traffic, crowd control or security. Again this may be beneficial to the Officers
for monetary reasons but add fatigue and stress when split by fewer Officers.
All these factors contribute to Public and Officer Safety. More and more our
Officers are responding to serious calls without enough manpower, you cannot always
depend on other jurisdictions to assist. For example Smoke Rise encompasses
approximately 1/3 of our Borough. The response from another agency would be
16
difficult due to the geographic nature of this community. We need to take
responsibility for our own Borough and to become less dependant on other
jurisdictions and Departments.
According to the 2008 UCR, the average number of Officer per 1,000 resident
ratio is 2.2. If you calculate those numbers, for every 10,000 residents a Department
should have 22 Officers. But this is an average, not mandated to our Department so
let’s review our numbers in the County. As observed the table below, the Borough of
Kinnelon is dead last in the County on Officer per 1,000 residents.
RANK
1
2
3
4
5
6
7
8
9
10
DEPARTMENT
RIVERDALE
CHESTER
HARDING
MORRIS PLAINS
MORRISTOWN
LONG HILL
NETCONG
BOONTON TOWNSHIP
CHATHAM
MOUNTAIN LAKES
SWORN
OFFICERS
POPULATION
OFFICERS/1000
18
8
14
17
59
25
10
14
24
14
3,000
1,625
3,500
5,300
18,500
8,600
3,500
5,000
8,600
5,000
6
5
4
3.21
3.19
2.91
2.86
2.8
2.8
2.8
17
11
12
13
14
34
35
EAST HANOVER
FLORHAM PARK
MOUNT ARLINGTON
BOONTON
MENDHAM
TOWNSHIP
HANOVER TOWNSHIP
CHATHAM TOWNSHIP
ROCKAWAY
BOROUGH
DENVILLE
LINCOLN PARK
MENDHAM
WHARTON/MINE HILL
MADISON
CHESTER TOWNSHIP
MORRIS TOWNSHIP
MOUNT OLIVE
PARSIPPANY
RANDOLPH
ROXBURY
PEQUANNOCK
BUTLER
DOVER
JEFFERSON
WASHINGTON
TOWNSHIP
MONTVILLE
36
KINNELON
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
33
14
22
12,500
12,300
5,500
8,600
2.72
2.68
2.55
2.5
15
32
24
6,000
13,000
10,000
2.5
2.46
2.4
15
35
25
12
21
35
16
44
54
107
39
48
31
17
36
39
6,300
15,000
11,000
5,300
10,000
17,000
8,000
22,000
27,000
55,000
20,000
25,000
16,200
9,000
19,000
22,000
2.38
2.3
2.27
2.26
2.1
2.06
2
2
2
1.95
1.95
1.92
1.91
1.9
1.89
1.77
32
41
20,000
21,150
1.6
1.55
16
10,000
1.6
Again, according to the FBI, they recommend a ratio of 2.7 officers per 1,000
residents. Utilizing their method the Kinnelon Borough Police Department should
have 27 Sworn Officers. The U.S. Department of Justice also recommend a ratio of
2.3 – 2.7 officers per 1,000 residents. Utilizing their method the Kinnelon Borough
Police Department should have between 23 and 27 Sworn Officers. According to the
Bureau of Justice Statistics there is an average of 2.6 police officers per 1,000
residents in New Jersey municipal police departments. Utilizing this data the Kinnelon
Borough Police Department should have 26 Sworn Officers. By the workload
analysis I have provided our Department’s staffing should be at 20 Sworn Officers.
Overtime has been an issue since I began my career with the Borough in 1988.
Since we began the 12 hour pitman schedule our overtime has been consistent.
CAPITAL IMPROVEMENTS REQUEST
The Explorer I am requesting would replace an unmarked vehicle we currently utilize.
Usually these vehicles are recycled through patrol each year or so but the cost for
transition is extensive and a waste of money. If this vehicle is purchased, this will
18
eliminate the need to expend funds within the operating budget and we should expect a
life expectancy of eight to ten years.
19