CC/RDA/CUA SPE MIN 2010 JUL 27 - Laserfiche WebLink

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1. Organizational Structure In FY 2009-10, the CPD had a total position allocation of 86.0 full-time equivalent (FTE) positions. This FY 2009-10 FTE allocations is 19.0 FTE positions, or 18 percent, less than the FY 2008-09 allocation of 105.0 FTEs, which included some unfunded vacancies. In today's environment of decreasing budgets, it is increasingly important for the CPD to better maximize the use and efficiency of its available resources. — Current organizational structure with four main divisions: 1) Administration or Office of the Chief (3.0 FTEs) 2) Operations consisting of Patrol and Detectives (53.0 FTEs, including tow yard staff) 3) Dispatch and Records (17.0 FTEs, including information services and maintenance staff) 4) Community Services and Professional Standards (13.0 FTEs, including code enforcement, youth services, school resources, internal affairs and training staff) — Spans of control range from 1 direct report per management staff to 5 direct reports per management staff. Recommendations While the CPD has gone through various organizational restructuring over the last two years to respond largely to budget reductions, its organizational structure could be better aligned and improved. At least one position could also be civilianized. —Revised organizational structure with three main divisions: 1) Office of the Chief (4.0 FTEs, including a recommended Administrative Analyst) 2) Field Operations Division (56.0 FTEs, including school resources staff and trainees) 3) Support Services Division (26.0 FTEs, including dispatch, records, code enforcement, tow yard, information services and maintenance staff) —Net reduction of $135,000 per year in staff costs from deleting a Lieutenant, adding an Administrative Analyst, and civilianizing the Neighborhood Enrichment Team/Code Enforcement Supervisor. — Adding an Administrative Analyst has the potential to enhance CPD's revenue sources by actively identifying and applying for various grant programs. — Civilianizing the NET/Code Enforcement Supervisor position would provide a promotional opportunity and more stable supervision. 2. Field Operations Staffing and Qperations The CPD has not conducted any formal analysis of relief requirements and workload statistics related to its Patrol Unit, which provides 24-hour law enforcement services to the City, and Detectives Unit, which investigates crimes against persons and property. However, the CPD has been tracking overtime expenditures, by reason. — A relief factor analysis was performed as part of the audit and shows that the CPD could change the mix of personnel classifications in the Patrol Unit. — Call for service data shows variations in workload by beat, by day of week and time of day but has not been used to adjust the Patrol Unit staffing pattern. — The Detectives Unit's assigned caseload has decreased by 37 percent from 2007 to 2009, yet its staffing allocation has remained constant. — The number of cases per Corporal/Detective ranged from 8 to 27 active cases per staff person during the audit (partly due to case specialties), but the Detectives Unit lacks workload standards and a formal systematic approach for caseload distribution. Recommendations The CPD needs to strengthen its staffing policies, improve its staff scheduling, implement methodological improvements, and develop enhanced data collection tools in order to more 2010 JUL 27 SPC CC/RDA/CUA MEETING - 3-