KELLER POLICE DEPARTMENT MULTI YEAR PLAN FY THROUGH FY

Transcription

1 KELLER POLICE DEPARTMENT MULTI PLAN FY THROUGH FY MARK R. HAFNER CHIEF OF POLICE Updated Fall

2 OUR MISSION STATEMENT The Keller Police Department is a value driven organization committed to excellence and will partnership with the community to make Keller a better place to live, visit, and conduct business. OUR GUIDING PHILOSOPHY AND VALUES Empathy Edification Enthusiasm Excellence 2002 Empathy Listen, value diversity, other views, seek win win, share information, be open, maturity Edification Partnership relations, empowerment, recognition, team member, create value, honor the absent Enthusiasm Have fun, serve others, improve quality of life for all stakeholders, and adapt to change, take ownership Excellence High expectations, pride, performance, ethics, accountability, problemresolution, quality 2

3 Introduction The Keller Police Department is an agency with a strong Mission Statement and corresponding values to drive the Mission Statement. Agencies must continue to look beyond today to anticipate the future to properly serve the community. This agency continues to benchmark our performance against our past performances and where we want to be in the future. We utilize best practices from our profession as well as input from our external and internal customers. This multi-year plan includes our long-term goal which is to remain committed to our Mission Statement and Organizational Values. This plan includes anticipated workload and population trends, anticipated personnel levels, and anticipated capital improvements and equipment needs. Citizen and employee surveys as well as employee and staff meetings obtained the input for this plan. Finally, like all long-range blueprints this plan is subject to change and will be updated each fall keeping us looking five years out. TRENDS IDENTIFIED FOR THE 2013/2014 UPDATE Predicting the future is difficult. However, well-thought-out projections for the future can help guide the development of an organization to best meet the needs of its customers. The following trends should be noted and were taken into consideration when updating this plan. 1. Operating in the New Normal. The fact that we continue to slowly recover from the worst economic downturn and the never ending fear that we could be facing a double dip recession will change the plans we had for personnel growth for the next five years. The drop in housing values coupled with the fall in sales tax receipts will severely dampen any new revenue to no more than 1%-3% over the next five years. Because of our creative funding mechanisms with the Westlake, Southlake and Colleyville agreements, Crime Control and Prevention District Sales Tax, and our cautious approach to adding personnel even during the good economic times, our organization should be able to weather the storm and adjust to the new normal. The one area that we will see the most pressure is keeping our present employee s salaries competitive. The salary and benefits at one time were increasing faster than the rate of inflation. The salary increases have stopped for three years while the medical and pension costs have been rising at an unsustainable pace. We did receive a 1% salary raise in 2011 and a 2% salary raise in 2012 and a 3% salary increase in 2013 which helped ease the problem with salary compression. What we did see was an astronomical increase in health care benefit costs. Even after the city contributed over $600,000 in additional funds employees were faced with large increases in the premium share. The city did offer a change in plan to a high deductible plan which allowed employees to keep their 3% raise, or at least some of it. For the first time the city assessed the amount of premium co-pay on the base salary of the employee. The city plans to keep the salary range competitive with the surrounding cities. The question for employees will be how fast they will accelerate up the pay scale. Most likely, unless circumstances change, it will be in the 1%-4% range including increases in fringe benefits as well. This is the New Normal and employees will have 3

4 to understand this. Leadership will do its part by communicating the realities of this new economy and pointing out the positives for working in a community like Keller. This organization will only add additional personnel when all other creative options have been exhausted and the service delivery and or safety of the employees and the community will suffer if the additional personnel are not added. 2. Increase in the Training required for employees. The minimum training requirements mandated by the State of Texas and the Federal Government continues to increase. The increased time needed to provide the training will increase overtime costs as we must continue to staff the positions or service delivery to the customers will suffer. We will try to minimize these costs by offering computer based learning when applicable. With the anticipated opening of the Southlake PD indoor range in 2013 we may be able to increase our firearms training and possibly reduce overtime due to the proximity to Keller. 3. Continued growth will strain resources. Since 2001 the citizen-initiated calls for police services have risen by 57% while we have only increased our sworn officer positions by 28%. The addition of 900 homes in North Keller along with the eventual build out of Town Center could require additional police officers and support personnel. We must also consider the growth area on our western border with the City of Fort Worth. The once rural areas are rapidly being developed. This adds to an increase in traffic and will put pressure on our crime rate as more commercial business develops to serve the rooftops. We will utilize several models to determine the proper staffing level that the city council and citizens will understand. It will take political will coupled with innovative measures to keep us properly staffed and properly compensated. 4. Rapidly changing technology advancements. Technology will continue to revolutionize police services. It will improve our service, reporting, and analyzing capabilities. It will drive existing systems and change ways of working. Rapid technology and growth faces the Communications Unit as Internet-based Telecommunications enable direct voice, text, and video communications with the Dispatch Centers. The cost of the technology and supporting it will be expensive. The Crime Control and Prevention District Sales Tax revenue should support these efforts, but we will have to prioritize the spending and differentiate needs versus wants. The increased costs in technology will not necessarily decrease the existing workforce. It may slow down the growth as we have seen in the clerical positions, but it really has not changed the need for police officers on the street and in the neighborhoods and dispatchers in communications. This may change in the next decade with the use of cameras and license plate recognition equipment. There will be some resistance by citizens to purchase and install this equipment based on privacy issues. 5. New Command and Supervisory Staff Emerges. Retirements and normal attrition will cause openings in the command and supervisory staff every three to five years. Our upper management will be sought after for Police Chiefs positions in other communities. 4

5 This will require continuing career development and succession planning so that strong, visionary leadership continues. Long-Term Goals and Operational Objectives Many organizations often fail to set measurable goals or if they do they fail to properly communicate the goals leaving employees on their own. This can result in cliques or factions within the agency doing their own thing. The Keller Police Department is an agency with a strong Mission Statement driven by core values of Empathy, Edification, Enthusiasm, and Excellence. Our long term goal is and will continue to be to make Keller a better place to live, visit, and conduct business by being a value-driven organization committed to excellence. We will continue to strive for a meaningful partnership with the community. With that in mind, the community and the department have established the following long-term goals. Goal #1 CONTINUE TO MEET THE SERVICE NEEDS OF A GROWING COMMUNITY WITH VALUE DRIVEN, CUSTOMER FOCUSED STYLE OF POLICING DESIGNED TO IMPROVE THE QUALITY OF LIFE IN KELLER. Objectives to meet the goal This goal will require us to have the necessary staff to carry out our Mission. a. Attempt to keep officers assigned to patrol sectors free at least 50% of the time to deliver an appropriate response time (drive-time) of under 5 minutes for emergency calls and under 15 minutes for non-emergency calls. b. Attempt to keep staffing in NETCOM appropriate to achieve the goals of answering all calls within ten seconds and dispatching Priority 1 Fire Calls within one minute and Police Calls within two minutes. c. Staffing should also be based on performance by asking the critical questions: If we add this position what will this organization be able to accomplish that we are not doing now or if we do not add this position what will happen with the service level to our customers? d. Monitor the construction progress and call volume in North Keller and when appropriate form a committee to redraw the patrol sector boundary lines to incorporate the additional growth in North Keller. e. Where appropriate, utilize the Volunteers in Policing (VIPS) to free up police officers from tasks that can be done properly with volunteers. Plan to add a 2 nd VIPS car when we changeover the fleet in the 2013/14 FY. Also utilize volunteers in Records and Communications when appropriate.

6 2. Continue to stress a customer focused value driven style of policing. Develop new officers properly in our philosophy and continue to train officers throughout their career in what is expected. Reward positive behavior and correct behavior immediately that does not meet our Mission and Values. 3. Continue to foster an open line of communication with the public we serve utilizing our distribution system, community events, bike patrols, and formal customer surveys. 4. Continue our victim call back program for all reported property and violent Part 1 Crimes. Goal #2 RANK AMONG THE TOP FIVE CITIES REPORTING THE LOWEST PART I CRIME INDEX COMPARED TO THE 15 CITIES WE BENCHMARK AGAINST IN THE DALLAS/FORT WORTH METROPLEX. Objectives to meet the goal. 1. Continue to emphasize crime prevention measures through our full-time community service officer using the CPTED (Crime Prevention Through Environmental Design) process working with the Community Development Department. 2. Continue the crime analysis function as required under CALEA standards. Utilize Crime Reports (3 rd party vendor) for crime mapping that is internet based. 3. Continue to utilize our Volunteers in Policing program (VIPS) utilizing our Citizen Police Academy Alumni Association to assist patrol with routine tasks and increased presence in the commercial parking lots and residential homes identified by the Crime Analysis as having the highest incidents of burglaries. We will add a 2 nd VIPS car. 4. Continue the Keller Police for Keller Youth Development project that will identify early offenders at risk and provide positive leadership and relationship building skills to prevent repeat offenders. 5. Continue the PTO/FTO hybrid model of field training which incorporates problem solving, geographic accountability, and community involvement. 6

7 Goal #3 CONTINUE TO MEET THE STANDARDS UNDER CALEA NATIONAL ACCREDITATION PROGRAM AND THE TEXAS LAW ENFORCEMENT BEST PRACTICES RECOGNITION PROGRAM. Objectives to meet the goal. 1. Continue to fund the accreditation process from the Keller Crime Control and Prevention Sales Tax. 2. Continue to maintain the Accreditation Manager position in the budget and provide the proper training to the manager. 3. Continue to communicate to the internal and external customers the benefits and goals of being a CALEA Accredited and Texas Best Practices Agency. 4. Complete the process to become a Texas Best Practices Recognized Agency during Fall of 2013 with the Recognition Program run by the Texas Police Chiefs Association to pick-up the state specific standards. Goal #4 PROVIDE QUALITY LEADERSHIP THAT FOSTERS EXCELLENCE AND CONTINUOUS IMPROVEMENT DESIGNED TO RETAIN AND REWARD VALUED TEAM MEMBERS. Objectives to meet the goal. 1. Identify, mentor, and develop future supervisors and managers. Working with the Departmental Training Committee (DTC) identify our training needs and administer the training to the entire department. 2. Make title changes from Lieutenants to Captains to the three bureau commanders and the Regional Communications Supervisor to Assistant NETCOM Manager. The title changes for the Captains will not require additional funding but is needed to reflect their actual duties for our size agency. This will also allow for a future evening Lieutenant position (1-3 years from now) to be in charge of the regional operations and other administrative duties as the jail and animal services operation grows. The Assistant Netcom Manager will require a salary increase because it will change to an exempt position and not be eligible for overtime compensation. 3. Send supervisors to the Texas Police Chiefs Leadership Class and send Bureau Commanders to management schools like the Management College and FBI National Academy. 4. Continue to staff the professional development rotating slots in Traffic and CID. 5. In conjunction with the accreditation cycle rotate bureau commanders. Also include Training, CID Unit supervisors, Investigators, Traffic Officers, and Accreditation 7

8 Officer assignment rotations as well. Factors to be considered in making the rotation include professional development, organizational needs, re-training costs, tenure in the position, and proper fit. 6. Continue the use of employee committees to improve the internal communications within the agency. 7. Keep the departmental performance measures including the value based policing goals out in front and in focus to the organization through monthly reports and individual goal setting. Continue to hold people accountable through performance measures and goals set as a team. Reward employees for performance but most importantly for integrity, ethics and problem solving as well. Peers should hold peers accountable for ethical behavior. 8. Fairly and consistently clear the path of employees who do not perform to standards. While seniority is valued and respected it is not the criteria to keep one s job. Continue the formal and informal recognition programs rewarding positive performance. 9. Explore, through the use of a wellness committee including a physical fitness trainer, annual physical fitness standards for sworn and civilian employees and make a recommendation to implement the standard. It should be job related to the current tasks we do on a daily basis versus just a standard physical fitness standard. Goal#5 MANAGE AND MONITOR THE AGREEMENTS TO PROVIDE JAIL AND PUBLIC SAFETY COMMUNICATIONS SERVICES TO THE CITIES OF SOUTHLAKE AND COLLEYVILLE, AND THE POLICE SERVICES AGREEMENT TO WESTLAKE WHILE EXPLORING OTHER COST EFFECTIVE SHARING OF SERVICES. Objectives to meet the goal. 1. Provide the Cities of Southlake, Colleyville and Town of Westlake with timely performance reports. 2. Utilize an annual report that shows not only the increase in service due to the merger but the cost savings to each community. 3. Hold user-group meetings with both cities to keep open the line of communications and look for areas of improvement. Involve Southlake, Colleyville, and Westlake in the policy and hiring decisions. 4. Continue to be the lead agency in the North Tarrant Regional SWAT Team but eventually rotate the SWAT command to other agencies. 8

9 5. Monitor and adapt to the newly formed Regional Animal Services with the Cities of Colleyville and Southlake. Start the new partnership with the North Texas Humane Society for the operation of the new adoption center to reduce the costs and gain credibility with the animal advocate groups. 6. Finish the project to replace the Regional Communications System. A two year project. Goal #6 MONITOR THE LONG TERM FINANCIAL PLAN TO FUND THE CAPITAL NEEDS OF THE POLICE DEPARTMENT WITH THE REMAINING 10 S OF THE CRIME CONTROL SALES TAX. Objectives to meet the goal. 1. Adhere to the objectives of the spending plan approved by the voters (vehicles, equipment, accreditation, technology, jail and building capital) and resist any attempts to use the funds to pay for existing or new personnel costs. 2. Fund an annual contribution to pay the debt for the jail and Regional Animal Services Center and the building/equipment replacement account so a significant amount of funds will be there to keep the equipment and building in proper shape without the need to defer maintenance or borrow funds for replacement items. Non-capital equipment will be considered on a yearly basis at budget time. Our computers are on a replacement schedule as part of our long-term technology plan for the city. 3. Finish construction of the jail/animal center by April Explore the use of cameras and license plate recognition technology to control and prevent crime. 5. Implement AVL for officer safety, accountability, and improvement in response times as dispatchers will be able to send the closest unit. 6. Monitor the overall financial condition of the city utilizing the adopted city financial contingency plan. 9

10 Projections General Population Growth 10 City of Keller ACTUAL POPULATION ESTIMATED POPULATION , , , , ,000 Housing Units ACTUAL UNITS ESTIMATED UNITS , , , , ,155 CITIZEN INITIATED % INCREASE OVER PREVIOUS Calls for Service OFFICER INITIATED % INCREASE OVER PREVIOUS TOTAL CALLS FOR SERVICE % INCREASE OVER PREVIOUS ,632-19,744-38, ,500 21% 26,194 30% 48,111 25% ,498 4% 33,971 32% 57,484 19% ,789 23% 43,798 28% 72,588 26% ,126 8% 46,203 5% 77,329 7% ,601-2% 51,575 12% 82,176 6% ,573* -15%* 49,138* -5%* 75,711* -9%* ,453 11% 59,393 21% 88,846 17%

11 ,081 6% 53,046-11% 84,127-5% ,275-6% 52,929 0% 82,204-2% ,730 5% 56,683 7% 87,413 6% ,725-7% 61,484 8% 90,209 3% 2013 est. 29,760 4% 64,464 5% 94,224 4% 2014 est. 30,500 2% 65,000 1% 95,500 1% 2015 est. 30,500 0% 65,000 0% 95,500 0% 2016 est 31,000 2% 64,000-2% 95,000 0% 2017 est 31,000 0% 65,500 2% 96,500 2% *Change in CADS System that does not count CFS exactly the same as old CADS System. Present Authorized Police Department Employees SWORN CIVILIAN (1) Chief of Police (1) Regional Dispatch Manager (3) Captains (1) Regional Dispatch Asst. Manager (6) Sergeants (19) Regional Police/Fire/EMS Dispatchers (4) Corporals (2) Records Technicians (36) Officers (1) Administrative Secretary (3) Animal Control Officers 50 Sworn (7) Detention Officers (1) Custodian (.5) Kennel Tech 35.5 Civilian 85.5 Total Personnel Future Estimated Staffing SWORN CIVILIAN Warrant officer position eliminated 33 2 FTE added due to Colleyville Dispatch Merger Upgrade one officer to a Corporal Added 1.5 due to the ACIO merger with Southlake and Colleyville Patrol Officer unallocated patrol time 55% 55% 55% Future costs for additional personnel % Add one Detention 55% $60,000 11

12 CID Addition 51 Officer new jail 36.5 Add one detention officer 53% % $145, (start phase-in of 6 th patrol district) % $190,000 CRIMINAL Criminal and Traffic Arrests % INCREASE (DECREASE) OVER PREVIOUS Traffic Citations % INCREASE (DECREASE) OVER PREVIOUS % % % % % % % % % 2013 est % % 2014 est % % 2015 est % % 2016 est % % NUMBER OF PART I CRIMES Part I Crime and Clearance Rates % INCREASE (DECREASE) OVER PREVIOUS PER 1,000 POPULATION CLEARANCE RATE % % % % % % % % % % % % % % % % % 12

13 % % % % % % 2013 est % % 2014 est % % 2015est % % 2016 est % %