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2005-11-02 CCPD Meeting
r SOUTHLAKE CRIME CONTROL & PREVENTION DISTRICT BOARD MEETING AGENDA Wednesday, November 2, 2005 7:00 p.m. LOCATION: Southlake East DPS Facility, 667 North Carroll Avenue. REGULAR SESSION: 1. Call to order. 2. Executive Session: Pursuant to the Open Meetings Act, Chapter 551, Texas Government Code, Section 551.071, Consultation with attorney, Section 551.072, Deliberation regarding real property, or Section 551.073 Deliberation regarding prospective gift. Executive Sessions may be held, under these exceptions at the end of the Regular Session or at any time during the meeting that a need arises. A. Tour of Keller Police Department 2. Reconvene: Action necessary on items discussed in executive session. 3. Administrative Comments. 4. Consent: A. Approval of the minutes of the Crime Control and Prevention District meetings held July 6, 2005 and August 17, 2005. B. Discussion on the MATRIX Group update. 5. Adjournment. City of Southlake, Texas CERTIFICATE I hereby certify that the above agenda was posted on the Official Bulletin Boards at Town Hall, 1400 Main Street, Southlake, Texas, on Friday, Octgher.28, 2005 at 6:00 p.m. pursuant t~ot~h/e/ Texas Government Code, Chapter 551110C pVTH~ J•••7•®•AT,s~L.~'O ® a 1 A ~1 n TT l ~ a i/~ : ~r f y q p~ r y : v• • e u~ 'See If you plan to attend this meeting and have a disabiliN ~thdt•P" ui re 'special needs, please advise the City Secretary 48 hours in advance at 81-74g'8`t~'lid reasonable accommodations will be made to assist you. EXECUTIVE SESSION Southlake Crime Control and Prevention District Board SECTION 551.071 CONSULTATION WITH ATTORNEY The Southlake Crime Control and Prevention District Board may conduct a private consultation with its attorney when the Board seeks the advise of its attorney concerning any item on this agenda, about pending and contemplated litigations, or a settlement offer, or on a matter in which the duty of the attorney to the Southlake Parks Development Board under the Texas Disciplinary Rules of Professional Conduct of the State Board of Texas clearly conflicts with Chapter 551. SECTION 551.072 DELIBERATION REGARDING REAL PROPERTY The Southlake Crime Control and Prevention District Board may conduct a closed meeting to deliberate the purchase, exchange, lease or value of real property. SECTION 551.073 DELIBERATION REGARDING PROSPECTIVE GIFT The Southlake Crime Control and Prevention District Board may conduct a closed meeting to deliberate a negotiated contract for a prospective gift or donation to the City. A FINAL ACTION, DECISION, OR VOTE ON A MATTER DELIBERATED IN A CLOSED MEETING MAY ONLY BE MADE IN OPEN SESSION. Management Study of the Department of Public Safety CITY OF SOUTHLAKE, TEXAS matrix consulting group 4322 N. BeItline, Suite B 112 Irving, TX 75038 v. 972.871.7950 f. 972.871.7951 August 5, 2005 r- TABLE OF CONTENTS August 5, 2005 1. INTRODUCTION AND EXECUTIVE SUMMARY 1 2. ANALYSIS OF MANAGEMENT SYSTEMS 19 3. ANALYSIS OF FIRE SERVICES 43 4. ANALYSIS OF POLICE SERVICES 63 5. ANALYSIS OF DISPATCH AND SUPPORT FUNCTIONS 99 6. ANALYSIS OF THE APPROACH TO PUBLIC SAFETY 109 7. ASSESSMENT OF BUILDING SERVICES 119 8. SPACE NEEDS ANALYSIS FOR PUBLIC SAFETY 137 9. PUBLIC SAFETY DEPARTMENT FLEET ANALYSIS 159 APPENDIX: SUMMARY OF THE EMPLOYEE SURVEY 181 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 1. INTRODUCTION AND EXECUTIVE SUMMARY This document is represents the final report on the Management Study of the Southlake Department of Public Safety conducted by the Matrix Consulting Group. This first chapter provides an introduction and an executive summary of the final report. 1. INTRODUCTION The Matrix Consulting Group was retained by the City of Southlake, Texas to conduct a comprehensive management, staffing and operations study of the Department of Public Safety. Specifically, the City's Request for Proposals provided the following scope of work for this project: • Documenting, in detail, current demand for law enforcement and fire / EMS services including calls for service, investigative caseload, records, workload, and the like. • Concurrently, documenting how staff resources in all areas of the Department are deployed and utilized. • Documenting and analyzing current service levels from two perspectives: — Basic quantitative performance indicators (e.g. response times; level of self -initiated activity; time available for pro -active patrol and self -initiated activity; traffic enforcement index; investigative caseloads; other unit responsibilities such as fire unit coverage, hydrant maintenance; etc.). Qualitative performance indicators such as community feedback; training; special community -oriented programs, events, etc. • Defining alternative service levels based on the results of these analyses. Definitions of alternative service levels were to be based on a quantifiable and consultative process between the project team and the client, the project steering committee, staff and others and could include such factors as: — Response time targets. — Level and content of proactive activity desired. Matrix Consulting Group Page 1 r, CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Scope and content of community oriented policing activities. — Nature and quality of services provided to citizens. — Level of staff utilization deemed acceptable. Caseloads. — Fire responsibilities of field law enforcement personnel. Other roles and responsibilities of staff (e.g., maintenance). • Documenting current management systems and approaches to controlling the operations of the Department. f • Documenting fleet, facilities and the use of technology by the DPS. f • Evaluating the staffing requirements in each departmental function required to achieve defined service level objectives. In order to complete the various elements of the scope of services, the project team utilized the following approaches: • Conducted extensive one-on-one interviews with the command staff of the Department of Public Safety (SDPS). • Conducted one -one -one interviews with many of the Department's staff, especially those with unique roles and responsibilities and with line personnel. • Collected data and documented workloads, staffing, service levels, policies and procedures and numerous other aspects of the SDPS operations. • Held small group interviews with line staff in Fire Services in all stations on all shifts. • Developed, distributed and evaluated a comprehensive and confidential questionnaire that was distributed to all personnel in the SDPS. • Documented the performance of the SDPS compared to a number of "best management practices" in law enforcement. • Conducted project reviews with both the staff of the SDPS and an oversight committee made up of senior staff from the SDPS and from the City Manager's Office. L- Matrix Consulting Group Page 2 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department The approach taken by the Matrix Consulting Group is designed to ensure that the entire consulting engagement is a building process. The findings and recommendations included in the final report are included in the next section of this chapter. 2. EXECUTIVE SUMMARY This section provides a summary of the project team's findings and recommendations. It is important to recognize that there are both positive attributes of the SDPS identified by the project team as well as the opportunities for improvement. The first sub -section, below, provides a summary of the positive findings by the project team. (1) Summary of Positive Findings of the Project Team While the primary focus of this study is on opportunities for making improvements, the project team also believes that it is important to identify areas in which the Department of Public Safety is already meeting or exceeding performance targets and expectations. These are summarized in the points which follow: General Management • The management teams meets regularly and conducts its meetings in a formal way using agendas and minutes to track decisions and assignments. • Sub -units of the SDPS also hold meetings on a regular basis to exchange information, address issues, and pass on new direction. • The SDPS is dually accredited in both law enforcement (CALEA) and fire services (CFAI) making it the only dually -accredited agency in the United States. • Policies and procedures are reviewed annually by a representative group of staff in both police and fire services. The General Orders are currently being updated. • All critical policies met or exceed national standards in both services. Matrix Consulting Group Page 3 r- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • The Department and City have been innovative with the cross -function responsibilities and distribution of administrative duties among top command staff. • There are no major organizational structure issues in the SDPS. All functions are logically grouped with other functions which have similar missions or to provide for balanced allocations of responsibilities. Fire Services • Fire Services has developed a series of formal response targets. Command staff monitor performance on a daily basis (dispatch, reflex and travel times) and address issues as they occur. • Reflex times in Fire Services are less than one minute for 95% of calls. • Response protocols for calls for service provide clear guidance to the dispatchers for sending fire / EMS responses. • Automatic and mutual aid agreements are in place and represent a significant part of the SDPS's ability to respond effectively to structure fires and other major events. • Fire Services personnel are trained and evaluated against documented performance standards for fire and EMS skills. • The Fire Services personnel also participate in regional fire training exercises, enhancing their ability to work with neighboring communities. • On -scene policies and protocols have been adopted in common with other service providers in the region, further enhancing their ability to work together safely and effectively. • The City has ordinances requiring built-in fire protection for structures larger than 6,000 square feet regardless of the class of use. • Fire Marshal staff participate as an integral part of the development review process including plan review and inspections. • Fire companies are involved in inspection of "B" occupancies, thus relieving this inspection burden from the Fire Marshal staff and enhancing engine company awareness of the issues and hazards in these facilities. Police Services • The SDPS is prioritizing calls for service for police response. Matrix Consulting Group Page 4 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • Supervisory ratios in police services are appropriate given current spans of control. • Patrol has been deployed with a focus on rapid response times — thus the development of the current four zone structure. • The 12-hour shift plan is efficient, effective and a desirable work shift for staff. • Proactive time, though extensive, is actively managed by patrol supervisors and managers. • Traffic enforcement efforts are very extensive. The unit utilizes available data on accidents and injury crashes to target enforcement operations. • Traffic enforcement personnel are also focused on responding to neighborhood complaints and community traffic issues. • The investigative staff focus intensively on a wide variety of cases and case severity, providing a high level of service to the community. • The property and evidence facility and program meets all standards for maintaining secure and reliable chain of custody and control. • The SDPS is engaged in an aggressive program of disposal and destruction of property and evidence which is no longer required. This includes working with the courts and prosecutor to get permission to return or dispose of items taken in various cases. • The Public Safety Officer program provides the community with cross -trained personnel who are capable of initially responding to police, fire and EMS events. Dispatch • The dispatch center operates on an innovative schedule of three 12-hour shifts and one 6-hour shift each work week. This is a highly desirable work shift. • The SDPS has implemented emergency medical dispatch as a way of providing pre -arrival instructions to callers in medical emergencies. • The dispatch supervisor is engaged in a regular process of quality assurance through selected and random tape review. The supervisor also works closely with police and fire services to review cases which fail to meet their performance expectations. Matrix Consulting Group Page 5 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • All dispatch staff are certified as 9-1-1 operators, dispatchers and EMD professionals. f Training • The SDPS has developed an integrated training program supervised by a Lieutenant who focuses on the totality of training needs in the Department. • Fire personnel are training at least two hours per shift on approximately 80% of their shifts. Much of this training is provided centrally. • The SDPS participates in a number of regional training opportunities. These include bringing training opportunities to the SDPS at the West facility, conducting training with other regional emergency services provides at the Tarrant County Community College campus and other opportunities. • Training opportunities are also made available to all staff in other venues outside the department as they arise. • Training is coordinated and is focused on identified training needs for the entire Department. • Fire Services personnel are trained and evaluated on performing fire skills taken from national standards. • New supervisors are given training to provide them with a basic skill set for their new responsibilities. Building Services • Inspection requests are responded to within one workday, a high level of service. • Same day inspections are accepted until 0700 for morning inspections and noon for same day afternoon inspections. • The SDPS utilizes combination inspectors, providing for both efficient staffing and efficiency for contractors in the field who can receive multiple inspections during one visit. Matrix Consulting Group Page 6 L._ CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Code Enforcement • Code enforcement has consolidated responsibility for property maintenance and zoning violations. • Code enforcement is also responding to complaints with a first visit within one work day for most complaints. • Issues with voluntary compliance are addressed in less than 21 days on average. • More than 70% of code enforcement cases are the result of proactive activity by the staff. This has been a summary of the positive findings identified by the project team. The following sub -section provides a summary of the project team's findings and recommendations for improvement in the Department of Public Safety. (2) Summary of Improvement Opportunities and Other Recommendations This section provides a summary of the project team's findings, conclusions and recommendations for the Department of Public Safety. This summary is provided in the matrix, which follows: Index Finding Recommendation Priority Fiscal Impact MANAGEMENT SYSTEMS 2.1 A number of issues which had Continue to implement the High $0 existed under the previous positive changes initiated by the administration have been Interim Director. These have addressed by the Interim Director. included updates the General Orders, implementation of regular command staff meetings, etc. Matrix Consulting Group Page 7 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r- Fiscal Index Finding Recommendation Priority Impact 2.2.1 Internal Affairs policies and Develop an Early Warning High $0 procedures are contemporary, yet Systems to identify trends in some improvement opportunities behavior among staff. Such exist within the process. systems can be developed in- house or can be obtained from other agencies free of charge. Develop a Disciplinary Decision Guide to provide a more transparent process for staff. Train supervisors on SDPS policy to ensure that all allegations are processed accordingly. 2.2.2 The Department of Public Safety The accreditation process has None $0 has engaged in a process of enabled the SDPS to fully accreditation for Fire Services integrate professional through the commission on Fire management approaches into the Accreditation International (CFAI). oversight of the fire services. This This process involves a series of process is interactive and enables steps including development of the community to determine its performance objectives, self- own services levels as compared assessment, assessment of risk, to its risk profile. This process etc. The SDPS is the only dual- should be continued. accredited agency in the US. 2.2.3 The SDPS is also accredited by The agency has been granted an None $0 the Commission on Accreditation extension for the re -accreditation for Law Enforcement Agencies process. This extension was (CALEA). This process similarly granted due to the administrative involves adoption of formal transition through which the SDPS policies and procedures and a is now going. series of management tools. 2.3 The SDPS offers a Training program is Medium $0 comprehensive training program comprehensive and should be for staff. Much of this training is continued. offered centrally under the guidance of the Training Lieutenant. r- L Matrix Consulting Group Page 8 L— CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Index 2.4 2.5 3.2 3.3 Findin The SDPS has a limited number of personnel to support executive staff and management information systems in the Department. The project team believes that additional personnel are needed to manage and analyze Department wide information, coordinate records keeping functions within Police Services, and support the Training and Professional Standards Coordinators. The SDPS's information system, New World, presents a number of challenges to staff. Lack of training, implementation and other issues impact their ability to utilize the system effectively. Dispatch consolidation with neighboring agencies would likely necessitate switching to CRIMES CAD / RMS. Fire Services has developed a series of performance standards and have adopted them officially as part of their CFAI accreditation process. These include nationally recognized standards of 1-minute or less for the processing and dispatching of calls, 1-minute or less fire firefighters to respond and a series of drive -time standards for different areas of the communitv. The Matrix Consulting Group evaluated the performance of Fire Services against the aforementioned standards and found that all standards are being met or exceeded. Recommendation Hire a Management Analyst as High well as a Police Records Coordinator and Administrative Secretary to Support Training and Professional Standards. Provide training on the New World Medium system to a broader range of staff. As an alternative, consider acquisition and implementation of the "free" software, CRIMES, a CAD / RMS package developed by the Sam Houston Regional Community Policing Institute. FIRE SERVICES The SDPS will continue to re- assess these time standards to determine if they need to be revised. The adoption of formal policies is unusual in the project team's experience and positive step for Southlake. The Fire Services command staff should continue to focus on their performance against these standards. It is particularly to their credit that they so aggressively manage the dispatch and reflex time standards. None ►= Fiscal $161,737 lx $15,000 $0 $0 Matrix Consulting Group Page 9 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Fiscal Index Finding Recommendation Priority Impact 3.4 The project team analyzed the The project team does not Low $0 need for the planned third fire recommend any additional fire station (north). To conduct this, stations or units at this time. If the the project team applied the City determines to proceed with highest performance target the development of a third station, (system response in 6.5 minutes) the Matrix Consulting Group and found that a small recommends that 2 FF's be improvement can be gained from reassigned from DPS east to the adding a third location. However, new north location with a third FF the call volume in the north does hired for each shift. This would not appear to justify the result in an annual cost of expenditure at this time. approximately $182,000. Addition of three firefighters to staff the new station would cost more than $546,00 per year. 3.5 The project team next evaluated Improve the utilization of Medium $0 the overall utilization of Fire personnel to develop pre -fire Services personnel. This analysis plans. shows that utilization levels are low compared to typical targets of 80% or more at levels between 51 % and 63%. 3.6 The project team's review of the The policies and procedures for None $0 Fire Services Division policies Fire Services are in accordance and procedures shows that they with national best practice and are consistent with CFAI take into account local needs and requirements and with national issues. The only major gap best practices. (addressed elsewhere in the report) is the lack of specific references to the utilization of the PSO's. 3.7 The Fire Services Division The Fire Services Division should High $0 responses to all calls for service make use of its already - as if they are emergencies. Best incorporated EMD protocol to practice is to respond to non- implement a differential response emergencies more slowly and protocol. Research has shown without proceeding through that the EMD protocols, when intersections contrary to the traffic used properly by trained signals. This reduces risk to the personnel (as in Southlake) will responders and to the public. enable the agencies to correctly identify the priority of response to each call appropriately. This will also enable the SDPS to dispatch proper resources to each call, potentially preserving additional resources for the "next' call. L Matrix Consulting Group Page 10 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Index w 3.9 4.1.2 4.1.3 Fi The project team found that the SDPS has implemented a regional incident command system (ICS). This is critical in Southlake given the regional response that is the foundation of all structure fire responses in NE Tarrant Countv. The Fire Marshal's office offers a wide range of programs including plan review, inspections, coordination of engine company activities. etc. Recommendation No change is necessary. The SDPS has taken the appropriate steps to address this issue. Expand the role of engine companies in pre -fire planning, and expand emergency planning and training for high hazard issues in the Citv. POLICE SERVICES The project team evaluated the proactive (free) time available in patrol. This is a critical element in successful delivery of patrol services. Many high -service level communities target proactive time of 50% (on average). Proactive time in Southlake exceeds 70% on average. With the very high levels of proactive time available to field personnel, it is critical that the SDPS have systems in place to effectively manage this time for the benefit of the City. The SDPS has developed extensive and effective systems for managing proactive time. The project team found major inconsistencies in the tracking of key data (a theme found in several areas in the Police Services Division). The project team addresses this issue in other sections of the report. The primary focus of our recommendations is on ways of utilizing this proactive time more effectively and efficiently (by reducing the size of dedicated units elsewhere in the SDPS). Fiscal Priority Impact None $0 Medium None Continue to manage the utilization High of proactive time. Move patrol units into more active participation in traffic enforcement — particularly the PSO's. Command staff need to focus on High this issue. Key decisions are being made based on these data. Inconsistencies exist in a number of areas including calls for service, traffic citations, etc. $0 $0 $0 $0 Matrix Consulting Group Page 11 r CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Fiscal Index Finding Recommendation Priority Impact 4.1.4 The project team's analysis of Staffing exceeds that which is Low $0 patrol staffing needs in the City required to meet the 50% target shows that the SDPS has more by 10 positions. However, given personnel assigned to Patrol than the considerations of geography, required to meet the target of the public safety concept and the 50% proactive time. ability to reduce staff elsewhere, the Matrix Consulting Group does not recommend staffing reductions in Patrol at this time. 4.2.2 Cases which should be closed Unit members and the Lieutenant Medium $0 are not being closed in a timely should focus on the closure of fashion by the unit. these cases. More than 34% of open cases were found to be from 2004 (more than 5 months prior to the time the data were collected). 4.2.3 Policies and procedures for Continue to ensure that key High $0 investigations provide guidance policies and procedures governing for screening cases, managing case management are utilized to caseload, etc. most effectively deal with inactive investigations. 4.2.4 Many cases are forwarded to the The SDPS should develop a High $0 detectives for follow-up when they procedure for cases to be could be handled as well by the maintained in Patrol. These Patrol unit which initiated the should include cases in which the case. arrest has been made and many other misdemeanors. 4.2.5 Progressive law enforcement The SDPS should consider the Low ($16,000) agencies are utilizing civilians as creation of a civilian investigative investigative aides in support of aide. This position would replace sworn personnel. one of the current Detective positions. 4.3.1 The current level of traffic Consider alternatives to citations Medium $0 enforcement is one of the highest for improving traffic safety in the observed by the project team. community. These could include The traffic enforcement index, a warnings, signage and visibility in measure of the program's activity target areas. levels, is well above the levels associated with program effectiveness. 4.3.2 Traffic enforcement officers are The unit should be re -deployed to High $0 not currently deployed across all cover the hours from 0700 — 2000 peak traffic / accident hours. Monday through Friday. This will They are deployed during school result in coverage of the peak crossing hours traffic accident hours. Matrix Consulting Group Page 12 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Fiscal Index Finding Recommendation Priority Impact 4.3.3 Traffic enforcement programs are The Traffic Sergeant should be High $0 not centrally coordinated. given authority to review the Specifically, the activities of the activities of Patrol personnel and patrol personnel are not to suggest targeted areas for coordinated or reviewed by the enforcement. This will become Traffic Sergeant. more important should the City follow the project team's recommendations in 4.3.4. 4.3.4 The levels of proactive time in Reduce staffing in the unit to an High ($430,000) Patrol coupled with the desire to authorized strength of one (1) maintain the PSO's free to Sergeant and three (3) Police response to a wide range of Officers. activities suggest that Patrol should be more actively involved in traffic enforcement. This will also enable the City to reduce the size of the traffic enforcement unit. 4.4 The Property and Evidence Replace the unit's computer and High $5,000 function of the Police Services other associated hardware. (1x) Division is effectively run. The computer utilized in the unit is quite outdated and should be replaced. 4.5 The Community Services Officer Convert the CSO position to a Medium ($8,000) position is utilized to offer a wide civilian position. range of programs (prevention, citizen's academy, victim services, etc.). However, these services do not require a sworn police officer position 4.6 The Police Services Division's No changes are required. None $0 policies and procedures are complete, current and comprehensive. They also meet all contemporary best practice standards. Matrix Consulting Group Page 13 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Fiscal Index Finding Recommendation Priority Impact DISPATCH AND SUPPORT SERVICES 5.1.1 Staffing in the dispatch center Consideration should be given to High Unknown exceeds that which is required to evaluating the feasibility of handle workloads. However, it is consolidating dispatch functions at the level required to keep two with one or more neighboring positions staffed 24/7 (an communities. Several major appropriate minimum). impediments exist to successfully accomplishing this, including most critically the linkage between dispatch and jails in the region. 5.1.2 Current dispatch protocols result Protocols and the CAD should be High $0 in the dispatch of the PSO with changed to dispatch the closest the lowest unit number, rather qualified responder rather than than the PSO which is closest to the unit with the lowest unit the call. designator. 5.1.3 Current dispatch facilities are not New dispatch quarters must be High Unknown adequate for long-term utilization. part of any facility modifications or development made by the City. 5.2 While the SRO program provides Pursue a joint funding (50%) Medium ($148,000) benefits to both the SDPS and the arrangement for the School CISD, the City of Southlake picks Resource Officer positions and up the 100% of the cost of these support. This is a common positions (even though non- approach for funding programs of residents attend the CISD schools this type. given its boundaries). 5.3 The Field Services Officer (FSO) There is insufficient workload (and Low $0 is an excellent program which an already underutilized workforce provides non -sworn (and in Patrol) to justify the expansion therefore less expensive) field of this program at this time. response to animal control, Future consideration might be accident and other non -criminal given as workload increases. calls for service. 5.4 The Warrant Officer has a Make no changes. NA NA number of responsibilities in addition to serving warrants which justifies this specialty position. 6. Matrix Consulting Group Page 14 L CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Fiscal Index Finding Recommendation Priority Impact ANALYSIS OF PUBLIC SAFETY 6.2 The approach taken to "public Address the issues in the program High See safety" in Southlake is a hybrid to make it more efficient and individual model where in a group of cross- effective. sections. trained Public Safety Officers (PSO's) bridge between the traditional fire / police units. The concept appears to be a sound one, though there are some issues to be addressed. 6.3 The implementation of the "public The project team explores several None $0 safety" concept has several potential solutions in the following issues associated with it. These sections. include deployment of personnel, utilization of personnel and adoption of policies and procedures recognizing the special nature of the PSO's. 6.4 The organization of the command The organizational structure High See structure does not fully reflect the should be modified to utilize the above. "public safety" concept. The two Chief positions differently: one current approach maintains the as the field services commander separation between traditional fire and the other as the and police services. The administrative services availability of proactive time in commander. Traffic Enforcement Patrol should be utilized to reduce should be reduced by six staffing (in the Traffic unit) and to authorized positions. better utilize the PSO's and Officers assigned to Patrol. 6.5 There are other issues related to Redeploy PSO's and Police High $0 the implementation of the "public Officers so that there are an equal safety" concept. These include number of each on all shifts (three the deployment and utilization of and four respectively). the Public Safety Officers and the resulting impact on their Set minimum staffing for PSO's at High $0 availability to provide the full two (2) and for Police Officers range of services they are (including Corporals) at four (4). assigned. Address issues in the policies and High $0 procedures regarding the utilization of the PSO's in their responses to calls for service. Matrix Consulting Group Page 15 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Fiscal Index Finding Recommendation Priority Impact BUILDING SERVICES 7.1 The physical separation of If possible in the existing or other Medium Unknown Building Services from other facility, Building Services staff development review programs should be co -located with the results in permit processing Planning Department. issues for both staff and developers / builders. 7.2 The management separation of Consolidate the Building Services Medium ($150,000) Building Services and the other Division into the Planning development review functions in Department as a new Division. the City results in the City The Building Services Assistant Manager being the ultimate Director position should be coordinator of these services. eliminated. Consider consolidating other development functions (e.g., engineering and landscaping) into a new community development department. This will improve the coordination of development services and will remove the City Manager from the role of coordinating development services. 7.3 The lack of an automated permit Acquire a permit information High $85,000 information system negatively management system to be used 1x impacts the level of customer by all departments and divisions service provided in development involved in the development review, impacts the ability of the review process. City to oversee the development review and permitting process, and impacts the ability of the City to work collaboratively with the development community. 7.4 There are a number of Building Services should begin High $65,000 improvement opportunities which checking applications at the exist in the development review counter for completeness, provide processes involving the Building application checklists on the City's Services Division. web site, utilize the previously recommended information system to more aggressively manage the elapsed time at each task, and add a Plans Examiner or Permit Technician to perform over-the- counter plan checking for certain permits. 4_. Matrix Consulting Group Page 16 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Index Find! 7.5 Small modifications in the processes used by Code Enforcement will streamline an already excellent process. 8.1 8.2 and 8.3 The Department of Public Safety has two facilities (east and west) and has been considering the development of a third (north). There is currently unused space in the west facility and the east facility represents sub -standard soace for most of its current uses The project team identified several options for review with the City. These include a mixture of utilization of the west facility's vacant space, addition of space at the west facility, and reconstruction of the east facilitv. 9.2.1-3 The project team found that the utilization of a number of units in the SDPS fleet is below typical targets for public fleets, particularly in some permanently assigned vehicles. 9.2.5 Several other assignments of take-home vehicles should be adjusted. 9.3.1 Current replacement policies for the SDPS are set at seven years for sedans, SUV's and pick-up trucks. Recommendation Make small modifications in the processes used by code enforcement including additional administrative processes, additional training on interpretation of the zoning and signs ordinances and modification of the funk vehicle ordinance. SPACE NEEDS The ultimate space needs will result from decisions made about the location of Building Services and other factors. The Matrix Consulting Group's assessment of the space required is based on national space planning standards. Medium None Fiscal $0 $0 Do not build the proposed north Medium Unknown facility at this time. Consider options for utilizing the space in the west facility and reconstruct space at the east facility location. FLEET The City should adopt a policy High establishing a minimum utilization threshold for assignment of permanent vehicles. The City Manager's office should High continue its initiative of examining the opportunities to reduce the fleet size in Southlake. Six vehicles in Public Safety High should be eliminated. Do not permanently assign a High patrol unit to the Patrol Lieutenant or to the Warrant Officer. It is more common to establish an High 8 to 10-year replacement cycle for such vehicles. $0 $0 ($24,871) $0 ($15,000) Matrix Consulting Group Page 17 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Fiscal Index Finding Recommendation Priority Impact 9.3.2 Replacement analysis for the fleet Expand the criteria utilized to High $0 focuses almost entirely on the determine replacement to include age of the vehicles. No other items such as mileage, engine factors are taken into account. hours, etc. 9.4 The funds in the City's vehicles Develop a 5-year replacement High Unknown replacement fund seems to be plan. It is possible that some excessive compared to recent funds could be reallocated to replacement expenditures. other City uses. 9.5 The size and type of vehicles Consider the size and type of High ($25,000) assigned within the SDPS exceed vehicles assigned in the SDPS. those typically found in similar Specific examples include those departments. given to the Director, two Chiefs and others. 9.6 The SDPS has assigned sworn The City should seek contracts for High $0 staff to manage their fleet. This vehicle maintenance and stop the results in extensive time spent use of the sworn personnel for coordinating maintenance, these purposes. collecting bids and other services. Matrix Consulting Group Page 18 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 2. ANALYSIS OF MANAGEMENT SYSTEMS This chapter focuses on evaluating the various management systems as well as the support services found within the SDPS. These services include communications, training, and professional standards. Analyses of management issues specific to the various services can be found in those individual chapters as well. The first section, which follows, provides the project team's analysis of major management systems in the Department of Public Safety. 1. THE MANAGEMENT SYSTEMS OF THE DEPARTMENT ARE NOT EFFECTIVE. The public safety approach taken by the City of Southlake requires a level of cooperative management that exceeds that found in most communities. In cities in which public safety services are organized in separate Fire and Police Departments they must cooperate on planning and response to rare (though significant) incidents which require a joint response. The approach taken in Southlake requires a higher level of integration of management systems as a result of shared command, staff resources, facilities, equipment and other factors. The specific challenges which must be addressed by the Department of Public Safety as a result of the consolidated management and service delivery approaches include the following: • Management of the shared staff resources. These include the Public Safety Officers and several administrative positions (such as Professional Standards and Training). • Management and coordination of shared operating and capital budgets. Matrix Consulting Group Page 19 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r, • Management of mutual responses to calls for service which is particularly important given the sharing of staff resources. r, The project team evaluated management issues specific to police and fire service delivery in separate chapters of this report. In general, those analyses of r operations indicate the following: • The policies and procedures specific to each service are well -formulated and documented. There are procedures in place to review these policies and procedures and they fit well within regional service delivery requirements — particularly in Fire Services where a regional response to structure fires is common and expected. • Operational supervision and management systems generally have appropriate policies adopted but may be lacking in implementation. Examples include areas such as internal affairs, criminal investigations, fleet management, etc. • Patrol managers and supervisors have established expectations for staff. They have also identified methods for tracking these activities. However, the project team found that these analytical tools were utilized inconsistently and that managers do not consistently review these data for compliance. • The project team identified inconsistencies in the tracking of critical data. This was primarily in the area of law enforcement services. Examples included: The reported number of calls for service statistics varied and were often inflated by a number of factors including incorrect classification of call types, counting of calls to which units were never dispatched (e.g., 9-1-1 hang-ups from cell phones) and other issues. The number of traffic citations were counted and reported differently. Part I Crime reporting varied internally and did not match what was reported in the FBI Uniform Crime Report submitted to the Federal government. These issues, above, are addressed in more detail in the respective chapters L _ dedicated to each service delivery area. The purpose of this chapter is to focus on the general management systems which impact all aspects of operations. A summary of the project team's findings and conclusions are provided below: Matrix Consulting Group Page 20 i- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • Before leaving, the former Director had taken over the process of updating the SDPS's General Orders. These are the policies and procedures which govern all aspects of SDPS management and oversight and serve as the critical foundation for all management systems within the Department. The former Director did not successfully complete the effort of updating the General Orders, leaving the Department in some confusion as to which GO's were to be applied to various situations. The Interim Director has taken the following steps: The Interim Director, in conjunction with the Professional Standards Lieutenant, the City's Human Resources Director and the City Attorney have are currently reviewing and updating the General Orders. The process, at the time of this report, is almost complete and should be completed within the next month. Once this senior staff review is completed, the Interim Director will circulate the General Orders to command staff for comment. These comments will be reviewed and, as necessary, included in further revisions. The input of the City Manager's Office will also be obtained and included in the final version of the update. Once this input is accepted and included in the final version of the General Orders they will be distributed to staff for training and implementation. • The project team found significant discrepancies in the tracking of critical management information in the Department. It should be noted that we found no such issues with data maintained by Fire Services. The types of information identified by the project team included: Calls for service Traffic citations Part I crimes Our review of inconsistencies in operational information shows that the management team of the SDPS was not being critical in their own review of data Examples include: — Reports submitted to Council which differed markedly from internal reports. — A major change was made in the tracking of 9-1-1 hang-up phone calls from cell phones. A decision was made to track these as calls for service Matrix Consulting Group Page 21 r-- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r, which resulted in a significant increase in their number compared to actual responses. • The Matrix Consulting Group also found that the use of data as a management tool was sporadic in the Department. Examples include: Traffic enforcement efforts were targeted only to a limited extent on those intersections where accidents occur. Investigative caseloads were not found to be monitored using the Department's information systems. Patrol personnel are expected to document self -initiated and other patrol activities. However, these data are inconsistently recorded and utilized by patrol supervisors in evaluating the performance of personnel. On the other hand, Fire Services aggressively monitors such data as dispatch processing and reflex time in responses to emergency calls. • The project team found that management team meetings became increasingly less regular in the past year or so. The Interim Director has recently reinstituted regular management team meetings in an effort to address this issue. These meetings are being run appropriately with agendas and minutes kept to track assignments, etc. • The project team found that the deployment, use and coordination of Public Safety Officers had become an issue between law enforcement and fire / rescue management staff. The specifics include the following: The decision to deploy PSO's disproportionately between the two shifts (4 on days and 2 on nights) has resulted in Patrol often relying on them as part of minimum staffing — thereby reducing their ability to be effective in responding to fire and EMS operations. The Department has attempted to assign a PSO to individual fire stations to build cohesiveness between them and fire / rescue staff. The project team found that this did allow PSO's access to regular fire training but with little focus on integrating them into responses. Because both Patrol and Fire Services supervisors view PSO's as part of their minimum staffing, they are not always allowed the flexibility they require to effectively respond across both services. This issue is addressed in the Public Safety chapter of this report. The project team also found that protocols in the Fire Services Standard Operating Procedures fail to specifically address the utilization of the L- Matrix Consulting Group Page 22 L- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Public Safety Officers at fire scenes. This issues is also addressed in the Public Safety chapter of this report. The project team's conclusions are that the SDPS has, in general, an effective foundation in the form of its General Orders and policies and procedures, though exceptions are noted in the Police Services chapter of this report. However, there is a lack of consistent attention to performance management by the SDPS management team as a whole. The issues identified by the project team, above, should be addressed by SDPS command staff and supervisors in order to enhance the management of the Department. Recommendation: The SDPS must continue to expand upon the initiatives begun by the Interim Director of the DPS. These include continued focus on review and updating of policies and procedures, identifying ways to address the deficiencies found in the tracking of data in the Department and the ways in which the PSO's are managed. Immediate attention should be given to addressing the inconsistencies in the recording and tracking of data in the SDPS. 2. ASSESSMENT OF PROFESSIONAL STANDARDS The Professional Standards Unit provides the SDPS with a variety of functions, including the management and assurance that the Department is in compliance with accreditation standards and requirements for police (CALEA) and (CFAI) for fire; manages and coordinates the Department's internal affairs process including responsibility for investigating allegations of misconduct both proactively as well as in response to citizen complaints; is responsible for developing and maintaining Department policies and procedures; and is the Department pubic information resource. (1) Internal Affairs Policies and Procedures Are Contemporary Yet Opportunities Exist to Make a Some Minor Improvements. The Internal Affairs Section is managed and staffed by a Lieutenant assigned specifically as the "Professional Standards Coordinator. The Unit is responsible for the Matrix Consulting Group Page 23 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r__ investigation and / or coordination of all allegations of sworn and non -sworn employee misconduct received from a source within or outside the Department. The Internal Affairs process is procedurally well defined (General Order Section 630) The Internal Affairs process with issues, in brief, are as follows: • Allegations of misconduct (internally / externally) are to be forwarded to the Professional Standards Coordinator (PSC) for review and assignment as a Class I (major misconduct) or Class II (minor misconduct) complaint. The Professional Standards Coordinator has the responsibility for investigating Class I complaints. The supervisor of the staff person against whom a complaint has been filed is generally assigned the responsibility for investigating Class II complaints. Issues with this include: Class II complaints are often fielded at the first line supervisory level and not forwarded to the PSC for review and formal assignment. Information of misconduct is difficult to track and often lost. First line supervisors are not consistent in their assessment of complaint with initial intake. Additional training is required. By not sending the complaint to the PSC for review some complaints are "misdiagnosed" as Class II vs. Class I complaints creating inconsistency in the entire Internal Affairs process. Additional training is required. • For the benefit of the public and employees, the Unit has a procedural goal of completing investigations within 30 days. To the extent that these investigations are not completed within the specified time period, investigations can be extended with approval of the Director of Public Safety. Class I complaint investigations are to begin within three days of complaint receipt. Policy allows for three days to receive, report to command staff the nature and scope of Class I allegations, and begin the investigative process. Because of these steps, Class allegation review should be extended to 10 working days. • The public may file reports in a number of ways, including written reports, office visits, or telephone complaint. Anonymous complaints of misconduct are accepted but investigated only at the discretion of the Director of Public Safety. Information on how to file a complaint against a Department member resides on the Department web site and is explained in brochure form. The following table summarizes the Internal Affairs Section activity for the past two years. Matrix Consulting Group Page 24 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Class I Complaints 2003 2004 Total / % Total Number of Complaints 9 11 20 Number of Complaints Unfounded 1 1 2 Number of Complaints Sustained 7 7 14 / 70% Number of Complaints Not Sustained 0 1 1 Number of Complaints Exonerated 1 2 3 Class II Complaints Total Number of Complaints 1 7 8 Number of Complaints Unfounded 1 5 6 / 75% Number of Complaints Sustained 0 2 2 Number of Complaints Not Sustained 0 0 0 Number of Complaints Exonerated 0 0 0 Analysis of Information displayed in the preceding table is presented below. • On average, ten Class I complaints are received and investigated each year. This is within industry norms for the size of the Southlake Department of Public Safety. • The Section is appropriately staffed considering that alternative investigative support by Department command and supervisory staff is available for those times that multiple complaints are received or when a single complaint requires extensive resources. • On average, 75% (6 of 8), of Class II complaints were unfounded. Two complaints were sustained. Although the number of "unfounded" complaints appears high it displays that the Department is accepting, investigating and documenting all allegations and not dismissing complaints at intake. • In 2003, the Department logged only "one" Class II allegation of misconduct. There was only one Class II complaint logged in 2002 which is not displayed in the table. Class II complaints received are not being consistently and formally processed through the Professional Standard Section. More attention and training should be devoted to this issue. The following subsections explore professional standards issues in greater detail. (1.1) The Department Should Employ a "Performance Support Alert" or "Early Intervention Warning" System. Recently in Southlake two Department staff were responsible for 8 of the 9 Class complaints in 2003; two staff were responsible for 6 of 11 Class I complaints in 2004 and that one was responsible for 2 of the 7 Class II complaints in 2004. Matrix Consulting Group Page 25 F- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Early Intervention Systems (EI) originated out of a growing recognition that a few officers are responsible for a disproportionate number of department problems related to "use -of -force" and other citizen complaints. The "El" system is a data -based (manual or computer driven) management tool designed to identify officers and other Department staff whose performance exhibits problems and then to provide interventions consisting of counseling or training to correct those performance problems. The objective is to identify and address these issues before they escalate to a more serious problem for the public, the member or the community. El systems have emerged as an important mechanism for ensuring police accountability. Systems identify potential officer job -related stress and/or personal problems that could impact job performance and interactions with the public. El systems typically have specific Department developed alert triggers that are monitored and reported through the Department's information system. Examples of potential triggers are presented in the following table: Performance Support Alert Triggers Category Trigger Investigated Complaints I and II 3 in 6 months Vehicle Accidents ARB 2 in 6 months Use of Force Investigations 2 in 6 months Use of Force Officer Reports 2 in 6 months Arrests for Obstructing a Police Officer, Resisting Arrest, or Disorderly Conduct 2 in 6 months Criminal Investigations 1 in 6 months Biased -based Policing Investigations 1 in 6 months Hits any three categories within a rolling 6-month period Secondary Elements Monitored Only — No Triggers Wage Garnishments Civil Claims Lawsuits Voluntary Bankruptcy Risk Management Reports Implementation of an El system should involve careful planning with full involvement and support of the new Director of Public Safety, Police Chief and Fire Chief. Matrix Consulting Group Page 26 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department (1.2) The Internal Affairs Section Should Evaluate the Implementation of a Disciplinary Decision Guide. Although the Department has very contemporary policy and procedures to guide the Internal Affairs complaint process, it does not have a guide to help in establishing discipline for sustained allegations. Without a Disciplinary Decision Guide to assist as a point of reference in determining discipline the Department, over time, can administer different levels of discipline for similar acts of misconduct. This can have an adverse impact on employee morale because it fosters a sense of employee favoritism in which some receive a lower level of discipline than others for similar acts of misconduct. The following table displays a brief example of what a Disciplinary Decision Guide might look like. Policy 2" 3' 4 + Number Conduct is Offense Offense Offense Offense # Alcohol related incidents not Written Major Major / Terminate related to DWI Reprimand / Terminate Minor # Neighborhood Disputes / Personal Minor Major Major / Terminate Terminate # False Information in Reports Terminate # Truthfulness Internal Terminate Investigations A more extensive example of a Disciplinary Decision Guide used by another department has been provided by the project team to the Profession Standards Section Lieutenant. The discipline matrix should be developed by the Department executive staff when the new Director and Police Chief are in place. Recommendations: Provide Training to all Department supervisory and command personnel to assure that all allegations of misconduct, specifically those that potentially fall within the Class II complaint range, are processed according to Department policy. Matrix Consulting Group Page 27 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r Explore the feasibility of a Department early intervention (EI) system to mitigate incidents of employee misconduct. Explore the feasibility of employing a disciplinary decision guide for sustained allegations of misconduct. (2) Fire Accreditation The Southlake Department of Public Safety received re -accreditation status on March 13, 2005 from the Commission on Fire Accreditation International (CFAI). The CFAI process seeks to increase the efficiency and effectiveness of local fire service agencies, provided that the findings from self -assessment are applied to the local planning and implementation activities. Through self -assessment, a systematic evaluation can be accomplished to determine what is happening within an organization. Program assessment is focused on whether or not the organization is meeting the goals that are commensurate with its responsibility. This process, compared to the NFPA recommended objectives, allows for local decision making to have a more significant impact on the service delivery decisions. The accreditation process assists local government leaders and fire service professionals in monitoring and improving the quality and performance of their fire service delivery systems by identifying current and desired standards of performance. Included in the accreditation model are the following ten categories utilized to evaluate fire agency performance. The ten categories include: • Governance and Administration • Assessment and Planning • Goals and Objectives • Financial Resources E L. Matrix Consulting Group Page 28 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • Programs • Physical Resources • Human Resources • Training and Competency • Essential Resources • External Systems Relations Within each category are criteria that include a measure or an index upon which a judgment or a division can be based. Criteria in the accreditation model define major areas within each category. Within each criterion there are performance indicators that define the desired level of ability to demonstrate a particular task as specified in the accreditation process. The project team found that the Fire Services Division and the SDPS management team have not only completed the accreditation process but have integrated the resulting analyses into their approaches to service delivery. (3) Police Accreditation The Southlake Department of Public Safety, has completed all phases of the "Commission of Accreditation for Law Enforcement Agencies, (CALEA) process. The process is comprised of five general phases that include: • Application by the Department to the Commission. • Self- Assessment by the Department for "proofs of compliance" for applicable CALEA standards. • On -Site Assessment by a CALEA assessment team to review all standards and in particular to verify compliance with all applicable standards. • Commission review for award of agency accreditation status. • Maintaining Compliance and Re -accreditation. Matrix Consulting Group Page 29 r CITY OF SOUTHLAKE, TEXAS . Management Study of the Public Safety Department r_ To maintain accredited status, Southlake must remain in compliance with applicable standards — the Department must submit annual reports to the Commission ` ` attesting to continued compliance and reporting changes or difficulties experienced during the year, including actions taken to resolve noncompliance. If necessary, the Commission reserves the right to schedule interim hearings to consider continuing accredited status if noncompliance becomes a serious issue. Every three years the Department must repeat the "accreditation process" to continue accredited status into the future. The Professional Standard Section Lieutenant, with the assistance of a Public Safety Officer on modified duty due to an injury, is preparing for a December, 2005 "on - site" CALEA assessment which marks the end of the three year accreditation term. As the Department is in "administrative transition" in terms of filing the vacant positions of Director of Public Safety and Police Chief, the CALEA liaison has granted an extension of the on -site assessment to March of 2006. 3. ASSESSMENT OF TRAINING The Department has a Training Coordinator who monitors re -certification requirements for both Police and Fire Services. In addition, the Training Coordinator develops the training schedule for each division and ensures that each member of the department meets mandatory training requirements. The extended table, that follows, provide a summary of training activities over the past two years. Matrix Consulting Group Page 30 �y CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Southlake DPS — Police Training 2003-2005 Course Description Offered # Staff Attended Total Hours Access 2 4 32 Accident Investigation 5 8 488 Accident Reconstruction 2 4 192 Accreditation 4 11 24.5 Alcoholic Beverage Code 1 13 75 Armorer 2 2 24 Arrest, Search and Seizure 2 8 112 Arrest -Search -Seizure (Non -Intermediate) 1 1 12 Asset Forfeiture 3 3 12 Audio -Visual 2 4 32 Background Investigation 1 1 24 Ballistics 1 2 16 Basic Animal Control Officer 1 2 32 Basic Crime Prevention 1 4 160 Basic Instructor 3 5 200 Basic SWAT 1 1 40 Baton 1 1 16 Biased Based Policing 2 55 55 Bombs/Explosive Devices 1 2 32 Breathalyzer / Intoxilyzer 5 34 346 Chaplain CE 5 5 78 Child Abuse 3 3 41 Child Abuse Web Exercise 8 8 64 City Ordinance Training 5 24 10.75 Collection and Preservation of Evidence 2 2 40 Combined Asset Forfeiture & Racial Profiling 1 2 16 Communications 2 3 22 Computer Skills Training 14 41 150.68 Computer Skills Training 17 65 128.5 Continuing Education 21 57 590.2 CPR 5 10 40 CPR Course 2 9 36 Crime Prevention In -Service (General Reporting) 1 1 16 Crime Scene Investigation Non -intermediate 1 1 24 Criminal Investigations 4 4 72 Crisis Communications 2 4 96 Crisis Negotiations 1 8 8 Cultural Diversity 12 122 488 Cultural Diversity 2 2 32 Cultural Diversity Web Exercise 5 5 40 Cycling 1 1 32 Defensive Tactics 2 43 172 Defensive Tactics 4 8 162 DWI/DUI Detection & Enforcement 1 1 8 Effective Leadership 1 6 42 Matrix Consulting Group Page 31 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Course Description Offered # Staff Attended Total Hours Emergency Response to Terrorism 3 4 88 Emergency Service Communications Training 3 19 28 Ethics 1 4 32 Ethics (General Reporting Number) 1 1 32 Ethics for Law Enforcement (Distance) 2 2 8 Evidence Techniques 1 1 24 EVOC 5 11 264 Family Violence 1 3 24 Family Violence 1 1 8 Family Violence General Reporting Number) 1 1 24 Family Violence (Web Exercise) 7 8 64 Field Reporting 2 5 32 Field Training Officer 3 4 192 Field Training Officer Non -commission Course 3 24 960 Field Training Release, 1 1 2 Fingerprint Identification 2 4 88 Fraud & Bunco Investigation 1 1 4 Freeway Incident Management 3 8 88 FTO Training 3 4 20 FTO Training 12 13 24.5 Gans 1 1 4 General Orders 1 4 2 General Orders Training for Recruits 6 37 432 General Orders/SOP Training 81 474 655.7 Homicide Investigations 1 1 8 Hostage Negotiations 3 11 352 In the Line of Duty Vol. 8 Program 1 2 15 15 In the Line of Duty Vol. 8 Program 10 1 22 22 In the Line of Duty Vol. 8 Program 11 1 31 31 In the Line of Duty Vol. 8 Program 2 2 17 17 In the Line of Duty Vol. 8 Program 3 1 31 31 In the Line of Duty Vol. 8 Program 4 1 17 17 In the Line of Duty Vol. 8 Program 5 1 7 7 In the Line of Duty Vol. 8 Program 6 1 25 25 In the Line of Duty Vol. 8 Program 7 1 23 23 In the Line of Duty Vol. 8 Program 8 1 33 33 In the Line of Duty Vol. 8 Program 9 1 26 26 In the Line of Duty Vol. 9 Program 1 1 29 29 In the Line of Duty Vol. 9 Program 3 1 31 31 In the Line of Duty Vol. 9 Program 4 1 20 20 In the Line of Duty Vol. 9 Program 6 1 30 30 In the Line of Duty Volume 7 Program 12 1 30 30 In the Line of Duty Volume 9 Pro 5 1 35 30 Instructor Refresher 4 33 132 Intermediate Arrest -Search -Seizure 8 10 190 Intermediate Child Abuse 5 5 120 f, �_, Matrix Consulting Group Page 32 L CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Course Description Offered # Staff Attended Total Hours Intermediate Crime Scene Investigation 9 9 247 Intermediate Spanish 5 6 164 Intermediate Spanish Distance 1 1 32 Intermediate Use of Force 2 2 37 Interviewing & Interrogation Techniques 2 14 99 Investigations (General Reporting Number) 4 4 72 Jail (General Reporting Number) 1 1 4 Juvenile General Reporting Number 1 1 40 Juvenile Issues 4 8 144 Law (General) 4 71 280 Legal Issues for Command Level Officers 1 1 6 Legal Issues for Jail Personnel 1 1 3 Issues of Supervisor/Manager 1 2 32 na ement Principles 5 5 38 tLiabilities nagement Theories 2 2 64 na ement/Supervision 11 13 218 Mandatory TCLEOSE Training 3 3 12 Medical 65 161 563.5 Mental Disability General Reporting Number 3 55 220 Mental Health Peace Officer Training 3 6 136 Miscellaneous 10 154 154 Motorcycle Training 3 3 216 Narcotics Investigation 3 4 64 New Hire Orientations 1 2 18 New Supervisor's Course 1 4 320 New World Field Reporting 2 8 32 New World Overview 2 5 20 OC/Pepper Spray 1 1 16 Officer SurvivalMeapons Retention 2 3 80 Orientation 1 1 0 Penal Code 1 3 12 PepperBall 2 55 112 Performance Evolution 10 89 103.5 Personnel Orientation by Department 1 5 40 Police Photography 2 2 56 Portable Extinguishers 5 9 8 Pursuits 2 56 56 Racial Profiling 2 2 11 Radar 2 3 56 Radar Operations 1 2 48 Rapid Response 4 97 485 Records System Management 4 4 46 Report Writing 1 1 16 Report Writing 2 4 24 Report Writing 3 4 33 Reports and Records Training 14 70 105.82 Matrix Consulting Group Page 33 r, CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Course Description Offered # Staff Attended Total Hours Rifles 1 70 49 Rohr 1 17 34 Roll Call Training 4 36 36 Service Weapon 17 495 934 Sex Offender 1 1 4 Sex Offender Characteristics (Web Exercise) 3 3 24 Sexual Assault (Web -Exercise) 2 2 16 Sexual Assault 1 1 14 Sexual Assault (General Reporting Number) 1 1 24 Sexual Harassment (General Reporting Number) 5 26 104 SFST Testing Classroom for Fractioned 3 5 120 Shotgun 1 70 47 Solicitor Ordinance 1 14 14 Spanish for Firefighters and Emergency Responders 2 6 136.85 Special Considerations 16 16 41 Stress Management 1 1 8 TCLEOSE Mandates 2005 Cycle 9 43 676 Technical Specialized (General Reporting Number) 16 138 748 Terrorism Awareness for First Responders 1 1 5 Terrorism Awareness/Response 4 9 163 Threat Preparedness 2 11 5.5 Time Sheet Overview 1 64 32 Traffic (General Reporting Number) 2 3 40 Traffic Control and Investigations 1 2 16 Use of Force 3 115 290 Use of Force 1 2 8 Vehicle Policy 3 17 10.15 Weapons Familiarization 2 4 34 Weapons of Mass Destruction Training 9 73 1089 Wrecker Ordinance 578A 1 35 17.5 Total 673 3,955 17,937 Monthly Average 25.9 152.1 689.9 Annual Average 310.6 1,825.4 8,278.5 As shown above, the Department offered 673 classes related to Law Enforcement from 2003 to April of 2005, for an average of 26 courses per month. This also included approximately 720 hours of supervisory or management training. With 59 sworn personnel in the Department in Police Services, this equates to approximately 140 hours of training per year, not including outside schools. Fire training data are shown in the extended table below: Matrix Consulting Group Page 34 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Course Description Offered # Staff Attended Total Hours ACLS Provider 2 2 32 Administrative Procedures 9 21 106 Air Monitoring 2 6 48 Airway Management/Ventilation 18 54 119 Apparatus Familiarity 1 1 2 Clinically Related Operations 9 31 53 Cultural Diversity 12 122 488 Cultural Diversity 2 2 32 Decontamination 4 14 80 District Survey/Knowledge Training 97 394 669 Driver/Operator-Pumper 2 5 287 Electrical Safety Training 3 17 21 Electronic Flow Chart 1 8 8 Emergency Management Training 3 10 33 Emergency Management Training 1 1 16 EMlnet 1 5 5 EMS CE 33 285 928 EMS Equipment 18 53 40 EMS Field Training Program 1 1 1 EMT Basic 1 1 262 EMT Instructor 1 1 40 Equipment Usage 2 4 16 Ext.Wyed Line from a Large Hand line 2 Co. 2 22 28 Extrication 4 27 89 Field Related Operations 15 26 36 Fire Apparatus Familiarization 109 414 528 Fire Apparatus Pump Operations 14 54 207 Fire Cause and Origin Training 1 1 2 Fire Commission Rules & Regulations 3 7 9 Fire Department Organization 1 1 2 Fire Instructor Training 4 18 128 Fire Officer 1 1 1 40 Fire Prevention Training 1 1 9 Fire Protection Systems 8 26 52 Fire Science 5 10 105 Fire Service Hose 22 91 302 Fire Service Ladders 6 40 144 Fire Service Overhaul 4 9 17 Fire Service Salvage 4 5 6 Fire Streams & Hydraulics 7 28 68 Fire/Arson Investigations 7 9 654 Fire -Emergency Vehicle Driving Training 5 14 34 Firefighter Safety Training 11 70 120 First Aid, EMT, ECA 1 4 16 Forcible Entry 7 35 94 Forward Lay / Deck gun Operations 6 29 25 Matrix Consulting Group Page 35 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Course Description Offered # Staff Attended Total Hours Fuel Spills 3 10 5 General Orders 1 4 2 General Orders/SOP Training 81 474 656 Hazardous Materials 1 3 3 Hazardous Materials Overview 9 24 108 Hazardous Materials Technician Course 2 5 400 Haz-Mat Annual Refresher 5 20 143 Hazmat Awareness and Operations 5 28 209 HAZMAT Command 1 4 28 Hazmat Equipment and Clothing 1 4 2 Healthcare Provider 1 7 28 HIPPA Administrative Review 1 14 112 Incident Command 1 20 320 Incident Command 3 58 73 Incident Command System Training 7 44 127 Incident Management Systems 1 1 3 Incident Safety Officer 1 9 144 Inspections Training 34 115 481 Instructor Refresher 4 33 132 Live Fire Training 24 127 529 Loss Prevention 1 4 16 Management Principles 5 5 38 Management Theories 2 2 64 Management/Supervision 11 13 218 Medical 65 161 564 Methods of Instruction 1 1 0 Methods of Teaching 3 3 120 Mid -management 2 2 28 Multi -Lead: 12 Lead ECG Interpretation 1 1 8 New Paramedic Orientation 1 1 7 New Supervisor's Course 1 4 320 Other unspecified training 1 2 80 Overview of Drugs (DE) 2 2 6 Paramedic 1 1 0 Patient Assessment 9 21 51 Patient Care Protocols 13 62 56 Pediatric Advanced Life Support Course 1 1 18 Performance Evolution 10 89 104 Personal Protection Equipment Training 7 19 20 Personal Protective Equipment 1 1 1 Personnel Orientation by Department 1 5 40 Physical Fitness 1 3 6 Physical Fitness Specialist 4 6 26 Physical Training 456 1,791 4,386 Portable Extinguishers 5 9 8 Post Fire Critique 1 11 33 k_ Matrix Consulting Group Page 36 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Course Description Offered # Staff Attended Total Hours Pre -Fire Survey Training 16 77 145 Preparatory 18 41 ill Pre -planning 3 6 17 Protcol MCACE ACE Exam 1 1 0 Protocol Lesson -Pediatric 1 6 18 Protocol Lesson -Procedures 1 4 2 Protocol Review 6 40 95 Public Relations Training 6 22 57 Public Transportation 1 2 6 Quarterly Haz-Mat Training 13 36 179 Reports and Records Training 14 70 106 Rescue 18 87 193 Rescue Tool Operations 7 33 53 Ropes, Knots, and Hitches 38 198 735 SCBA 1 27 81 SCBA Donning 7 29 34 SCBA Inspection, Care, and Cleaning 1 3 2 Self -Contained Breathing Apparatus 17 85 367 Shift Training, EMS Related 49 247 165 Shift Training, Fire Related 49 247 241 Shift Training, Haz-Mat Related 4 15 8 Shotgun 1 70 47 Special Considerations 16 16 41 Staffing Contingency Plan 2 58 58 Stress Management 1 1 8 TCC Burn Regulations 1 9 5 Terrorism Awareness for First Responders 1 1 5 Terrorism Awareness/Response 4 9 163 Threat Preparedness 2 11 6 Time Sheet Overview 1 64 32 Trauma 35 54 145 Unclassified Briefing training 35 193 122 Unlisted/Unknown 4 4 47 Unlisted/Unknown 5 21 30 Unlisted/Unknown 2 6 14 Vehicle Policy 3 17 10 Ventilation 9 21 48 Volunteer Meetings 2 16 48 Water Supplies 14 66 233 Total 1,672 7,117 19,388 Monthly Average 62 264 718 Annual Average 743 3,163 8,617 As shown in the preceding table, the Department offered approximately 743 courses per year or 62 courses per month, related to Fire Services. This also included Matrix Consulting Group Page 37 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department approximately 911 hours of officer or supervisory training. Based on a sworn staff of 49 (37 in Fire Services as well as 12 PSOs), the average number of training hours in the Department is approximately 176 hours per year, somewhat below the best management standard of 240 hours per year (2 hours per shift in a 56 hour work week). Overall, the Department is effective in providing police, fire and EMS training to its personnel. 4. ASSESSMENT OF MANAGEMENT SUPPORT RESOURCES The project team also evaluated the ability of the Department of Public Safety to efficiently gather and analyze key information to ensure efficient operation. In addition, the project team evaluated administrative support levels in the Department. Administrative support functions are important elements of a well organized, efficient system of processing and coordinating information flows. Specifically the project team focuses on the following criteria to evaluate these areas: Does the Department have an efficient method of gathering and analyzing workloads, activities, and other key performance indicators? Is this process centralized or fragmented? Do command staff have adequate administrative support to gather and coordinate necessary information for planning and decision making? Is there adequate administrative support for Department wide programs? Is there an efficient process of coordinating and managing records functions? Based on this review, the project team believes that there are number of personnel needs that are currently not being met by the current assignment of personnel. These include: The Department does not have a staff position to compile and analyze management information. Typically, well managed organizations utilize a position such as a Management Analyst who assists the executive staff of the Matrix Consulting Group Page 38 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Department to analyze Department workloads, trends, organizational issues, and general productivity of the Department. This function is particularly needed given the difficulties of using the New World System and the general fragmented nature of Departmental information systems (as described in the next section). This person would ensure that the Department produces consistent information that can be used to evaluate effectiveness and efficiency. The Department has no police records support personnel. Currently, arrest reports, DA filings, incident reports, citations, field interview cards, and other departmental documentation are processed by patrol officers, detectives, and dispatchers. As a result, records keeping methods may not be consistent and this approach does not efficiently utilize the time of commissioned officers. The project team believes that a Records Coordinator position should be added to manage records keeping functions. The Department has limited administrative support personnel, particularly in the Support Services Division. There are only two administrative support personnel in the division — an Administrative Secretary to the DPS Director and a Records and Budget Administrator who handles payroll and personnel records keeping. As a result, there is little or no administrative support for departmental training programs and Internal Affairs / Professional Standards. Given the large workloads associated with these functions as well as the need to better focus commissioned officer time, the project team believes that an administrative support person should be provided to assist the Training Coordinator and IA/Professional Standards Coordinator. The project team estimated the costs associated with the addition of these three personnel. Total compensation costs are shown in the table below: Position Cost Management Analyst Sala Estimate $50,000 Benefits (@32%) 16,000 Total 66,000 Records Coordinator Salary (Group 301 Mid -step) $36,264 Benefits (@32%) 11,604 Total 47,868 Administrative Assistant Salary (Group 301 Mid -step) $36,264 Benefits 11,604 Total 47,868 All Positions Total $161,737 Matrix Consulting Group Page 39 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department As shown above, the total cost of all three positions would be approximately $161,737 annually. Recommendation: Add three (3) personnel to the Department. These positions include a Management / Organizational Analyst at a cost of $66,000, a Records Coordinator for Police Services at a cost of $47,868, and an Administrative Assistant to support the Training Coordinator and Professional Standards Coordinator at a cost of $47,868. Total costs for these positions are $161,737 annually. 5. THE NEW WORLD COMPUTER SYSTEM PRESENTS MAJOR CHALLENGES FOR THE DEPARTMENT OF PUBLIC SAFETY. The Department of Public Safety, in conjunction with the City of Southlake, utilizes the New World information system to assist with the management of operations. These systems are intended to provide the City and the Department with an integrated approach to managing a comprehensive list of information and records. In the Department of Public Safety, these sub -systems include examples such as: • Computer Aided Dispatch (CAD) • Records Management System for DPS • Building Services • Fire Prevention (inspections, plan review, etc.) The project team found that there were several major issues related to the use of New World in the Department of Public Safety. These issues include the following: • Data tracked by the SDPS often demonstrated variances when various sources are consulted or when reports are compared from different elements within the system. • Staff have problems tracking data and data input problems are believed to be the result of system capability issues. These are most often attributed to the fact that SDPS staff performed much of the initial programming with an often imperfect understanding of the relational databases which form the basis for the entire CAD / RMS package. The project team found one significant example of this Matrix Consulting Group Page 40 LI CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department issue. One member of the command staff needed to track the number of 9-1-1 hang-up calls that were coming into the center from cell phones. While these calls have no impact on the staff in the field (no unit can be sent to respond) it does impact dispatch workload. However, these calls have been defined as "calls for service" for tracking purposes, artificially inflating a key indicator for all law enforcement services in the Department. In an effort to address significant data tracking issues, the Fire Services staff have acquired and implemented "Fire House." This is a fire / EMS industry - specific software package that provides the level of records management required by staff to ensure accuracy. However, use of this program entails the cross -entry of information into multiple systems. Senior staff in the SDPS often engage in manual records analyses to develop critical and basic information (i.e., accurate response time information for high - priority calls). Staff describe the software package as "non -intuitive" and difficult to utilize. The project team has identified a number of areas in which staff should be analyzing data and the current system does not facilitate staffs' ability to accomplish this. The City and the Department of Public Safety have several options to consider as it relates to its information system needs, each of which should be considered in conjunction with the City's information technology staff: • Obtain additional training for staff in the Department of Public Safety. Our interviews suggest that initial training was provided to a small group of personnel at the time of implementation. This lack of wide -spread training by the software vendor has hampered the ability of the SDPS to successfully implement the software package. Training costs could be between $10,000 and $15,000. • Obtain the free "CRIMES" system provided by Sam Houston State University. This package provides both CAD / RMS systems and is specifically designed to be compatible with the needs of Texas police agencies. The CAD component can also support the needs of fire / EMS agencies (important in Southlake). In addition, the package is utilized by other agencies in the Metroplex (including Keller). Any decision to move towards a consolidated center would likely be coupled with the decision to move towards this option. Implementation costs are likely to approach the $10,000 to $20,000 range (training, data transition). In addition to hiring a Management Analyst (as described in the previous section), both of these solutions are relatively low-cost for a significant potential Matrix Consulting Group Page 41 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department improvement. To address current issues, the SDPS has utilized a consultant to provide some on -going training, to address reporting issues, correcting programming errors, etc. While the transition to the CRIMES package would provide enhancements for Police r Services (Fire Services has already made a similar transition) it would impact the City's ability to maintain an enterprise -wide software solution. Recommendation: The City and the Department of Public Safety should consider the information management requirements for the SDPS. Neither option presents major financial challenges, with costs approaching $15,000 - $20,000. Matrix Consulting Group Page 42 k-, CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 3. ANALYSIS OF FIRE SERVICES This chapter focuses on the analysis of the delivery of fire, rescue and emergency medical services by Fire Services in the Department of Public Safety. Issues addressed in this chapter include workload, response times and coverage based on established performance standards, line personnel utilization, policies and procedures, and incident command. The first section discusses current the current workload of DPS — Fire Services. 1. SUMMARY OF KEY WORKLOADS The project team documented the current workload of Fire Services within the City of Southlake. The table, below, shows calls for service from 2003 to 2004 by time of day: Southlake DPS - Fire Services Calls for Service 2004 Hour Number Percent Avg./Hour/Day 0000 45 3% 0.1 0100 20 1 % 0.1 0200 20 1 % 0.1 0300 17 1 % 0.0 0400 23 1 % 0.1 0500 22 1 % 0.1 0600 30 2% 0.1 0700 74 5% 0.2 0800 84 5% 0.2 0900 94 6% 0.3 1000 95 6% 0.3 1100 ill 7% 0.3 1200 98 6% 0.3 1300 82 5% 0.2 1400 120 7% 0.3 1500 90 6% 0.2 1600 96 6% 0.3 1700 ill 7% 0.3 1800 99 6% 0.3 1900 89 5% 0.2 Matrix Consulting Group Page 43 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r Southlake DPS - Fire Services Calls for Service 2004 (Continued) Hour Number Percent Avg./Hour/Day 2000 75 5% 0.2 2100 60 4% 0.2 2200 42 3% 0.1 2300 35 2% 0.1 Total 1,632 100% 4.5 As shown above, the Fire Services Division responded to 1,632 calls for service in 2004, an average of 4.5 calls per day. In order to get a more accurate estimate of average calls for service, the project team also compiled call for service data for 2003 and 2004. The table, below, shows total calls for service by hour for 2003 and 2004: Southlake DPS - Fire Services Calls for Service 2003 & 2004 Hour Number Percent Avg./Hour/Da 0000 74 2% 0.1 0100 48 2% 0.1 0200 41 1 % 0.1 0300 39 1 % 0.1 0400 45 1 % 0.1 0500 53 2% 0.1 0600 51 2% 0.1 0700 125 4% 0.2 0800 161 5% 0.2 0900 159 5% 0.2 1000 187 6% 0.3 1100 188 6% 0.3 1200 187 6% 0.3 1300 172 6% 0.2 1400 199 7% 0.3 1500 163 5% 0.2 1600 181 6% 0.2 1700 208 7% 0.3 1800 176 6% 0.2 1900 169 6% 0.2 2000 135 4% 0.2 2100 131 4% 0.2 2200 91 3% 0.1 2300 72 2% 0.1 Total 3,055 100% 4.2 Matrix Consulting Group Page 44 L- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department As shown in the table above daily calls for service from 2003 to 2004 averaged just over four. Over the same period, average calls per hour ranged from a low of 0.1 from 2200 to 0600 to a high of 0.3 from 1000 to 1700. The distribution of calls for service by first due station was calculated as shown in the table below: Southlake DPS - Fire Services Calls for Service by First Due Station 2003 & 2004 Month East % West % Total January 148 66% 77 34% 225 February 145 72% 57 28% 202 March 134 66% 69 34% 203 April 185 68% 87 32% 272 May 204 71% 82 29% 286 June 191 69% 84 31% 275 July 192 69% 88 31% 280 August 195 71% 80 29% 275 September 150 67% 74 33% 224 October 193 74% 69 26% 262 November 156 63% 92 37% 248 December 185 61 % 118 39% 303 Total 2,078 68% 977 32% 3,055 The table, above, shows that approximately 68% of all calls for service originated in the East facility's first due area, while 32% originated within the West Facility's first due area. The East facility's first due area encompasses town square and the bulk of the commercial development in the City of Southlake, in addition to areas of Northern Southlake, which is comprised of large lot residential development. The West facility's fire due area encompasses the west side of Southlake, areas along Southlake Boulevard, and portions of the Northern residential area. These first due areas were defined by the DIPS after significant effort at evaluating workload distribution by the staff. Matrix Consulting Group Page 45 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 2. SUMMARY OF TARGETED SERVICE LEVELS FOR FIRE SERVICES. The Southlake Department of Public Safety recently completed an update to their Standards of Coverage document that outlines the Fire Services Division's performance objectives. This document was developed specifically as part of the Department's continued involvement with the accreditation process overseen by the Commission on Fire Accreditation International (CFAI). The points below highlight those objectives for the various geographic areas of the City of Southlake and are taken directly from this document: "The East response district standard of coverage for the fire due company is currently seven minutes fifteen seconds 80% of the time for fire response and six minutes thirty seconds 80% of the time for EMS response." "The West response district standard of coverage is currently seven minutes twenty-five seconds 80% of the time for fire response and seven minutes fifteen seconds 80% of the time for EMS response. • "The North (rural) response district standard of coverage is currently nine minutes 80% of the time for both fire and EMS response." The purpose of the differential performance targets is to recognize that certain areas of the City (e.g. the Northern Section) pose less of a threat, in fire and EMS terms, than others. As a result, the Department has established goals that focus on providing the most effective service in areas where targeted hazards and the highest risk of an event exists. In addition to the above, the project team also utilized nationally recognized standards for dispatch processing of emergency calls for service and "reflex" time (time from dispatch to time when a unit begins to respond): • One (1) minute or less for dispatching of emergency calls for service 90% of the time. This standard is also adopted by the DPS and is closely monitored by dispatch and fire staff on a daily basis for calls which did not meet the standard. L. Matrix Consulting Group Page 46 L CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • One (1) minute or less for a fire unit to begin responding upon dispatch 90% of the time. This standard is also adopted by the DPS and is closely monitored by fire command staff on a daily basis for calls which did not meet the standard. As shown above, the Department does not have any performance targets for strictly defined for a complete structure fire response. With a daily minimum staffing of eight (8), the City of Southlake is not capable of providing full structure fire response, which is typically between 12 to 16 personnel. As a result, the Department relies on mutual aid from surrounding cities like Keller, Colleyville, and Grapevine as well as on call back. The project team used the Department's standards, in addition to the Department established standards to evaluate current service levels offered by the Southlake Department of Public Safety — Fire Services. 3. ASSESSMENT OF CURRENT FIRE PERFORMANCE AGAINST TARGETS SHOWS THAT THE DEPARTMENT IS MEETING ITS ESTABLISHED OBJECTIVES. The project team utilized two approaches to evaluating current service levels against the performance standards developed in the Southlake Strategic Plan. The first utilizes a model which is based on travel times from current station locations using GIS software developed by the project team. This approach is useful in evaluating the impacts on response time of current and future station locations. The second approach is based on actual response times derived from 2004 call for service data. (1) Modeled Performance The project team evaluated the Department's capability of delivering a response to various areas of the City based on the performance standards discussed in the previous section. Using this "tiered" approach to targeted service levels, the project team utilized ArcGIS software to evaluate the response coverage provided by the Matrix Consulting Group Page 47 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department current stations within the City of Southlake. The map, below, shows response coverage based on these standards: Southlake Department of Public Safety Response Coverage Under Current Performance Standards From Current Stations : DIPS Facilities 2004 Fire Calls — Highway 114 — FM 1709 Drive Times 4.50 5.50 7.00 City of Southlake ........... Streets 1 N Developed by Matrix Consulting Group. Source data provided by City of Southlake and NCTCOG 0 3 6 Miles As part of the analysis, above, the project team developed statistics which describe the percentage of actual calls for service (2004) which can be reached from the existing fire station locations under each performance standard. These statistics are shown in the table which follows: Matrix Consulting Group Page 48 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Standard Percentage Reached Calls reached in 6.5 Minutes Total Response 73% Calls reached in 7.5 Minutes Total Response 87% Calls reached in 9 Minutes total response 93% The following points summarize the information above: • Applying the 6.5 minutes standard city-wide, approximately 73% of calls can be reached by at least one unit. Applying the 7.5 minutes standard city-wide, approximately 87% of calls can be reached by at least one unit. Applying the 9 minutes standard city-wide, approximately 93% of calls can be reach by at least one unit. Overall, based on the proportion of calls in each response area, and the projected travel time from each station, the Department is meeting its own standards. (2) Actual Performance The project team also compared actual fire services performance against the DPS established targets and nationally recognized standards. The table below shows actual response times for the year 2004: Southlake DPS 2004 Fire Services Response Times Element Value Avg. Dispatch Processing Time (Minutes) 0:51 % Under 1 Minute 79% Avg. Reflex Time Minutes 0:35 % Under 1 Minute 93% Avg. Travel Time (Minutes) 4:10 % Under 4.5 Minutes 65% Avg. Total Response Time (Minutes) 5:38 % Under 6.5 Minutes 75% % Under 7.5 Minutes 85% % Under 9 Minutes 95% Matrix Consulting Group Page 49 r CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department The following points highlight the information above: • The average dispatch processing time was 51 seconds for fire and EMS calls for service. Using the standard of 1 minute for dispatch processing, Southlake DPS met this target approximately 80% of the time. This is under the target of 90%. The average "reflex" time (i.e. the time from dispatch to a fire unit going "en - route") was 35 seconds. This is an extremely low average processing time and is likely influenced by the frequency of instances where a fire unit was already in or near the responding apparatus. The Department met this standard 93% of the time. Average total response time in 2004 was 5 minutes and 38 seconds. Based on the 6 minutes 30 seconds standard established by the Department, this target was met 75% of the time, city-wide. Fire Services met the 7 minutes 30 seconds standard 85% of the time. Fire Services met the 9 minutes standard 95% of the time. As shown above, actual performance based on 2004 call for service data is very similar to the modeled performance presented in the prior section. In both cases, based on the proportion of calls for service in each response area, the current performance standards are being met. 4. PERFORMANCE TARGETS SUGGEST THE NEED FOR AN ADDITIONAL STATION IN THE NORTH, BUT THIS CONCLUSION IS OFFSET BY THE LOW LEVELS OF RISK AND CALL DEMAND IN THIS AREA. While the Department does not target this level of performance Citywide, application of the highest response standard (6 minutes 30 seconds) to the entire City indicates that the Department is not always reaching this level of performance. The modeled performance based on this standard is coverage of 73% of all calls, while actual performance is 75%. The map, on the following page, also shows that there are areas of the City that cannot be reached using that response target: Matrix Consulting Group Page 50 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department rE�trar-E ! ©PS Facilities — Roads Covered .......... Streets City of Southlake N .... I Developed by Matrix Consulting Group. Source data provided by City of Southlake and NCTCOG 0 4 8 Miles Applying a Citywide performance standard of 6 minutes and 30 seconds suggests that an additional North station would be needed. However, using its existing tiered service level objective allows the City of Southlake to provide efficient fire and EMS service to the highest risk and call volume areas of the City. Since the majority of the Northern response area is large lot, low density single-family housing, the risk (in terms of number of calls) is relatively low. The project team evaluated the additional coverage gained by adding and staffing a new North station. The map on the following page shows the additional coverage at the highest city-wide standard of 6 minutes and 30 seconds. Matrix Consulting Group Page 51 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department «estaF.e BPS Facilities --- Roads Covered Streets City of Southlake —_... ... ........�vrapevine :.: I ON Developed by Matrix Consulting Group. Source data provided by City of Southlake and NCTGOG As shown above, the City gains additional coverage in the Northern areas of the City with the addition of a North station. The additional coverage in terms of actual calls is shown in the table below: Southlake DPS Predicted Response Coverage at 4 Minutes 30 Seconds Travel Time Scenario Percentage of Calls Reached by at Least 1 Unit Current Situation 73% With North Station 81 % The following points highlight the information presented above: The addition of a North station increases response coverage at 4 minutes 30 seconds of drive time (or 6 minutes 30 seconds of total response time) by approximately 8% percentage points. r- Matrix Consulting Group Page 52 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Much of this increase in number of actual calls covered is due to the increase in coverage of calls in the far north end of the City. The project team next evaluated the additional costs associated with staffing a new North station. The costs of staffing a North stations were estimated based on two alternatives: Re -assigning 2 personnel from the East station (which currently has 5 on duty) to a new North Station and adding one additional firefighter (24 hours per day). This would leave three firefighters (each shift) to staff both the Engine and Medic unit at the East station. Adding 3 personnel (24 hours per day) to a new North station. Both alternatives assume that no new apparatus will be purchased in the immediate future as the truck will be re -assigned to the North station (the purchase of a new truck was removed from this year's capital purchase plan). The additional costs associated with each option are shown below: Alternative #1 FF/Paramedic (current average pay) $ 45,639 Benefit Rate 30% Personnel Cost 51,572 Number of FFs needed 85% availability 3.53 Total Cost $ 182,019 Alternative #2 FF/Paramedic current average pa $ 45,639 Benefit Rate 30% Personnel Cost 51,572 Number of FFs needed (@ 85% availability) 10.59 Total Cost $ 546,057 The following points highlight the table above: Re -assigning two firefighters per shift and adding one additional firefighter 24 hours per day at a new North station will cost approximately $182,019 per year. Adding three new positions at the North Station will cost approximately $546,057 per year. Matrix Consulting Group Page 53 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department f__ In sum, the cost of improving response coverage in the North will range between $182,000 and $546,000 in personnel costs each year. These costs will have to be weighed against the benefit of improved response times and a consideration of projected development in the Northern section of the City. The City has planned for additional development in the Northern response area which may increase call demand. A review of the 2025 Southlake Land Use Plan shows that the Northern response area is zoned for mostly low density residential development and agricultural use. There are also areas zoned for medium density residential development. In addition to the 2025 Land Use Plan, the project team also collected build -out information from the City's planning department which estimates that by 2020, the population of Southlake will be just over 30,000 residents, up 5,000 from the current estimate of 25,000. This increase over 15 years is for the entire City. As a result, the number of new residents living in the North Side Plan area is not likely to increase significantly in this period. If development in the North increases call demand, the City should consider adding a station. However, given the cost and limited number of calls, the project team does not believe a new station should be added at this time. Recommendation: The call demand and level of risk from the Northern area does not support the addition of a station in the near term. However, this is dependent on current projections of future service demands as well as the continuation of differential standards of performance based on risk and workloads. 5. EVALUATION OF FIRE SERVICES WORKLOAD SHOWS THAT LINE PERSONNEL ARE NOT FULLY UTILIZED. In addition to evaluating Department response times for calls for service, the project team also evaluated staff utilization based on workload factors. These factors included, primarily, the time required to handle calls for service and the time required to Matrix Consulting Group Page 54 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department perform company inspection, pre -fire plans, training, station maintenance and meetings and/or briefings. The time required to handle calls for service was determined from actual call for service data in 2004. Time required for other duties was estimated as described in the table, on the following page: Southlake DPS — Fire Services Line Personnel Utilization Element East Station Hours West Station Hours Calls for Service Workload 4 per day, East — 61 %, West — 39% 2.76 1.24 Company Inspections per day 208 in 2004 @ 1 hour 0.23 0.34 Pre -Fire Plans per day 18 in 2004 @ 1 hour 0.02 0.03 Training Estimated 2 hours per day 2.00 2.00 Station Maintenance / Upkeep 2.00 2.00 Briefings/Meetings 0.50 0.50 Total Workload 7.51 6.11 Available Time Shift 24.0 24.0 Sleep 8.0 8.0 Meals 3.0 3.0 Exercise 1.0 1.0 Net Available Time 12.0 12.0 Utilization Rate 63% 51% The following points can be made regarding the information above: Line personnel in Fire Services have approximately 12 hours available to handle workload after time for sleep, meals, and exercise. Total workload based on 2004 calls for service, pre -fire plans, inspections, training, and miscellaneous tasks is 7.5 hours per day for the East Station and 6.1 hours per day for the West Station. The respective utilization rates for the East and West Facilities are 63% and 51 %, significantly lower than a minimum 80% utilization target. • Personnel are also responsible for conducting public education events when requested. Line personnel are currently inspecting low hazard occupancies such as convenience stores, general offices, doctor's offices and other small commercial Matrix Consulting Group Page 55 r CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r occupancies, while the Fire Marshal and Fire Inspector are handling medium and high hazard occupancies, such as hospitals, schools, day cares, etc. Last year, line personnel completed 208 inspections. However, only 18 pre -fire plans were performed, presenting an opportunity to improve utilization and to enhance responses and life safety in the community by increasing the line companies' involvement in pre -fire planning. Recommendation: Given the pace of development in the City of Southiake, as well as current staff utilization levels, line personnel should be dedicated to developing pre -fire plans of selected occupancies. 6. REVIEW OF POLICIES AND PROCEDURES OF THE FIRE SERVICES DIVISION . SHOWS THAT THEY ARE CONSISTENT WITH CFAI ACREDITATION REQUIREMENTS. The Matrix Consulting Group examined the policies and procedures documents maintained by the Fire Services Division. The Department of Public Safety is the only dual -accredited agency in the United States with both the CFAI for fire / EMS and CALEA accreditation for law enforcement. This process of accreditation has resulted in the development of a comprehensive set of policies and procedures. Our review identified the following key elements: • Adequate policies and procedures are developed and promulgated throughout the organization. • Specifically, EMS protocols, safety standards and procedures, and training standards and resources are identified. • Policies are consistent with the regional fire organization, Northeast Fire Department Association (NEFDA). • Policies and protocols are sufficient to meet the requirements of CFAI accreditation and cover a wide range of potential issues in the City. • The Department has a process for annual review of all policies and procedures (as required by the CFAI). This process involves the Fire Chief and a range of Matrix Consulting Group Page 56 L_ CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department subordinate staff in the review and updating of these documents. Changes are communicated through the organization for review by staff and all personnel are provided with hard copies as well as access to the Department's on-line versions. The project team found that the policies and procedures in place for Fire Services are comprehensive, well constructed and are reviewed and updated regularly. 7. THE DEPARTMENT SHOULD USE DIFFERENTIAL RESPONSE POLICIES TO MITIGATE POTENTIAL LIABILITY AND TO ASSIGN THE MOST APPOPRIATE RESOUCES. Southlake has invested in and currently utilizes a form of Emergency Medical Dispatching and assigns a call priority to each call for medical service received. A review of this system reveals that it receives appropriate levels of medical direction, control and oversight from a program Medical Director (physician). The current state-of-the-art of these programs involves essentially two phases: • The first phase, Emergency Medical Dispatch, offers medical instructions over the phone to a reporting party in a medical emergency — for example, instructions on how to perform cardio-pulmonary resuscitation (CPR). • The second phase provides priority assignment for calls based on the probable severity of the patient's condition and a response plan that offers different call priorities (e.g., lights and siren) and / or different numbers and types of resources (i.e. ambulance and engine, ambulance only, or police only, engine only, etc.) The project team found that the Department has fully implemented the first phase of this program providing pre -arrival instructions. The project team found that the City has not fully implemented the second phase. The implementation of this program in Southlake does not yet result in any type of differential response based upon call prioritization (though the time is taken to determine the priority of the call). The benefits of differential response types based on probable acuteness of patient care needs have two primary benefits: Matrix Consulting Group Page 57 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • It brings efficiencies to an EMS system by assigning only those resources that are reasonably believed to be necessary to manage the conditions presented by the patient. This benefit can preserve, for example, an engine company as available to respond to a next emergency rather than having it tied up at the scene of an emergency where it is not required. F • The second benefit of differential response is the reduction of liability exposure to the City caused by either fewer units responding on an emergency basis f throughout the city, and / or a reduction in the total number of events which are responded to with lights and siren in the first place. Both of these factors can significantly reduce the potential of the DIPS being in an accident resulting in injuries to the public or to emergency responders. The number of calls for service in the Southlake Fire and EMS system is well within the capabilities of the existing resource capacity to handle. Therefore, the primary benefit of the implementation of a form of differential response based on call severity is primarily the reduction in potential liability exposure to the City. This liability exposure is partially offset by an increase in potential liability caused by the application of phone triaging and the potential to make errors in patient evaluations. However, experience across the country has shown that there are clearly EMS incidents that do not require a minimum of 5 personnel, two apparatus and 3 paramedics. Incidents which can be established as clearly not time critical to the satisfaction of the Medical Director should be handled in a manner that is different from those calls for service involving difficulty breathing, unconsciousness, or other life threatening conditions. The Department should make an in-depth examination of call classifications in conjunction with City risk management personnel. 2003 was the first year in which more firefighters were killed in vehicle accidents than were killed in other line -of -duty causes making this an increasingly important risk management step to be taken. The focus should also be on identifying those fire / rescue calls which do not typically f P L Matrix Consulting Group Page 58 I CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department warrant an emergency response including: carbon monoxide alarm, still fire alarm at non -target -hazard locations, odor calls, non -injury car accidents and similar events. Recommendation: The Department and the City should examine the possibility of reducing risk and liability exposure by reducing their typical response classification of certain non -emergency calls to a non -emergency response. Any such effort should allow for the flexibility on the part of the dispatch center or a company officer to step up the response if circumstances warrant. 8. SOUTHLAKE FUNCTIONS IN A REGIONAL INCIDENT COMMAND SYSTEM. The Department of Public Safety has adopted a form of the Incident Command System and utilizes it on all events that require more than two resources (i.e. fire units, ambulances, PSO's, or Police). This process has been fully integrated with responding law enforcement units from the DPS — this is a major benefit to the consolidated approach to emergency service delivery in the community. The Incident Command System (ICS) adopted by the Department is that adopted by the North East (Tarrant County) Fire Department Association. This is a critical finding given that the entire region relies on the utilization of mutual aid in order to respond effectively to structure fires and other major incidents. The Association is also the organization under which regional fire service resources including Light and Air Trucks, Explosives Units, Heavy Rescue and Technical Rescue are distributed and deployed. Because of the adoption of a single system on a regional basis, all mutual aid resources are familiar with and utilize the same system and operate seamlessly. Department policy mandates utilization of ICS on all incidents involving two (2) or more emergency resources. With the exception of small, localized events such as non - injury car accidents, this appears to be occurring during normal operations. Training Matrix Consulting Group Page 59 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department includes regional drills and cross training with Police Services within Southlake. A review of the ICS format finds it is in compliance with national standards. 9. THE FIRE MARSHAL'S OFFICE PROVIDES A HIGH LEVEL OF SERVICE USING TWO PERSONNEL. The Fire Marshal reports to the Chief of Fire Services in the Department of Public Safety. The primary functions of this unit include inspections, plan review and investigations. In addition, the Fire Marshal works with the other officers in Fire Services to coordinate the SDPS's program of conducting engine company inspections. The table, which follows, provides a summary of the workload handled / coordinated by the Fire Marshal's office: Southlake DPS — Fire Services Fiscal Year 2004 Inspections Inspection Type Number Plan Review 238 Pre -Fire Plan 18 Company Inspections 208 Fire Alarm Inspections 57 Sprinkler Inspections 65 Hood System Inspections 15 Underground FP Inspections 45 Annual Building Inspections 187 Re -Inspections 428 Tent Inspections 6 Special Inspections 15 Total 1,282 The Fire Marshal's Office is involved in a comprehensive program of plan review, inspections and other activities. The following points summarize our findings: • The Fire Marshal's office is involved in the review of life safety issues in major building and site plans. • The Fire Marshal's office is also directly involved in conducting key inspections related directly to life safety activities. These include fire detection and suppression systems, hood systems and other issues. Matrix Consulting Group Page 60 tJ CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • The project team's analysis of the utilization shows that two positions in the unit are appropriate given the workload documented: Inspection Type Number Time Total Plan Review 238 2 476 Pre -Fire Plan 18 0.25 4.5 Company Inspections 208 0.25 52 Fire Alarm Inspections 57 4 228 Sprinkler Inspections 65 4 260 Hood System Inspections 15 1 15 Underground FP Inspections 45 2 90 Annual Building Inspections 187 4 748 Re -Inspections 428 0.5 214 Tent Inspections 6 0.5 3 Special Inspections 15 2 30 Total 1,282 n/a 2,120.5 The analysis, above, shows that the unit require more than 2,100 hours to perform the workload documented, above. This does not include meetings, travel time, planning or their involvement in public education activities (approximately 70 such events took place in 2004). Given net availability of approximately 80%, the workload above accounts for 65% of the available hours. The project team did find that pre -fire planning has been drastically reduced in recent years (only 18 were completed by line companies in 2004). The number of pre - fire plans should be increased significantly, including updates. The Fire Marshal's Office should take the lead on coordinating and developing this project in conjunction with company officers in Fire Services. In addition, the project team found that the emergency management planning function does not address some community risks and hazards. Little planning has been developed and no specific training or response practice has been held for such high - hazard issues such as plane crashes, leaks in chemical / fuel facilities, etc. Matrix Consulting Group Page 61 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Recommendation: The Fire Marshal's office should continue to be staffed with two positions. The Office should focus on the expansion and reinvigoration of the pre -fire planning process in Fire Services. Additional focus should also be given to planning for and practicing responses to high -hazards issues in the City. Matrix Consulting Group Page 62 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 4. ANALYSIS OF POLICE SERVICES This chapter of the report focuses on the services delivered by Police Services of the SDPS. Issues addressed in this chapter include: workload and utilization of proactive time, patrol staffing needs, traffic enforcement, criminal investigations, professional standards and other issues. 1. REVIEW OF PATROL SERVICES The project team evaluated workload demands and use of proactive time within DPS - Police Services. (1) Review of Workload Handled by Patrol Primary workload in patrol is responding to calls for service. Total calls for service during 2004, by time of day and day of week is shown in the table on the following page. Matrix Consulting Group Page 63 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Southlake DPS — Police Services Calls for Service by Day and Hour, 2004 Hour Sun Mon Tues Wed Thur Fri Sat Total Avg/Day 0 63 53 41 47 54 57 63 378 1.04 1 30 36 26 38 26 21 46 223 0.61 2 39 21 22 31 31 42 49 235 0.64 3 32 30 22 24 20 29 24 181 0.50 4 26 22 23 23 28 21 34 177 0.48 5 42 22 27 27 52 36 50 256 0.70 6 31 42 41 55 54 42 44 309 0.85 7 33 97 98 89 115 84 55 571 1.56 8 58 116 123 108 109 113 87 714 1.96 9 68 109 97 108 103 102 88 675 1.85 10 67 106 ill 106 103 113 97 703 1.93 11 82 97 98 98 107 100 82 664 1.82 12 104 118 101 104 114 110 95 746 2.04 13 67 83 114 104 117 108 113 706 1.93 14 69 99 101 117 119 115 97 717 1.96 15 86 112 120 127 109 110 94 758 2.08 16 84 93 93 116 118 131 79 714 1.96 17 67 106 110 ill 115 122 89 720 1.97 18 78 118 106 140 147 131 100 820 2.25 19 72 86 113 101 117 106 75 670 1.84 20 67 76 77 84 105 102 89 600 1.64 21 59 61 77 74 79 93 76 519 1.42 22 65 60 89 60 65 93 88 520 1.42 23 49 41 47 50 47 72 76 382 1.05 Total 1,438 1,804 1,877 1,942 2,054 2,053 1,790 12,958 35.50 L- Matrix Consulting Group Page 64 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department As shown above, the Department average just over 35 police calls for service per day and average between 0.6 and 2.25 calls for service per hour. Please note that these numbers reflect a revision of reported calls for service by the Department. Several incident types were originally counted as calls for service such as traffic stops, 911 hang-ups (where no unit was sent), and miscellaneous non -incident details. This has significantly reduced reported calls for service of 18,658 in 2004, to 12,958 — a difference of 5,700 calls for service — or approximately 30.5%. This is also an example of the issues with the lack of training on New World among command staff members. (2) Assessment of Proactive Time Available in Patrol The project team evaluated the availability of proactive time within patrol services. This assessment considers call for service workload, the number of back-up units needed to handle calls safely, time to process arrestees, write reports and other miscellaneous task. Based on the number of officers deployed throughout the day, the project team calculated the percentage of time available for proactive tasks such as traffic stops, house checks, business checks, field interviews, and other on -view, officer initiated activities. The concept of proactivity is a critical one in law enforcement — if field personnel are committed a large proportion of the time, they have little capability to impact the root causes of crime, to anticipate crime when analysis shows there to be some predictability, or to work with citizens. Moreover, field personnel with little uncommitted time find it difficult to produce response times at community expected levels. Police Departments that have developed a community policing program based on effective use of proactive time typically target a levels of 40% — 50% proactive time. These Matrix Consulting Group Page 65 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r, Departments, and research supporting these targets, have found that proactive time below 40% does not provide time in sufficient blocks to be useable; above the 50% level is typically not affordable and cannot be effectively utilized. The table, below, provides a brief discussion of the two proactive time targets utilized in our patrol staffing model: 40% Proactive Time 50% Proactive Time • Below this level, proactive time • Above this level, proactive time begins to come in blocks that are comes in blocks that are difficult to too small to be useful for utilize in routine shift "community policing". circumstances. • At this level, police should be able • At this level, Police Officers should to engage in a wide range of be able to engage in the full range preventive activities, including: of activities described under the directed patrol, responding to non- 40% target. criminal quality of life complaints, • In addition, the Department should engaging in traffic enforcement be able to free Officers from shift and other activities. work to attend community • Ability to engage in community meetings, etc. with little impact on meetings and other time reactive capabilities. consuming efforts (which take Investment in this level of Officers out of their patrol areas or proactive law enforcement make them unavailable for call) is requires a strong commitment to more constrained at these levels of actively manage the use of this uncommitted time. time, for supervisors to be held • As with any effort, this requires accountable for their Officers' active involvement of supervisors. utilization, etc. More of the Officers' time is dictated by the necessity of handling call for service than in higher target situations. The project team views 40% to be a minimum average proactive time target for an agency involved in a community policing program; 50% is targeted by agencies that have developed a comprehensive program of officer / community involvement and in communities with very high service level expectations. Several key factors should be kept in mind when reviewing the analysis of proactive time: • Patrol availability was calculated using the net availability and other information provided in the preceding sections. • Actual deployment of patrol personnel in the field is taken from shift rosters provided by the Police Department. �y Matrix Consulting Group Page 66 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Call for service workloads, distributed on time of day and hourly bases, using the data provided by the communications center. The matrix, which follows, describes the inputs and calculations utilized in the proactive time calculation: Input / Calculation Description Committed Time • This is the time related to the handling of calls for service, providing back-up, writing reports and processing arrested persons. Reactive Time • The product of the number of calls for service times the number of hours in the shift (or period being measured) times the Committed Time. • When expressed as a percentage, it is shown as the Reactive Time divided by the Net Duty Time Available. Proactive Time • The remainder of the Net Duty Time Available after all Reactive Time is accounted for. Call for Service Workload • The average number of calls for service (citizen generated only) that are handled within a given period of time. • Expressed in a per -hour basis in the spreadsheet. Staff Available • Determined using shift logs, payroll records, etc. • Shows the average number of Officers (does not count supervisors) available to handle call for service workload. Shift Length • The duration of the average shift worked in patrol. • Can be altered to reflect shorter -than -shift periods of time if such detail is desired in an analysis. • Need to be careful to link workload to the appropriate period of time if non -shift length analyses are conducted. Gross Duty Time Available • Determined by multiplying the number of staff available times the length of the shift (or whatever time period is being used). Administrative Time Lost • Includes: meals, shift briefing, vehicle / equipment preparation time, training, court, meetings Department business only), etc. Net Duty Time Available • Takes into account the gross time less the time lost on shift (i.e., administrative time). This calculation is shown on the following page: Matrix Consulting Group Page 67 r CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Proactive Time - Police Officers, Corporals and Public Safety Officers Days I Nights 0600- 1200- 1800- 0000- Shift 1200 1800 0000 0600 Averagl Number Officer / Shift Actually Deployed 6.70 6.70 6.10 6.10 6.50 Shift Length 6.00 6.00 6.00 6.00 6.00 Officer Hours / Shift / Day (Gross) 40.20 40.20 36.60 36.60 39.00 Meals / Breaks /Admin. Shift (30 min / Officer) 3.35 3.35 3.05 3.05 3.25 Officer Hours / Shift / Da Net 36.85 36.85 33.55 33.55 35.75 Net Officer Minutes / Shift 2,211.00 2,211.00 2,013.00 2,013.00 2,145.00 Calls for Service / Hour Calls for Service / Shift Committed Time / Call for Service Primary Unit Call Time Hours 1.66 9.96 0.55 5.48 1.99 11.94 0.55 6.57 1.60 9.60 0.55 5.28 0.66 3.96 0.55 2.18 1.48 8.88 0.55 4.88 Primary Unit Call Time Minutes 328.68 394.02 316.80 130.68 293.04 Back Up Time / Shift 187.35 224.59 180.58 74.49 167.03 Reports / Shift Time / Report (Estimate): 45 Minutes 3.29 45.00 3.94 45.00 3.17 45.00 1.31 45.00 2.93 45.00 Report Writing Time Minutes 147.91 177.31 142.56 58.81 131.87 Arrests / Shift 0.93 1.11 0.89 0.37 0.83 Arrest Time Captured in Committed Time 55.58 66.63 53.57 22.10 49.55 Total Committed Time 719.51 862.55 693.50 286.07 641.49 Total Un-Committed Time 1,491.49 1,348.45 1,319.50 1,726.93 1,503.51 Committed Time % 32.54% 39.01 % 34.45% 14.21 % 29.91 % Uncommitted Time Proactive Time % 67.46% 60.99% 65.55% 85.79% 70.09% As shown above, the percentage of total time available for proactive activities averages approximately 70% across all shifts. Excluding the midnight to 0600 time block, during which high levels of proactive time are inevitable, the average is still approximately 64%. The resulting proactive time exceeds the 50% target for proactive time in each time range evaluated by the project team. Average proactive time available ranges from a low of 61 % from 1200 to 1800 to a high of 86% from 0000 to 0600. This represents a very high level of proactive time compared to similar communities throughout the country. r- 1. Matrix Consulting Group Page 68 �_Y CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department (3) Management of Proactive Time in Patrol The project team next evaluated how patrol proactive time is managed by the Department. Based on interviews with line personnel and supervisors, officers are expected to perform a number of duties in an attempt to impact public safety issues. These duties include: • House checks. • Business checks. • Traffic enforcement. • Field interviews. • General citizen contacts. • Neighborhood patrol. • Address general citizen complaints. These expectations are formally documented and underscored with staff in Patrol briefing at every shift change. Each patrol area is provided with a single page describing key businesses to be checked, current issues in the zone (e.g., vehicle burglaries in parking lots), house checks to be performed, etc. The Department requires that each officer maintain a log of daily activities on each of these tasks, and uses them during evaluations to measure performance relative to peers. The table, below, shows a report generated from daily reports recorded in 2004: Matrix Consulting Group Page 69 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Southlake DPS — Police Services 2004 Officer Activity Report — Unit Comparison Activity Type Patrol Monthly Avg. Traffic Monthly Avg. Overall Total Status 424 86 6,123 Calls For Service 1,665 91 21,073 Self Initiated Calls 389 30 5,020 Self Initiated Contacts 1,983 1,092 36,900 Hazardous Citations 414 656 12,831 Regulatory Citations 508 305 9,754 Non Traffic Citations 25 - 294 Warning Citations 48 128 2,108 Field Interview Reports 41 - 495 Business Checks 2,858 - 34,296 House Watches 226 - 2,710 Major Accidents 10 7 201 Minor Accidents 24 27 600 On Call Misd. Arrests 20 - 238 On Call Felony Arrests 5 - 59 On View Misd Arrests 37 - 447 On View Felony Arrests 5 1 - I61 Case Reports 174 30 2,441 Self-Init Open Door/ Window 63 - 759 As shown above, these reports capture a significant amount of information, which can be used as a tool to assess how proactive an officer is. However, based on a review of these reports as well as other Departmental reports, reporting is inconsistent. The table below shows examples of inconsistent reporting for two types of data: citations and arrests: Source Arrests Citations 2004 Annual Report 1,208 16,499 2004 December Activity Report 868 22,612 Summary of Monthly Activity Reports 805 24,987 As shown above, the number or arrests and citations vary widely by source. Some of the discrepancy may be attributed to how information is captured by officers. F Matrix Consulting Group Page 70 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department For example, more than one officer may claim credit for an arrest if they are all involved. However, other discrepancies indicate that officer activities reports are not closely scrutinized. In addition, some of the activities tracked, such as citizen contacts, are very difficult to track and are poorly defined. Despite the discrepancies in reporting, the Department is making an effort to evaluate officer's proactive activities. However, numbers alone cannot fully describe the efforts to deter crime, prevent accidents, or ensure public safety. Many communities utilize an element of community policing which suggests that police officers identify a Community Oriented Problem (COP) within their assigned beat or zone and develop a course of action or remedy. This approach, in addition to consistent reporting, is a better assessment of an officer's ability to think critically and to identify the most salient public safety issues in the community. This idea has been discussed within the Department but has not yet been implemented. Recommendations: There are major inconsistencies in the documentation of activity in the SDPS. The command staff of the DPS should focus on addressing these consistency issues. The SDPS should utilize a Community Oriented Problem approach in evaluating the level and effectiveness of officer pro -activity. The Department should also closely monitor and verify daily officer activity reports. (4) Analysis of Patrol Staffing Needs The Matrix Consulting Group has developed a model, presented below, which calculates the number of personnel required to provide a targeted level of proactive time given a set of known inputs. The specific inputs to the patrol staffing model include: • The number of calls for service to be handled and the time that it takes the primary unit to handle those calls. Matrix Consulting Group Page 71 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • The time it takes back-up units to participate in the calls for service. This analysis includes the actual level of backup. • The time associated with processing arrests handled by patrol units. • The time associated with the development of written reports and other documentation required of patrol officers. • In addition to these workload related inputs, the Matrix Consulting Group also includes a number of factors associated with the personnel who have to staff these operations. These factors include: The net availability of personnel assigned to Patrol (this was described in some detail in a preceding section of this report). The impacts of meals, court and other administrative duties. The impact of turnover, recruitment, training, FTO and other such issues. The table, below, summarizes this analysis at the 50% level of proactivity: Southlake Department of Public Safety Patrol Staffing Calculation Workload Factor 1. COMMUNITY GENERATED WORKLOADS Calls for service 12,958.00 Handling Time (Actual of 33 minutes) 7,126.90 Back Up Rate (Actual of 1.76 Units per call) 0.76 Total Time for Back Up Unit CFS Handling 4,062.33 Number of Reports Written (Estimated @ 30% + Patrol Accidents) 4,213.40 Total Time for Report Writing (Estimate: of 45 Minutes per Report) 3,160.05 Number of Bookings 1,208.00 Total Time for Bookings (Estimated @ 1 hour) 1,208.00 TOTAL TIME TO HANDLE COMMUNITY GENERATED WORKLOADS 15,557.28 2. TIME FOR PREVENTIVE PATROL AND OFFICER INITIATED ACTIVITY 50% of Proactive Time 15,557.28 3. TOTAL TIME REQUIRED FOR REACTIVE AND PROACTIVE ACTIVITIES 50% of Proactive Time 31,114.57 Matrix Consulting Group Page 72 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 4. PER OFFICER AVAILABILITY Gross Hours Scheduled Leaves (Includes Worker's Comp) Net hours lost on shift (meals / breaks / meetings / court) Net hours worked each year 5. OFFICERS REQUIRED TO HANDLE WORKLOADS 50% of Proactive Time 6. OFFICERS REQUIRED GIVEN TURNOVER (Estimated @ 5%) 50% of Proactive Time Workload Factor 2,080.00 395.20 164.25 1,520.55 20.46 21.49 It should be noted that this analysis includes the responses to calls for service handled by the Public Safety Officers that would not be assigned to Patrol (fire and EMS responses). As shown in the patrol staffing analysis, above, the Department requires approximately 22 patrol officers to handle calls for service workload and to have 50% proactive time in the community. The Department currently has 20 patrol officers (including Corporals), and 12 Public Safety Officers (who function largely as patrol officers). Clearly, the Department has adequate staffing to handle primary workload as well as perform proactive measures. In fact, current staffing exceeds the required number by 10 positions, though PSO's have additional responsibilities, including additional training, which impact the magnitude of this conclusion. How these personnel should be utilized, particularly within the context of public safety, will be discussed in a later chapter. In addition to these personnel, it should also be noted that there are also staff who are assigned to traffic enforcement (largely a proactive activity). Recommendation: Given the commitment to the "public safety" approach to service delivery, the City should maintain current staffing in patrol operations. Matrix Consulting Group Page 73 r CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department However, the use of very high levels of proactivity (including traffic as described later in this report) needs to be seriously considered. 2. REVIEW OF CRIMINAL INVESTIGATIIONS This section focuses on the investigative unit and its functions in the Southlake Department of Public Safety. The section is broken down into sections, each focusing on a major area of investigative service delivery in terms of "best practices" comparisons, staffing and Unit structure issues. (1) Investigative Effectiveness Is Evaluated Differently than Field Operations It is more difficult to evaluate the staffing levels required by criminal investigations because, unlike field services, subjective and qualitative determinants of workload and work practices are more important. Factors making comparative analysis difficult include: • Approaches used to screen, assign, and monitor cases are different among law enforcement agencies • What cases are actually investigated varies by agency. The extent to which agencies assign misdemeanor level property crime cases to investigators varies widely. Also, the extent to which patrol performs preliminary investigation varies widely and impacts detective caseloads. • Work practices vary tremendously among agencies, relating to interviewing techniques, mix of telephone and in -person interview, use of computer technologies, the time devoted to clerical tasks and other issues. • The nature of the caseload is also a critical factor to consider when examining quantitative factors relating to investigative activity. Each case is different in terms of leads, suspect description, and other available information. The way information in a single case combines with information on other cases also impacts investigative actions. • Finally, the nature of the community itself is a factor in evaluating investigative workload and staffing needs. Citizen expectations translate into service levels impacting investigators in terms of what is investigated and how investigations are conducted. Matrix Consulting Group Page 74 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Collectively, these factors portray a different type of workload compared to that which depicts patrol workload. In patrol, workload can be characterized broadly by the following factors: • High volume / fast turnaround work. • Work oriented not toward solution of a complex case, but oriented toward documenting available evidence at a crime scene and initiating contacts with victims and witnesses. • Deployment practices designed to result in a rapid response of personnel. Therefore, unlike patrol, investigative workload cannot be converted into quantitative methodologies to arrive at required staffing levels. Investigative staffing requirements need to be examined from a variety of perspectives in order to obtain an overall portrait of staffing issues, case handling issues and philosophies having an impact on staffing needs. The perspectives we employed in our study of investigative staffing include the following: • The project team reviewed case management practices through interviews with staff and obtained case / workload data as it applied to Unit activities. This information was developed primarily through "case summary" tracking information maintained in the "New World Investigative Case Management System", and monthly and annual Department summary reports. • The project team compared Southlake investigator staffing and workload with investigators in other law enforcement agencies. • The project team examined other measures of workload as well as effectiveness of investigative services. First, as reflected above, investigative workload and staffing requirements employ a series of broad indicators to determine the extent to which core investigative staffing and general workload in the Department compares to ranges observed in other departments to determine if the Southlake Department of Public Safety is significantly Matrix Consulting Group Page 75 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department "out -of -range" as measured by those indicators and then tied to investigative case management" and Unit service delivery effectiveness. The comparative measures employed are displayed in the following table: Measures Comparative Industry Patterns Open/Assigned cases assigned to "property" 15 to 20 open/assigned cases per month based crimes investigators on the same survey and ongoing analysis. 8 to 12 open/assigned cases per month based on Open/Assigned cases assigned to "person" the same survey and ongoing analysis. crimes investigators. F (2) Although Ranges for Open / Assigned Cases Are Above Industry Norms for Both Property and Person Investigators, Evaluation of Individual and Unit Summary Case Information Suggests Opportunities for Improvement. The previous performance measure does not fully address active caseloads and the number and type of cases actually worked by investigators in the Southlake Investigative Unit. To fully assess and understand individual investigator workload a desk audit with each investigator was performed in conjunction with a review of open / active cases developed from the Unit's Case Tracking System — Summary Report" . This snapshot was performed on March 28, 2005 and an evaluation of all cases processed for one year was performed for April 1, 2004 through March 31, 2005. Over the last ten years, through the project team's work with more than 100 law enforcement agencies, we have developed basic caseload ranges that can be employed to evaluate investigative workload. Many departments assign cases by specialty, expertise, and training as the primary assignment criteria, i.e. "crimes against persons and crimes against property". Southlake uses this form of case assignment although the Department does consider investigator availability and caseload and will assign the full range of cases to available staff. The table below displays Unit case Matrix Consulting Group Page 76 OL. CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department assignment activity for one year, April 1, 2004 through March 31, 2005 (note that an explanation of the column headings is provided on the next page). Case Summary Tracking Report — 4/1/2004 through 3/31/2005 (1) Detective (2) Ann Total (3) Mon Ave (4) 1-1 (5) 1-2 (6) CBA 1,2, 3,4 (7) Case Closed (8) Ex Clear (9 Unf (10) Open Comment Lieutenant 348 29 171 51 45 71 6 2 2 15 Drug 14 Acc. Property Property A 233 19 85 59 28 3 15 0 43 5 Drug 5 DUI Property B 168 14 15 36 44 10 9 1 53 16 DUI 11 Dru /Liq Property C 135 11 5 25 59 9 9 5 23 23 DUI/Sus 9 Drug Property Subtotal 536 45 105 120 131 22 33 6 119 Average 179 1 15 40 Persons Persons D 135 11 0 6 66 17 8 12 26 25 DUI 14 Drug / Liq 1 Acc Persons E 173 14 42 17 50 36 21 2 5 9 DUI 3 Acc 11 Drug/Liq Persons 308 26 42 23 116 53 29 14 31 Subtotal Average 154 13 15 r TOTAL 1,192 99.3 318 194 292 146 68 22 152 % of Total 100 n/a 27% 16% 25% 12% 6% 2% 13% Table Column Identification (1) Unit Detective (2) Total Number of Cases Assigned 4/04 — 4/05 (3) Average Number of Cases Per Month for Evaluation Period (4) Inactive Suspended Case — Inactive "1" No Follow-up Required (5) Inactive Suspended Case — Inactive "2" Minor Follow-up Required (6) Case Closed by Arrest —"1" Adult, "2" Juvenile, "2" Adult & Juvenile, "4" Complaint not Issued (7) Case Closed (8) Exceptional Clearance (9) Case Unfounded (10) Open / Active Case Being Investigated The following observations can be made from the snapshot of Investigative Unit activity for one year: Matrix Consulting Group Page 77 r- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department The Unit Lieutenant retained 348 of 1,195 incident reports, (29%) for disposition. These reports were incidents that could be processed quickly with minimal investment of time. The Lieutenant additionally had the assistance of two volunteers at different times during the course of the year to assist with case processing. Property Crime investigators were assigned 536 cases. This is an average of 15 new incident reports per month for each of the three investigators if case distribution were even. Case distribution for the three investigators was "A" — 43%, "B" — 31 %, and "C" 25%. It should be noted that the "C" investigator was an SRO assigned to the unit for temporary duty only. Person Crime investigators were assigned 308 cases. This is an average of 13 new case assignments per month for each of the two investigators. Case distribution was 56% and 44%, fairly equal considering that one of the two was relatively new as an investigator. Of the 1,192 cases processed by the Investigative Unit, 512 cases were deemed "inactive" (table columns 4 and 5) while 318 (27%) were identified as "inactive — 1 cases". These incident reports, due to the nature of the case or lack of solvability information, require no follow-up and are assigned to individual investigators for information only. 194 were identified as "inactive — 2" cases that required limited follow-up prior to declaring the case inactive. These inactive cases collectively account for 43% of total cases processed by the Unit. This suggests that potential actual workload could be 680 cases versus 1,192 cases. Examining "inactive cases" by investigative assignment the data displays that new "workable cases" per month for property investigators vary from 15 cases to 9 cases and person investigators would move from 13 to 10 cases per month. Of the total 1,192 cases processed, 292 (25%) were arrest cases (table column 6) requiring additional processing or case triage for timely filing with the criminal justice system. Many of these duties do not require the training or expertise of the sworn investigator and could be handled by a non -sworn investigative aide, if one were available. As reflected in the "comment" section of the table, investigators work a full range of investigations that go beyond Part I Offenses to traffic related accidents, DWI's and suspended licenses to minor drug and liquor offenses. Except for the investigation of traffic accidents, this is very common in suburban communities such as Southlake and reflects positively upon the level of service provided by the SDPS. Open / Active Unit cases are at 152 or 13% of the total assigned to the Unit. Average open / active cases reside on average at "40" for property investigators Matrix Consulting Group Page 78 Ly CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department and 15 for persons investigators. Many of these cases have been opened for an extended period which will be addressed next in this Section. In summary, Unit investigators are involved in a wide range of investigative follow-up assignments, many of which do not require the expertise and training of a sworn investigator; and that actual new monthly workable case assignments are within industry norms of 10 to 15 for property investigators at 9 new cases per month and 8 to 12 for person investigators at 10 cases per month. To further evaluate individual workload in terms of "open / active" cases a snapshot of open cases using information form the Unit case tracking system on March 28, 2005 was made. The following two tables display by investigator and by the Unit the number of actual cases being worked and the time that they have been open. Individual Detective "Open Cases by Date" — March 28, 2005 (Case Tracking System Case Summary Report) Total 03 02 01 12 11 / 10 09 08 / 07 / 04 Detective Open / / / / 04 / / 04 04 Comment 05 05 05 04 04 04 Property A 43 5 10 11 5 2 2 2 3 2 1 All Property Cases Property B 53 9 13 4 5 5 7 3 4 0 4 I.D. Theft, 2 Drug / 1 DUI Property C 23 8 6 5 0 1 1 1 0 0 1 2 DUI, 4 Drug, 1 Acc., Theft Average Open Total 119 Property Dets. — Property 78.3% 39.7 Cases CPS, Sex Crime Person D 26 11 6 6 1 1 1 0 0 0 0 Information Rpts Person E 5 3 0 2 0 0 0 0 0 0 0 Assault Crimes Avg. Open for Total 31 Persons Dets. — Persons 20.4% 15.5 Cases Lieutenant 2 1 1 0 0 0 0 0 0 0 0 Drug / Burg. Total Open Cases 152 • One of the Property Crime Detectives was a temporarily assigned SRO. Matrix Consulting Group Page 79 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Investigative Unit "Open Cases by Date" — March 28, 2005 (Case Tracking System Case Summary Report) Date Received Assigned Number of Open Cases March,2005 37 February 2005 36 January 2005 28 Total Open Cases 2005 Percent of Total 101Cases 66.4%% of Total December 2004 11 November 2004 9 October 2004 11 September 2004 5 August2004 7 July 2004 2 Rest of 2004 6 Total Open Cases 2004 Percent of Total 51 Cases 33.6%% of Total TOTAL OPEN CASES 1 152 1 The following observations can be made from this "one day snapshot" of Investigative Unit "open / active" cases. • Three Property Crimes investigators have an open case range of 53, 43, and 23, for an average of 40 for the three investigators. The industry norm for open and active cases range from 10 to 15. The Southlake range is well above the norm. Again, it should be noted that the third investigator at the time was an SRO on temporary assignment and that many cases being assigned to this position would normally have been handled by Patrol or Traffic personnel. • Two Person Crimes investigators have an open case range of 26 and 5 for an average of 15. The industry norm for open cases for person crimes range from 8 to 12. The Southlake range is at the high end of the norm — particularly with the sex crimes investigator. • Total Investigative Unit cases open were 152. Of the 152 cases 101 (66.4%) are within the first three months of 2005. 51 Cases,(33.6%), however, have been open since 2004. Of the 2004 open cases 47 of the 51 were property cases. In summary, the preceding two tables display that unit investigators, generally carry open / active cases in numbers that are above industry norms. Driven primarily by property crime investigators, 34% of open cases are from 2004. Department policy is L- Matrix Consulting Group Page 80 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department that all open cases are to receive some form of supplement every 10 working days. The Unit Lieutenant assures that open case review with each investigator is made every ten days and that those open cases continue to have workable leads or that the Department is awaiting response from a third party (bank, credit card company, etc.). (3) Unit Case Management Is Well Defined and Procedurally Provides Direction for Case Screening for Solvability and Priority of Assignment, and Case Review of Open Case. Case management practices are an important component of investigative operations. The Department's current approach to investigative case management procedurally provides excellent direction for case -screening by the Unit Lieutenant for incident solvability, prioritization, computerized case tracking and final case disposition. The Lieutenant electronically reviews all cases generated by the Department for potential active follow-up assignment. A solvability rating is employed for each case as follows: 1 = Suspect apprehended or positively identified. 2 = Substantial leads ad / or witnesses, with some probability of identifying the suspect or recovering property. 3 = No witnesses or investigative leads Note: "inactive status" as displayed in previous tables does not have a relationship to solvability or priority rating in this section. Those cases with a positive solvability rating are then given a "Priority Status Code" rating and forwarded by hard copy to the appropriate investigator. Priority ratings are as follows: 1 = Highest Priority: Requires immediate attention — in custody, serious injury, significant property loss with chance of recovery. Matrix Consulting Group Page 81 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r, 2 = Medium Priority: Requires attention within three days — suspect identification, property may be recovered. 3 = Low Priority: Requires contact with the victim / complainant within seven days. These case there are no leads or anticipation of solving the case. These cases are those listed as `inactive 1 or 2" in previous tables. Procedural case management directives developed by the SDPS dictate that the Unit Lieutenant will review the progress of open cases every 10 days until the case is disposed. Directives also dictate that case supplements are completed at least every 10 days outlining the progress made on each open case. In summary, case management and investigative expectation by type of crime are well documented. With the number of cases open, and their protracted term it appears that more attention could be given to the specific case management protocols set forth in the Investigative Unit Standard Operational Procedures. In particular, the project team recommends that the Lieutenant continue to ensure that staff close cases as soon as they are completed rather than stacking them for closure. Recommendation: The Investigative Unit should continue to utilize the SDPS directives as a way of enhancing case management. Specific issues include the closing of cases which are no longer being worked. (4) Field Services Should Develop a Procedure to Retain and Track Certain Follow-up Investigations. As indicated previously in this section, the Investigative Unit is responsible for the follow-up of all incident reports that, following case review, require additional follow-up or processing to bring the case to proper disposition. Patrol does not have a directive L that would identify certain incidents that by their very nature might be eligible for follow- up at the patrol level nor is there a process to track cases that might be retained for case closure or additional supplemental information omitted in the original report for i. Matrix Consulting Group Page 82 iL_ CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department follow-up. This same circumstance is also true for traffic accident investigations. Follow-up for traffic accidents are generally the responsibility of the Investigative Unit, however, recently the Traffic Team has assisted with the follow-up of "hit-and-run" accident investigation. The Traffic Team Supervisor reviews traffic accidents taken by Traffic Team members. Accidents taken by Patrol Officers are reviewed by Patrol Supervisors. Consideration should be given to providing Field Services an opportunity for investigative case retention at the conclusion of initial reports taken by Patrol and Traffic Officers. The following process is an example of what this system might look like. • All incident reports must be concluded in one of four ways with the initial report: Investigation in Progress •• The investigating officer, Patrol or Traffic, will complete the investigation and supplement the report. This includes cases where an arrest has been made but follow-up is required, (additional witness / victim contact, additional field evidence collection). •• Traffic should retain major injury / fatal accidents due to their trained expertise in accident investigation and reconstruction. Case Closed •• When an arrest has been made or citation issued and the case accepted or rejected by the Prosecuting Attorney's Office. •• After initial investigation (Patrol / Traffic) and appropriate follow-up it is determined that no offense has been committed (unfounded). •• The responsible has been given verbal or written warning. Investigation Suspended •• All investigative avenues for felony 2 / misdemeanor crimes have been exhausted, or the victim refused to cooperate, or the victim refuses to prosecute. Matrix Consulting Group Page 83 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Refer to the Investigations Unit •• In general all felony cases and all sex cases not closed by end of shift are referred to investigations. All others are retained by Patrol as "investigation in progress". •• Incidents, with supervisory approval, that require Patrol / Traffic Officers to leave the City for required follow-up. r • Patrol / Traffic Supervisors should develop and maintain an "Investigation in Progress / Correction Notice" central log. This log can be maintained as part of the "Case Tracking System" now in place or a "three part notice" as follows: Three part notice (Officer, Sergeants Central File, Officer's Supervisor) - The notice should be initiated by the supervisor authorizing the extended investigation in progress or the required correction, (information omitted from the report) to the original report that will take time beyond the end of shift. This typically would be the supervisor reviewing the initial report. The notice to specify when the supplement / report correction should be completed. This would typically be within two week. Extensions can be approved for extenuating circumstances. A specific Patrol supervisor should be designated to provide oversight to assure that investigation or correction has been completed. - Officer is to return the "notice" to the supervisor when the investigation or correction is completed. Transition to this alternative form of follow-up investigation should be gradual, with administrative oversight in terms of exactly what types of cases will be retained by Patrol for follow-up investigation. The impact could be significant when considering that Patrol could retain investigative responsibility for a percentage of the 442 (3 year average) theft reports and 60 simple assault reports that occur annually. Additionally, Patrol Officers would be in a position to refine investigative skills. The Traffic Safety Program through this centralized process will enjoy greater assurance of quality control. Matrix Consulting Group Page 84 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Recommendation: The Department should have patrol and traffic staff follow-up a greater proportion of certain minor crime cases which they initiate (e.g., minor thefts, DUI's, as well as traffic accidents). (5) Consideration Should Be Given to Employ a Civilian Investigative Aide to Replace one Sworn Investigator. The Investigative Unit now employees four sworn investigators and one Lieutenant, who is the Unit Manager (though an SRO is on temporary assignment and is handling cases). The Unit, now responsible for all Department follow-up investigations, does not have any clerical or para-professional non -sworn, (civilian) support. Investigators now spend time for each investigation performing tasks that are time consuming and yet do not require police credentials to perform. The investigative process includes tasks prior to initiating any "field work" related to background of a potential suspect and / or analysis of the offense. Then, after a suspect has been identified the investigator spends time conducting more clerical tasks that move into warrant preparation and document preparation for the district attorney and the courts. Using a civilian aide for these tasks would free investigators to accomplish tasks that do require the training, expertise, and certification of a sworn officer. The following is a sample of tasks that a "civilian aide" might perform to provide more "investigative" time for investigators. Most of these tasks are required by State mandated processes, CALEA accreditation, or the District Attorney: • Prepare paperwork for case filing with the District Attorney in adult and juvenile courts. • Searching internet databases in locating pawned stolen property, suspects, witnesses and victims. • Maintenance of internal databases for identity thefts, forgeries, and credit card abuses. Matrix Consulting Group Page 85 e' CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • Making State mandated verbal and written notifications to school districts on juvenile arrests. • Follow-up on applications for Crime Victim Compensation processing. • Making transcripts of interviews and coping videos for court presentation. r • Generating photo line-ups for witness viewing. • Processing Grand Jury subpoena requests for records • Submitting case reports to DPS on all DWI and DUI arrests for mandatory license tracking. • Assisting in documentation, collection, processing, computer logging, and packaging of evidence from crime scenes. • Locating surveillance videos, forged checks, forgery affidavits, back documents, phone records, credit records, etc. • Contact victims of crime on "no -lead" or lower solvability cases and to update victims on their case status on more significant crimes. • With training and as time permits investigate lower impact offenses, (harassment, identity thefts, credit card abuse, and forgeries. As displayed a non -sworn civilian aide's positive impact on the Investigative Unit would be substantial. Just the potential impact of handling cases referred to the Investigative Unit for required case "triage" for court or district attorney filings represents 25% of the cases referred to the Unit. Additionally, the Aide could serve as a resource to the Unit Lieutenant who now personally processes approximately 350 cases annually, allowing the Lieutenant to devote more time to investigative program management. Non -sworn, para-professional investigative support staff compensation typically is below the compensation range of sworn investigators. A Civilian Investigative Aide's Matrix Consulting Group Page 86 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department compensation, using City Compensation Range 302, would be approximately $52,551, compared to the salary and benefits for a Detective of $68,252. Recommendation: The Department of Public Safety should reduce Detective staffing by one (1) position and should replace this position with a non -sworn para-professional. This position should be assigned a wide range of support functions for the remaining Detectives. This change will save approximately $16,000 annually. 3. REVIEW OF TRAFFIC ENFORCEMENT Commitment of resources to traffic safety is largely a policy decision, based on the level of traffic safety problems in a community and the potential for deployment of traffic enforcement personnel and associated education programs to impact those problems. This section reviews the current traffic safety program performance of the Southlake Police Department and identifies issues associated with the lack of program "centralization" and resource allocation and utilization. Unlike evaluation of patrol staffing which focuses on balancing staff in the field with community generated demand for services, traffic safety is largely a "pro -active" program for which resources are directly related to the community's traffic enforcement targets. The Southlake Police Department Traffic Unit is currently comprised of six motorcycle positions — four officers, one corporal and one supervising sergeant. The team was formerly a ten member unit. All members serve as a "proactive enforcement" team with the primary function of vehicle code enforcement in personally selected targeted areas, areas of community traffic complaints and areas that generate high volume of accidents. Additionally, traffic officers are responsible for taking all traffic accident reports while on duty and providing special community traffic safety programs Matrix Consulting Group Page 87 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department such as "DWI", Seat Belt, Child Safety Seat, Red Light, and Speeding enforcement campaigns. As reflected in the following table the Traffic Unit was responsible for 61 % of the citations issued by the Department. Southlake DPS 2004 Traffic Citations (Source: Municipal Court) Element Number Percent Patrol Citations 6,420 39% Traffic Unit Citations 10,042 61 % Total Citations 16,462 100% The following table displays Department accident investigation activity for 2004. As reflected in the table the Traffic Team investigated only 44.6% of the major accidents and 51.1 % of all accidents in 2004. Southlake DPS 2004 Accident Investigations (Source: 2004 Officer Activity Report) Factor Traffic Team Percent Patrol Officers Percent Total Major Accident 87 44.6% 108 55.3% 195 Minor Accident 319 53.6% 281 46.8% 600 TOTAL 406 51.1 % 389 48.9% 795 The sections that follow review traffic enforcement program performance. (1) The Southlake Department of Public Safety's Current Traffic Enforcement Index Is Well Above Levels Generally Associated with Enforcement Program Effectiveness. Research conducted by the National Traffic Safety Institute and confirmed by additional research completed by traffic safety research organizations at Northwestern University and the University of California at Berkeley has indicated that there is a relationship between levels of and changes in citation volume and motor vehicle accident frequency. Based on this research, a measure of traffic enforcement effectiveness has been developed. This measure, termed the "Traffic Enforcement Matrix Consulting Group Page 88 k CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Index", compares citations for hazardous and moving traffic violations with injury accident frequency. The ratio is calculated as follow: Traffic Enforcement Index = Number Of Moving Citations Issued Number Of Injury Accidents The research has also indicated that the optimum effectiveness range for the traffic enforcement index is 30 to 45 (i.e., ratio of 30 moving citations issued for each injury accident which occurs in the community). The Enforcement Index is based on research that indicates that as hazardous moving citations increase, injury accidents decrease and the 30 to 40 ratio is the range in which enforcement activities have maximum impact. The table, which follows, shows the traffic enforcement index in Southlake for 2004 using the same information displayed in the previous two tables Traffic Enforcement Index Measure Traffic Patrol Total Hazardous and Moving Citations Issued 10,042 6,420 16,462 Number of Injury Accidents 87 108 195 Traffic Enforcement Index 84.4 As shown in the preceding table, the Traffic Enforcement Index for Southlake is 84.4, significantly higher than the 30 to 40 effectiveness range viewed as an optimum performance objective by traffic safety research organizations. This Index is among the highest ever observed by the project team. The project team did a short survey of "similar" communities, based on demographics, to compare the size of the traffic units in each department as well as the traffic enforcement index. Matrix Consulting Group Page 89 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department F City Traffic Officers Traffic citations/warnings in 2004 Injury accidents in 2004 Traffic Enforcement Index University Park 0 3,652 62 59 Colleyville 2 11,124 61 182 Hurst 3 8,619 344 25 Keller 4 11,557 322 36 Bedford 7 18,155 370 49 As shown above, with the exception of Colleyville (which only had total citations plus warnings information — thereby inflating their figures since they do not allow us to break out regulatory citations), Southlake has the highest traffic enforcement index. The high Enforcement Index with the traffic team accounting for 61 % of the 16,462 citations suggests that the team is certainly adequately staffed. Additionally, the Team with an average of five members when considering authorized leave for the six members in 2004, issued a total of 11,576 hazardous, regulatory, and warning citations. This equates to approximately 1.1 citations / warnings issued per hour. Survey of "Best Practices" looks for dedicated traffic enforcement personnel to average at least one citizen contact or citation for each duty hour. Recommendation: The Department should examine its citation policies and utilize alternative methods to promote traffic safety, including warnings, visibility in high hazard areas. (2) Traffic Enforcement Officers Are Not Deployed Completely Consistent With Accident Frequency. Traffic enforcement officers should be deployed and on duty at times that coincide with traffic collision frequency. The project team has previously noted that the Unit is effective at tracking critical data. However, this information is not currently utilized for making deployment decisions. r k_ Matrix Consulting Group Page 90 �s CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Using information presented in the "Traffic Accident Register — 2004", traffic accident frequency and Traffic Officer deployment is presented in the following table. Traffic Collision Frequency / Traffic Officer Deployment Factor Mon. Tue. Wed. Thurs. Fri. Sat. Sun Total Accidents 84 95 100 115 84 70 52 600 Percent of Total 14.9% 15.8% 16.6% 19.2% 14% 11.6% 8.8% 100% Traffic Officers Deployed 3 6 6 6 3 0 0 Percent of Officers Deployed 50% 100% 100% 100% 50% 0% 0% As displayed, traffic officers are not deployed according to accident frequency by day of week. As reflected in previous tables the traffic team as deployed took 51.1 % of all total accidents with patrol taking 48.9% (almost one-half) of accidents in 2004. Additionally, 108 accidents, (18%) of the 600 accidents logged in the 2004 Traffic Accident Register were after 6:00 P.M. at night. Because traffic personnel are scheduled to work only until 5:00 P.M., accident investigation assignments are not typically assigned in the last duty hour due to the potential for overtime. Modifying the work schedules to work until 8:00 P.M. would reduce the number of traffic accidents not available to be taken by Traffic Team personnel from 108 (18%) to 64, (10.7%). This would reduce the number of accidents taken by patrol officers from the current high level of 48.9%. Recommendation: The Department should alter Traffic Team deployments and schedules to better match them to accidents and traffic activity. Modify hours worked by Traffic Team staff to 7:00 A.M. to 8:00 P.M. Monday through Friday. (3) The Traffic Safety Program Should Be More Centralized in Terms of Report Review, Data Collection / Entry, and Specific Day to Day Program Management. Department "day to day" traffic safety program management is not specifically with the Traffic Team Sergeant. The Traffic Sergeant, who reports to the Patrol Matrix Consulting Group Page 91 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Lieutenant, provides direct supervision only for members of the traffic team and their work product. Traffic accident reports generated by patrol officers are reviewed by patrol supervisors. With this current policy the Traffic Sergeant reviews only 51.1 % of traffic accidents occurring in the City. This impedes the Traffic Supervisor's ability to identify accident causing violations by type, by location, and by time of day and day of week for 48.9% of the accidents that occur. Additionally, the Investigations Unit now is responsible for completing the follow-up on traffic accidents such as "hit and run G accidents". A byproduct of this "decentralization" of the traffic safety program adds to inconsistency in reporting as reflected in the following table. Inconsistent Reporting — Traffic Accidents Citations 2004 Minor Major I Total Citations Total Source Accidents Accidents Accidents Haz /Reg Citations 2004 Annual Report 794 197 991 N/A 16,499 2004 December Activity Report 610 205 815 12,651 /9,961 22612 2004 Traffic Accident Register N/A N/A 600 N/A N/A Profile — 2004 Officer / Traffic Activity (Pages 24 / 25) 600 195 795 12,831/9,754 22,585 With centralization of the day to day management of the Traffic Safety Program, the Traffic Sergeant would be responsible for the review of all traffic accident reports generated by the Department. The Sergeant would: • Provide a focal point of traffic accident report quality control. • Provide structure and process for traffic accident report follow-up and potential assignment to Traffic Team personnel all of whom have received training in traffic accident reconstruction and analysis. • Provide direction for Traffic Team and Patrol deployment for traffic related incidents. Matrix Consulting Group Page 92 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • Provide centralized approval for traffic related data entry and retrieval. Recommendation: Centralize the day to day traffic safety program management to the Traffic Team Sergeant. (4) The Traffic Enforcement Unit Should Be Reduced in Size to Enable Patrol and PSO's Make Better Use of Available Proactive Time. The Matrix Consulting Group's analysis of available proactive time has shown that the levels in Patrol are beyond that which is typically targeted in a suburban community such as Southlake. The project team has made the recommendation that the Patrol force be utilized to address traffic issues and that the high levels of proactive time be considered in light of the proactive time also available in the Traffic Enforcement unit. The Matrix Consulting Group makes the following points: • Patrol in Southlake enjoys proactive time in excess of 65% during most times of the day, well above the 50% level typically targeted for a high service level. • The Traffic Enforcement Unit represents an additional investment in mostly proactive time which should also be taken into consideration. • Many of the enforcement and investigatory roles handled by the Traffic Enforcement Unit could be handled by Officers and PSO's assigned to Patrol. • Selective / special enforcement and more complicated accident investigation / reconstruction is better handled in a dedicated unit. • The Unit should be available during peak days / periods of traffic accident activity, as recommended above. However, the unit does not need to be of its current composition and size to achieve the objective of having at least one motorcycle unit on duty from 0700 — 2000 Monday through Friday. The analysis is shown, in the table which follows: Matrix Consulting Group Page 93 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Hour Hourly Target 0700 1.00 0800 1.00 0900 1.00 1000 1.00 1100 1.00 1200 1.00 1300 1.00 1400 1.00 1500 1.00 1600 1.00 1700 1.00 1800 1.00 1900 1.00 2000 1.00 Officers/DayOfficers/Day 2.00 Officer Availability 81 % Offices Required 2.47 Officers Required (Rounded) 3.00 • The unit does not require two supervisors when staffing of the unit is reduced to this level. The project team recommends that the unit maintain its Sergeant position but that the Corporal position be eliminated. These recommendations will reduce the authorized complement to a total of four positions from the current authorized complement of 10, as follows: Position Authorized Recommended Variance Sergeant 1 1 - Corporal 1 - (1) Police Officer 6 3 3 Total 10 4 4 The salary savings associated with this change in staffing is shown, below: Position Recommended Variance Salary / Benefits Cost / (Savings) Sergeant 0 $86,000 $0 Corporal (1) $80,000 ($80,000) Police Officer (3) $70,000 ($210,000) Total $290,000 L. I Matrix Consulting Group Page 94 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department This analysis shows that making these changes in the staffing of the Traffic Enforcement unit, coupled with making better use of the proactive time in Patrol will enable the SDPS to maintain its currently high levels of traffic enforcement and to reduce expenditures in the Department by approximately $290,000 annually. Note that the number of authorized position shown in the budget for Traffic is comprised of eight (8) Police Officers (not the six shown above). However, two of these positions have been transferred to Patrol (and are captured in our analyses there), reducing the effective authorized complement to six in Traffic. Recommendation: The Traffic Enforcement Unit should be reduced in authorized strength by a total of six positions to a new total of four positions (one Sergeant and three Officers). The resulting salary savings from this change will be approximately $290,000 annually. 4. PROPERTY AND EVIDENCE CONTROL COMPLIES WITH CONTEMPORARY INDUSTRY STANDARDS. The Property and Evidence function is an efficient and contemporary operation with one non -sworn property and evidence officer who maintain a strict procedurally driven, (Criminal Investigations Standard Operating Procedure — Sections 114.) computer driven "bar-code" measures for receipt, handling, security, disposition of property and property room inventory / audit schedule. The property locker is contemporary in terms of being alarmed, having adequate refrigeration, bio-hazard and flammable storage, appropriate areas to book property, and specific storage for property that by their very nature require extra protection, security and handling precautions such as money, precious metals, jewelry, firearms and narcotics. The project team identified two major issues which should be addressed by the SDPS and the City: Matrix Consulting Group Page 95 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • The property locker at the Carroll Avenue facility does not have fire sprinklers. • The computer hardware and peripherals assigned in the evidence unit are quite old (and are in fact hand-me-downs). The laptop computer used to maintain the inventory is more than 10 years old and should be replaced. The cost of this upgrade is estimated to be approximately $5,000. Recommendation: include fire sprinklers as part of future facility plans for the property locker. Provide for new computers and peripheral devices for the evidence facility — this cost is estimated at $5,000. 5. THE COMMUNITY SERVICES OFFICER PROVIDES CRIME PREVENTION PROGRAMMING AND OTHER SUPPORT SERVICES FOR THE DEPARTMENT. The Community Services Officer in the SDPS provides crime prevention, programming and other support services for Police Services and for the Department as a whole. This is currently staffed by a sworn Police Officer. The types of activities to which this position is dedicated include the following: • Public Safety Citizens' Academy — this includes fire, EMS and police services training for interested citizens. • Neighborhood Watch group support and implementation. • Coordinates the Victim's Compensation and support programs. • Conducts various crime prevention programs including security surveys for homes and businesses, loss / theft prevention programs for area businesses, car seat installation checks, etc. • Coordinates the volunteer program for citizens interested in working with the SDPS in some capacity. The Matrix Consulting Group believes that it is important for the City to have a dedicated Community Services Officer position. However, the experience of many other departments throughout the country is that it is not necessary for this position to a sworn officer (as opposed to a civilian). The rationale for this conclusion is as follows: Matrix Consulting Group Page 96 L- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department The position is not responsible for providing direct law enforcement services which would require the weapons or the specific peace officer skills and training required of a police officer. The CSO's primary roles include education and interaction with victims and the wider community, security surveys, background checks and death notifications. These tasks do not require that the position be sworn. • Conducting security surveys and other in -public programs does not require a sworn presence either. These roles are often handled by trained and qualified civilians in other departments. The Matrix Consulting Group believes that the City of Southlake could offer these programs more cost effectively by shifting to a civilian Community Services Officer. A paraprofessional (such as an FSO) would cost the City approximately $51,733 in salary and benefits (2004 levels) compared to almost $60,000 for the average Police Officer (non -specialty). This is a savings of approximately $8,300 annually. Recommendation: Consider making the CSO position a civilian position, eliminating the sworn police officer position assigned currently. This would result in no impact operationally to the programs and would result in annual savings of at least $8,300. 6. REVIEW OF POLICIES AND PROCEDURES IN THE POLICE SERVICES DIVISION SHOW THAT THEY ARE CURRENT, COMPREHENSIVE, CONTEMPORARY WITH INDUSTRY STANDARDS, AND WELL DEFINED. Standing directives of the Southlake DPS affecting law enforcement policy, procedure, conduct, and rules and regulations are a product of the CALEA accreditation process and managed generally by the Professional Standards Section Lieutenant. The following table summarizes some of the more important policies and procedures. Matrix Consulting Group Page 97 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r Definition Description General Order Directives addressing rules, regulations, policy, and procedures of a timeless duration. General Orders Manual Manual contains all of the information above. It is intended for general dissemination and knowledge. All Department members receive this information. Directives affecting only a specific segment of the organization, or a statement of procedure regarding a special circumstance or event Special Orders generally of a temporary nature. Special Orders typically become General Orders. Special Orders are disseminated to all Department Personnel Standard Operating These manuals provide employees with specific instructions on how to Procedure Manuals handle routine daily tasks. A directive addressing a special or temporary circumstance or event that Executive Order requires immediate dissemination. Policy A directive that is a broad statement of Department principles that characterize the framework for the development of procedures, rules and regulations. Personnel Orders Announcement of changes in status of personnel, such as promotions or transfers Rules / Regulations Specific guidelines to which all employees adhere. As can be determined from the cursory review presented in the previous table, The Department has well defined and thorough management technologies in place to guide employee performance and conduct. All Department staff receive an "up-to-date" hard copy of the General Order manual at time of employment and also a "compact disk" version of the Manual annually with appropriate updates. These updates are also available on-line from any SDPS computer terminal. Employees are responsible for maintaining their written manuals with current information. A review of policies and procedures that represent "high liability" exposure to the Department and City such as use of force, escalation of force, weapons training, vehicle pursuit guidelines, and hostile work environment (sexual harassment) guidelines are in place and contemporary. r Matrix Consulting Group Page 98 iu CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 5. ANALYSIS OF DISPATCH AND SUPPORT FUNCTIONS This chapter focuses on the delivery of dispatch and other support services in the Department of Public Safety. 1. ASSESSMENT OF THE MANAGEMENT OF EMERGENCY COMMUNICATIONS SERVICES. This section addresses staffing, operational, and facilities issues in Southlake DPS Emergency Communications. (1) Southlake Should Pursue a Partnership with Neighboring Communities to Fund a Regional or Multi -City Dispatch Center. There are several approaches which can be used to assess the staffing needs of a public safety communications center serving individual or regional areas. These approaches include the following: • Methods which are based on comparisons with other agencies. These methods are inconsistent because the workload, technology and service level requirements vary tremendously among agencies. • Approaches which are based on staffing a targeted number of "fixed posts" allocated on a functional basis (e.g. call taker, law enforcement radio, fire / rescue radio, etc.). These approaches are unsound because they do not tie staffing to actual workload. The Matrix Consulting Group used a quantitative process for assessing communications staffing needs based on actual workloads in the existing communications centers. The paragraphs below summarize this approach, its assumptions and the time standards used. • As an analytical starting point, there are relationships among communications center workloads that are relatively constant from one agency to another and in a single agency over time. These workload relationships include measuring calls by type such as: Matrix Consulting Group Page 99 r- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r- The total number of telephone calls received in a communications center expressed on a "per incident" or "per call for service" basis. The total number of radio transmissions handled in a communications center expressed on a "per incident" or "per call for service" basis. The total number of other workloads handled and expressed on a "per incident" or "per call for service" basis. • Since most agencies do not track individual work elements of a communications center, such as the number of transmissions, and since virtually no agency consistently measures the time taken for each task, standards are borrowed from other agencies and verified, where data exists, against workloads handled in the dispatch centers. • These standards were developed by the project team and others using detailed time and task studies of communications centers nationwide. These communications centers incorporated state of art CAD technology and provided service to both law enforcement and fire / rescue agencies and emergency medical dispatch (EMD). • Since police and fire calls for service are typically counted consistently by most agencies, these communications "standards" are converted on the basis of total minutes of workload per call for service. • More specifically, estimates of total communications center police and fire workloads (including not only calls for service related workloads, but also workloads associated with self -initiated and administrative activities) are expressed as a ratio of time per call for service. These time standards include the following: - For each law enforcement call for service, the equivalent of 8.9 minutes of call, self -initiated and administrative related communications workloads are allocated. This includes time estimates of radio, telephone, record check and administrative tasks. The 8.9 minutes is comprised of the following elements: •• 130 seconds are allocated to process a service request (citizen generated call for service) and transfer to a radio dispatcher. This standard incorporates the fact that multiple calls can be generated by the same incident and that administrative / business calls are handled by staff in the communications center. Matrix Consulting Group Page 100 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department •• 327 seconds of total radio transmissions related activity expressed on a "per call for service" basis -- including call -related and officer initiated field workloads and administrative transmissions. •• 13 seconds are allocated for record checks via the teletype -- expressed on a "per call for service" basis. •• 64 seconds are allocated for other tasks associated with the dispatch center (administrative, record -keeping, other activities). For each fire, emergency medical and service related incident, the equivalent of 8.2 minutes of call and administrative workloads are allocated. This includes time estimates of radio, telephone and administrative tasks. The 8.2 minutes is comprised of the following elements: •• 120 seconds are allocated to process service requests and to transfer the call to a fire / rescue dispatcher. This standard incorporates the fact that multiple calls can be generated by the same incident and that administrative / business calls are handled by staff in the communications center. This includes time accounting for Emergency Medical Dispatch (EMD). •• 372 seconds are allocated to radio transmissions -- this is also expressed on a "per call for service" basis. These time standards are then applied against known or estimated call for service workloads handled by the dispatch center. Call for service counts are distributed on a time of day basis and multiplied by the time standards described above (i.e., 8.2 minutes per call for fire / rescue and 8.9 minutes per call for law enforcement). This calculation yields total average communications workloads on a time of day and day of week basis. In addition, the project team has included a factor to account for the other communications workload handled by the agencies in the region. This factor is equivalent to 2% of total calls for service for all agencies. Finally, to arrive at the number of dispatch center staff required to handle these workloads, a critical assumption needs to be made regarding the levels of productivity desired. An allowance needs to be made regarding the proportion of time which is desirable to have a dispatcher actually involved in call handling, radio transmission and related workloads. There are several reasons why direct task allocation should not be 100% of available time, including: Dispatch centers which have relatively high utilization levels tend to "burn out" staff leading to high turnover and use of sick leave, disability, etc. Matrix Consulting Group Page 101 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Communications centers which have relatively high utilization levels experience "queuing" problems in which responses to incoming calls are delayed because of the number of calls or field units handled. Quality begins to suffer because dispatchers are cutting calls and radio transmissions short. This impacts service to field units and the public. The project team used a task -loading factor of 30 minutes of actual call/radio activity per dispatch personnel per hour. The basis of this assumption is that one-half of every working hour should be used for direct communications workloads. This 30- minute factor is divided into the hourly workload amount in the dispatch center. Using this approach, the project team determined staffing needs within the dispatch center. This calculation is shown below. Hour Fire Calls Police Calls Avg./Hour/Day Workload (Min.) Staff Needed 0000 45 378 1.2 10.31 0.34 0100 20 223 0.7 5.93 0.20 0200 20 235 0.7 6.22 0.21 0300 17 181 0.5 4.83 0.16 0400 23 177 0.5 4.88 0.16 0500 22 256 0.8 6.78 0.23 0600 1 30 309 0.9 8.27 0.28 0700 74 571 1.8 15.73 0.52 0800 84 714 2.2 19.46 0.65 0900 94 675 2.1 18.75 0.63 1000 95 703 2.2 19.46 0.65 1100 ill 664 2.1 18.90 0.63 1200 98 746 2.3 20.58 0.69 1300 82 706 2.2 19.21 0.64 1400 120 717 2.3 20.41 0.68 1500 90 758 2.3 20.68 0.69 1600 96 714 2.2 19.75 0.66 1700 ill 720 2.3 20.26 0.68 1800 99 820 2.5 22.41 0.75 1900 89 670 2.1 18.51 0.62 2000 75 600 1.8 16.46 0.55 2100 60 519 1.6 14.12 0.47 2200 42 520 1.5 13.70 0.46 2300 35 382 1.1 10.17 0.34 Total 1,632 12,958 40.0 355.76 r- k- Matrix Consulting Group Page 102 k_, CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department As shown above, at any given time throughout the day, one or a fraction of one dispatcher is required to handle the call volume. As a practical matter, an additional person is needed to provide back up in the event of multiple calls for service, meal breaks, etc. However, the analysis shown above also indicates that dispatchers are not utilized highly in this function. As a result, dispatchers have been given additional tasks such as handling the discharge of prisoners, entering warrants, and filing arrest packets with the District Attorney. The limited workload as suggests an opportunity for an alternative such as a regional dispatch center. Because of the high costs of maintaining the communications infrastructure (radio network, CAD system, etc.) and the limited workload, Southlake should consider partnering with neighboring communities (with similar workloads, e.g. Keller) to fund a multi -city of regional dispatch center. This would reduce the cost of providing emergency communications to the City of Southlake. However it would also create the practical problem of monitoring inmates at the holding facility. Southlake could consider contracting out holding of arrestees to another city, or partnering with neighboring communities to fund a joint holding center. It should be recognized, however, that there are major issues to be considered in prior to a successful regionalization could be accomplished. These include the following: • The operation of the region's small police department -based jails and holding facilities are integrally related to the delivery of dispatch. Often, the dispatchers are providing for the monitoring of detainees, processing paperwork for their booking and release and assisting with other aspects of this service. Any consolidation would also need to take this issue into account. Matrix Consulting Group Page 103 r_ CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • The consolidation of dispatch will not likely be successful unless the region's city managers take an active and direct role in evaluating this issue. The interest in maintaining local control regardless of cost issues is often too strong at the departmental (police and fire) level to be overcome without such strong leadership. • Communities will also need to consider issues such as how their records units function and are staffed, how these unit provide for 24-hour (or less) access to the police facility for records, reports, directions, etc. • In many dispatch centers, the staff also serve as the switchboard and after-hours point of contact for the entire City. This issue would need to be addressed as part of any consolidation. Recommendation: The Department and the City of Southlake should pursue options to evaluate the feasibility of regionalizing the delivery of emergency communications dispatch and also jail holding. The potential costs / savings of these alternatives are largely dependent on the partner communities with which the City is able to participate. It should be noted that even a partnership with one other community could result in significant savings for the City. (2) Dispatch Protocols Should Be Modified to Allow Dispatch of Closest Available Officer or PSO. During the course of its collection of departmental information, the project team found that dispatch protocols are not set up to dispatch the closest available unit. This becomes an issue with the dispatching of PSOs who are not assigned permanent districts to patrol. Currently, PSOs are assigned to Fire and EMS calls based on their unit number, not their location. As a result, one unit may be dispatched to a call when another unit is closer. In practice, officers often inform dispatch that they are closer and in those situations the closer unit will respond. However, this approach is cumbersome and causes unnecessary delays in dispatching the closest unit. This issue will become even more important if the City moves towards integrating police officers into the delivery of emergency medical services. Matrix Consulting Group Page 104 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department (3) Dispatch Facilities Are Not Adequate For Emergency Communications. The use of facilities will be addressed by the project team in a separate chapter. However, it should be noted that the existing facilities where communicators work are not conducive to effective operations, nor do they provide generally acceptable working conditions. The dispatch center is currently located at the East Facility adjacent to Building Services and lacks adequate facility size, windows, air circulation and other factors. 2. SCHOOL RESOURCES OFFICERS ARE ASSIGNED TO MIDDLE AND HIGH SCHOOLS IN THE CITY. THE CITY SHOULD PURSUE JOINT FUNDING WITH THE CISD FOR THESE POSITIONS. The Southlake Department of Public Safety assigns a Sergeant and three Police Officers to serve as school resource officers (SRO's) in the CISD middle and high schools. These positions are responsible for providing a law enforcement presence within the schools on a daily basis. This increasingly common approach in law enforcement has a number of benefits for the community: • Provides for immediate law enforcement for youth generated issues. • Improved discipline within the school. • Provides for improved relations between community youth and the Police Department. • Improved intelligence on youth and family related issues in the community. • Improved relationships between the schools and the City. One issue that the City of Southlake should consider is the funding of the School Resource Officers. At this time, 100% of the funding for this program is from City taxes (Crime Control District) rather than school revenues. Consideration should be given to shifting a portion (50% if often the split) of the cost for this program to the school Matrix Consulting Group Page 105 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department revenues. The resulting savings to the City's revenue sources would be approximately $148,000 per year. Recommendation: The City of Southlake should pursue the 50% funding of the School Resource Officer program. This would result in $148,000 savings from F City revenue sources while the program continued. E, 3. FIELD SERVICES OFFICER PROVIDES ANIMAL CONTROL AND OTHER KEY SERVICES THAT WOULD OTHERWISE HAVE TO BE HANDLED BY SWORN PERSONNEL. DO NOT EXPAND THE PROGRAM AT THIS TIME. The Department of Public Safety employs a single Field Services Officer (FSO) position. This position is deployed Monday — Friday during routine business hours. The primary duties assigned to this individual include the following: • Responding to and handling animal control complaints. This includes capturing animals, identifying their owner if possible and delivering animals to the shelter operated by the City of Grapevine. • Responding, with Officers or PSO's to traffic accidents. In this capacity the FSO provides additional traffic warning devices, traffic control and general assistance. While the FSO program is an excellent concept, it would be impractical to expand the program at this time. There is insufficient workload to be handled by the SDPS to justify splitting some calls off for handling by an additional FSO. It would also be impractical, given the "public safety" program and the geography of the community, to reduce sworn staffing in Patrol in favor of one or more additional FSO's. The SDPS should explore the possibility of taking some complaints via telephone through the dispatch center. However, this is also impractical given the current physical plant and would also simply be a diversion of workload from the underutilized sworn workforce in favor of additional (and therefore more expensive) non -sworn personnel. The FSO classification could be utilized as a way of providing a less -expensive uniformed Matrix Consulting Group Page 106 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department presence in the Town Square for 8 — 16 hours a day should the decision be made to staff it as a stand-alone "zone." Recommendation: Continue to maintain the single FSO position. Do not expand the program at this time given the limited workload and underutilization of sworn positions. Consider the implementation of such a position if the City determines that it is important to provide a staff presence in the Town Square after the current round of expansion. 4. THE WARRANT OFFICER The Warrant Officer position is responsible for providing service in the City Court (as a Bailiff) and for serving warrants issued primarily by the City but also by Tarrant County. The Matrix Consulting Group considered the workload reported by the Warrant Officer in 2004 and evaluated this workload by assigning assumptions for the time it takes to complete each task. Reported workloads are summarized in the table, which follows: Activity Number Time Hours Total Time Prisoner Transports 24 2.00 48.00 Warrant Calls 472 0.25 118.00 Warrant Arrests, City 121 2.50 302.50 Warrant Arrests, County 16 2.50 40.00 Warrant Service Attempts 400 0.50 200.00 Bailiff Hours 321.5 N/A 321.50 Summons Served 50 0.50 25.00 Total Hours 1,055.00 Scheduled Hours 2,080.00 Net Availability 80.7% Available Hours 1,678.56 Utilization 62.9% While this analysis shows the Warrants Officer dedicated at a 63% level on these primary functions, reported workloads captured by the Department do not adequately encapsulate all of the responsibilities of this position. The following points should be made regarding the wider range of duties of the warrant officer: Matrix Consulting Group Page 107 r CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • The Warrant Officer has quartermaster duties including purchasing of equipment and uniforms, dissemination of these items, as well as obtaining bids for these items. The Warrant Officer handles citizen complaints regarding citations and other department matters. • The Warrant Officer is required to make trips outside of the City that often require extended amounts of time. These trips are for service of warrants and arrests. As a result of evaluating the wider range of responsibilities of this position, the use and dedication of the Warrant Officer is appropriate. Matrix Consulting Group Page 108 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 6. ANALYSIS OF THE APPROACH TO PUBLIC SAFETY This chapter focuses on an assessment of the options available to the City of Southlake for enhancing the delivery of services using the Public Safety program. This analysis is not intended to be a full fledged feasibility study of the public safety concept, but rather, is focused on improving the effectiveness and efficiency of the public safety concept as implemented in the City. 1. DESCRIPTION OF THE PUBLIC SAFETY CONCEPT IN SERVICE DELIVERY. The notion of public safety itself varies greatly across departments and therefore it is important to illustrate differences in form. A "public safety" department is one in which there is some degree of integration of police and fire services. This integration may range from separate departments that share a single administrator or department head to a fully integrated department composed of cross -trained officers who function in both police and fire roles in a single shift. One form of public safety is administrative consolidation. This form essentially consolidates the administrative functions of the police and fire departments. One public safety director provides generally direction and supervision to both police and fire which allows for more efficient coordination of large scale emergency incidents and reduced administrative overhead cost. However, line and supervisory personnel are not cross - trained. Another form of public safety is the fully integrated model. This public safety department model utilizes cross -trained personnel to provide Fire, EMS, and Police services for a community. In this model, police officers are trained as firefighters, and in Matrix Consulting Group Page 109 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department some cases as EMTs, and are either rotated from patrol duties to fire and EMS duties or are assigned to one or the other. The daily rotation model is used by Highland Park, Texas where all personnel are rotated during their 24-hour shifts between Police, Fire and EMS and a "sleep" portion of the day. F Yet another form of public safety is the partially integrated model. The term "partially integrated" or "hybrid" is used to describe agencies that have dedicated police and fire personnel, but use a pool of cross -trained staff to supplement resources during times of need. For example, a department may have dedicated police and fire staff which are not cross -trained, but will use public safety officers who are both police officers and firefighters, and generally have at least EMT certification, to assist with fire calls or serious emergency medical incidents. This is the case in the City of Southlake. 2. DESCRIPTION OF THE CURRENT APPROACH TO PUBLIC SAFETY IN SOUTHLAKE. Public Safety Officers (PSO's) function as both patrol officers and firefighters/EMTs (although 4 have paramedic certification) within the Department of Public Safety. PSO's work 12-hour shifts and work the same shift schedule as patrol officers. Ideally, Public Safety Officers are assigned as rovers when working a patrol shift, which allows them to response quickly to fire and EMS incidents. The PSO concept provides additional resources to Fire Services during fire and EMS incidents. The following points describe the deployment of staff in Fire and Police Services: Patrol personnel work a 12-hour shift and are assigned to one of four shifts: Days 1, Days 2, Nights 1, or Nights 2. Day shifts are from 6 a.m. to 6 p.m. while night shifts are from 6 p.m. to 6 a.m. Patrol shifts work a 2 on, 2 off, 2 on 2 off, 3 on, 2 off schedule which allows each shift to have every other weekend off. Traffic officers work a 4 day per week schedule with 10 hour days that begin at 7 a.m. and end at 5:00 p.m. Officers are assigned different days off to ensure k_ �y Matrix Consulting Group Page 110 C. CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department coverage Monday through Friday. Traffic officers do not work weekends, except for irregular shifts in the summer, or during high traffic events. PSOs are assigned to patrol shifts and work the same schedule as patrol officers. However, PSOs assigned to day shift, work a 12-hour fire duty shift every 4t" day to allow for fire training and exposure to fire and EMS workload. PSOs rotate between day and night shifts every six months. • Firefighters work a 24 hour shift with one day on and two days off. As described in this report, this approach functions relatively effectively. However, there are a number of issues that challenge the efficiency of this model in Southlake. The next section discusses issues associated with the current approach. 3. ISSUES WITH THE CURRENT SERVICE DELIVERY MODEL. Due to the unique nature of the Department's approach to public safety, a number of issues arise in day to day operations. Many of these issues have to do with how PSO's are deployed while others have to do with the lack of clearly defined roles and responsibilities for PSO's. The table, below discusses each of these issues: Issues with Current Approach to Public Safety in Southlake Issue Discussion Generally high levels of proactive time. As discussed previously, average proactive time levels are approximately 70%. This means that 70% of the time, patrol officers and PSOs, are not responding to calls. Given this high level of proactive time, the need for a traffic unit is questionable. Lack of consistency in availability of PSOs to either Because PSOs are relied upon for minimum police or fire. staffing approximately 50% of the time in patrol, fire personnel are not certain that they will have a PSO during their regular rotation into fire. In addition, if a PSO is used as minimum staffing and assigned to a district, they may not be able to respond to a fire or EMS call if they are tied up on a call. Matrix Consulting Group Page 111 r CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Issue Discussion PSOs are not always responding quicker than a fire A PSO unit is the first unit to reach the scene of unit to an EMS or fire incident. an EMS or fire incident approximately 55% of the time. This may be due to assignment, taking a report or handling a police call, etc. Lack of clear definition of roles of PSO when During those instances when a PSO reaches responding to an EMS or fire incident. the scene of an emergency medical or fire incident before the responding engine or medic unit, the PSOs primary responsibilities are not clear. On EMS calls, a PSO is responsible for initiating patient care. However, if the PSO is only EMT certified, they may wait for a paramedic to initiate patient care. On a fire call, it is not clear what the role awaiting instruction from a company officer. Lack of training evolutions that focus specifically on There are no standard procedures for initial initial responsibilities of PSO at a Fire or EMS responsibilities of a PSO to a fire or EMS call. incident. Because of the inconsistency in availability of PSO to Fire, performing company evolutions and other training exercises is difficult to plan. Lack of communication / cooperation between Because Police and Fire at any given time may Police and Fire Services. need PSOs for minimum staffing, there is no incentive to share resources. This leads to competition, and poor communications between Police and Fire. The current approach to public safety in Southlake has several operational inefficiencies. The next section discusses alternatives to this approach. 4. ANALYSIS OF THE OPTIONS TO PUBLIC SAFETY SERVICE DELIVERY The project team has identified two alternative approaches to the public safety concept which are shown in the table on the following page. These alternatives range from minor modifications to the deployment of staff to significant organizational changes. For each alternative, a description of the change is provided and a discussion of the costs and benefits of each. In addition, an organization chart follows the table which depicts the changes in Alternative 2. r f- L-J Matrix Consulting Group Page 112 O co co j LU Y O 0 L' y 0 ty) C :,I O U > C U a) U am) Cn 4- CL O CD M fC4 N U -O C 0. C O C O 2C'C C O O > O C.)a c Mco as ca °4� ac z ° .- O O° O O a N N U a) E U Ov ca fQ yLi.• C_ 0 Co N go 7aE a) _ U C U = N +•aJ a) c L M -O ` >, � O 2W °cQ U2 E w () E C ca O O a) C C O C Qcc �0a�E ohm c O. 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C> rnd YU RY. am-OO:°`o°m cca�p°,°°w0Wm SE `mom y cps ALL a f) \/ / / \ )\ ) 2 ( _ 3 - > ; )\ ® / & \) / }u A } , 6 � 7 u e �u .! 7 » ) )\ 3 aA } \§ ! \Q � ) a k 2 � - a ju2 q o � /k a A kk ° b 0) tv 7- § &\ ° �2 J� � CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department As shown above, there are essentially two modifications that can be made to improve the public safety program. The first alternative calls for redeployment of PSOs evenly across shifts, requiring that the closest police officer respond to EMS incidents, and utilizing PSOs as traffic officers. The second alternative calls for the same changes plus a reorganization of the Department into a Field Services Unit and an Administrative/Support Unit. Under this approach Police and Fire are no longer separate divisions which, under the current system, causes them to compete for the PSO resources. Both alternatives could improve the overall level of service provided by the Department. However, the second alternative improves the overall management of the Public Safety Program. In addition to the operational impacts discussed above, the two alternatives have the following fiscal impacts, as shown in the table below. Alternative Fiscal Impact Alternative #1: Deployment and operational Under this approach, both PSO's and Police modifications, with no re -organization Officers respond to EMS calls which may require additional training. This additional cost is estimated to be minimal since officers are already receiving first responder training. Additional defibrillators may need to be purchased (only PSO and the Sgt. Car currently have one). Typical costs for defibrillators are $1,500 to $5,000. 6 defibrillators @ $ 2,500 = $15,000 If PSOs are used as primary traffic officers, six traffic officer positions can be eliminated (per the analysis of the unit). Costs savings would be ($430,000). Total Cost/Savings: ($415,000) Matrix Consulting Group Page 115 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Alternative Fiscal Impact Alternative #2: Deployment and operational Under this approach, Police Officers respond to modifications, with re -organization EMS calls which may require additional training. This additional cost is estimated to be minimal since officers are already receiving first responder training. Additional defibrillators may need to be purchased (only PSO and the Sgt. Car currently have one). Typical costs for defibrillators are $1,500 to $5,000. 6 defibrillators @ $ 2,500 = $15,000 If PSOs are used as primary traffic officers, six traffic officer positions can be eliminated (per the analysis of the unit). Costs savings would be ($430,000). Total Cost/Savings: ($415,000) Reorganization will be cost neutral since there are current 2 Chiefs positions (Fire and Police) which can be used to fund the Field Operations Commander and Administrative/Support Services Commander positions. As shown above, both alternatives result in cost savings of $415,000 since six traffic positions are eliminated. Due to the improved management and oversight of the PSO program under the second alternative, the project team recommends that the Department be reorganized. Recommendation: Reorganize the Department of Public Safety as shown in Alternative #2. The fiscal impact of this alternative is a net savings of $415,000 per year and improves the efficiency and effectiveness of the current public safety program utilized by the Department. 5. OTHER STEPS SHOULD BE TAKEN TO IMPROVE THE EFFECTIVENESS OF THE PUBLIC SAFETY PROGRAM. In the preceding section the project team recommended several major changes to the approach to implementing the "public safety" concept in the City of Southlake. These recommendations included some changes in the command staff organization as Matrix Consulting Group Page 116 i.1 CITY OF S0UTHLAKE, TEXAS Management Study of the Public Safety Department well as the reduction in size of the traffic enforcement unit and shifting of this responsibility to the Public Officers and Police Officers in Patrol. By shifting the traffic enforcement duties to the Public Safety Officers, the City will achieve the following clear benefits: • Reduction in size of the Traffic Enforcement unit resulting in annual savings to the City of more than $430,000 compared to authorized strength. • Improved utilization of Public Safety Officers and Police Officers by expanding their involvement in traffic enforcement in place of the traffic enforcement unit. • Improved flexibility in response for the Public Safety Officers (since their primary law enforcement roles will become traffic enforcement and providing back-up and secondary response they should be more free to response to medical and fire emergencies). In order to address the final point, above, and several other issues identified by the project team about the implementation of "public safety" the project team recommends the following changes: • Re -deploy the Public Safety Officers so that there are three (3) assigned to each of the four platoons. • Set minimum staffing for Public Safety Officers at two per shift. • Re -deploy Police Officers between the shifts to assign an equal number between each of the four shifts. Set minimum staffing for Police Officers at four per shift (this should include the Corporal if the Sergeant is also on -duty with the shift and can include a PSO if there are three on duty that shift). • Discontinue the practice of assigning PSO's to the fire stations for their full shift. Rather, focus their time in Patrol, but utilize their assignment as rovers / traffic enforcement to make them free for fire training on a daily basis (one or all of the PSO's could be freed for fire training each day without impacting the SDPS's ability to respond to calls for service because there would still be at least four Police Officers assigned to patrol). • Address the special nature of the Public Safety Officers in the policies and procedures of the SDPS. Specific examples include the following: Matrix Consulting Group Page 117 r- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department - Maintaining the PSO's as a proactive force within Patrol. In this role they should concentrate on proactive enforcement activities (traffic, etc.) and should be used as back-up or as second call for calls for service. - Using the PSO's as rovers — assigning one of them north and south in the City for example. - Designate specific roles for the PSO's and Police Officers on the responses to EMS calls. - Designate specific roles and responsibilities for the PSO's when they respond to fire calls for service. While none of these changes will impact the cost of operations, they will improve the implementation of the "public safety" concept by the SDPS. Recommendation: The SDPS should redeploy both PSO's and Police Officers so that they are equally distributed on each of the four shifts. At the same time, the SDPS should set a minimum of two PSO's and four Officers (or three and one Corporal) per shift to improve the operation of the program. Matrix Consulting Group Page 118 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 7. ASSESSMENT OF BUILDING SERVICES This chapter presents an analysis of Building Services including an analysis of the following issues: • The co -location of development services for the City of Southlake. • The organizational location of Building Services within the Public Safety Department. • The use of an automated permit information system. • The process utilized for reviewing building plans. • The processes utilized for code enforcement. The chapter opens with an analysis of the feasibility of a one -stop shop for development services. 1. THE BUILDING SERVICES DIVISION SHOULD BE CO -LOCATED WITH OTHER DEVELOPMENT SERVICES. At present, the Building Services Division is located at 667 North Carroll Avenue, at little less than one mile from City Hall where the Planning Department is located. There are a number of advantages to co -locating this Division with the Planning Department. • Improved advice and information services for customers. A dedicated one - stop shop service has the following advantages in the provision of advice and information to customers: Customers have easier access to information about the different approvals and reviews required by the City and about controls exercised by other departments. — It can provide a good opportunity to advertise for the city to assure that the city is effectively selling the advantages of economic development in Southlake. Matrix Consulting Group Page 119 r- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department — The employees who staff the information service gain greater job satisfaction from providing a more comprehensive service to the public. — Monitoring and quality assurance of information provided to customers is easier to manage if staff that is co -located delivers the service. • Improved convenience for the customer for pre -application advice. The co - location of the Planning Department and the Building Services Division can provide benefits to the City and to the customer for pre -application advice. Better quality applications that are more straightforward and quicker to process. — The resolution of potential problems in the relationship between the Planning Department and the Building Services Division and the avoidance of possible public objections to the proposal. Savings in time and money for the developer by avoiding the need to change plans at an advanced stage, and for the city by avoiding the need to process such changes. Good quality information at an early stage for all parties, enabling issues and problems to be addressed sooner rather than later. — A more responsive service delivery by the City. Improved understanding and working relationships between the Planning Department and the Building Services Division. • Improved efficiency and effectiveness. For simpler types of development, customers may be able to obtain approval for their permit applications at Town Hall without having to travel to other locations. This makes the city easier to do business with. • Improved communication between the Planning Department and the Building Services Division. Co -location of these two units will enhance communication between the Planning Department and the Building Services Division. Staff in these two units will be better informed. The new ways of working together would likely result in an increase in face-to-face interaction, that will enhance communication. • Cities report a change of culture as a result of introducing the one -stop . shop approach. Creating a more cooperative and customer -oriented approach to work is just as important as formal procedures in making the one -stop shop work. Co -locating development services has the beneficial effect on working r- Matrix Consulting Group Page 120 L, CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department relationships, job satisfaction and service standards. Common aspects of the culture change included: — Staff becoming more aware of the economic realities of economic development and of the competition or potential competition with other cities. As a result, they became more appreciative of the importance of high standards of customer service; — The team approach created a sense of ownership by the team of the whole development process, rather than a personal and professional responsibility for a specific aspect of it, that leads to a more determined effort to co-operate to find a solution to any problems which were identified; and Staff became more proactive and was more prepared to make themselves more accessible to customers. However, the conflicting objectives of having staff available to provide advice to customers at the counter, and of allowing staff time to work without interruption, remains a difficult management issue in many cities. Employee job satisfaction. A widely remarked result of the one stop shop approach has been an increase in job satisfaction for staff. The satisfaction comes from the removal of the hassle by co -locating development services and the development of improved procedures for the customer. Better understanding between the Planning Department and the Building Services Division. Cities that have co -located development services have commented on the value of a better understanding of others' work. This stemmed from the exchange of information about procedures and particular cases, which also enabled staff in one unit to develop a better working relationship with staff in the other unit. Customer satisfaction. Cities that have co -located development services believe that they had improved relationship with developers, which showed in better co-operation, less confusion and fewer misunderstandings. As a result of an improved understanding of the role and work of staff, developers had more confidence in their process. Some cities have found that developers contacted the authority at a much earlier stage in the planning of a project. The cities that have installed one -stop shops also thought that the one -stop shop had generally enhanced the image of the city. Matrix Consulting Group Page 121 V_ CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department The experience of cities and developers is that well -established, user-friendly services are a factor in developers' decisions about where to locate their projects. One - stop shop services could help an authority to attract and retain investment. It should be noted that the City of Southlake has designed an intentionally comprehensive development review process. The current process is intended to ensure that design standards, building quality, life safety and other key issues are considered in all development in the City. The recommendation for co -location is intended to make it easier for staff and customers like to achieve the City's objectives. The City of Southlake should examine the feasibility of co -locating Building Services Division staff with the Planning Department. This may not be possible to accomplish at the current location of Planning in Town Hall. Implementation of this recommendation could require re -allocation of space within Town Hall among a number of functions or use of alternative space. It is also important to note that there are other development review functions (landscape design, engineering) which should also be considered in a 'community development' approach to these services. A thorough review of this issue should be undertaken by the City. Recommendation: The Building Services Division should be co -located with the Planning Department. Consideration of the other development review services should be conducted. 2. THE BUILDING SERVICES DIVISION SHOULD BE REASSIGNED AS A DIVISION OF THE PLANNING DEPARTMENT. Using organizational structure to solve problems is not always an effective solution. Reorganizations often occur for the wrong reasons, and do not address the fundamental problems. The best organizational structure for development services for Southlake needs to consider the direction the City wishes to go with these services. f Matrix Consulting Group Page 122 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department This direction is identified in the City's 2025 Plan Vision Statement. The vision statement is that "Southlake will continue to enhance its status as a desirable, attractive, safe, healthy, fiscally sound community with quality neighborhoods, while maintaining a high standard of living, learning, shopping, working, recreation, and open spaces. Southlake will continue to be a vibrant community that epitomizes both economic and environmental sustainability." There are a number of objectives within the 2025 Plan that would encourage a close working relationship between the Building Services Division and the Planning Department. Two examples are provided below. • "Encourage the maintenance of existing neighborhoods in order to preserve property values and a sense of place." Since Code Enforcement is located within the Building Services Division and is responsible for enforcement of the zoning ordinance, a close working relationship between the Building Services Division and the Planning Department is critical. • "Facilitate housing products that are consistent with Southlake's vision for quality neighborhoods which emphasize design details for homes, streets, open spaces, recreational amenities, etc." Since the Planning Department does not plan check residential building permits for zoning compliance or compliance with design guidelines, a close working relationship with the Building Services Division is essential to assure that the staff of that Division look beyond the building codes to housing products that are consistent with Southlake's vision for quality neighborhoods. While the existing organizational structure that places the Building Services Division in the Public Safety Department may not prevent the City's from achieving these goals, it may hinder the City's ability. This arrangement places a number of limitations on the development review process of the City of Southlake. These limitations are presented in the paragraphs below: • Under the current plan of organization, the City Manager is responsible for coordinating the services provided by the Building Services Division and the Planning Department. This includes linking together key development services that cut across these organizational lines or resolving disagreements between these organizational units over such issues as conditions of approval. Matrix Consulting Group Page 123 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Yet the City Manager has little time to dedicate to this day-to-day coordinating role given other demands on her time. The organizational structure for development review is not clearly aligned with the City's strategy in the 2025 Plan. The vision of the City, as identified in the 2025 Plan contain a number of challenges for the City. The existing organizational structure is not aligned with that strategy. Yet, the location of Code Enforcement in the Building Services Division and the lack of involvement of the Planning Department in the residential plan check process could present obstacles to the City's ability to effectively address these challenges. The existing organizational structure is not driving the behaviors and actions of staff. Economic development is a top priority of the City; this is clearly identified in the 2025 Plan. Economic development requires that the City be easy for the customer to do business with. The organizational structure and the development processes utilized by the City do not facilitate easy to do business with interactions with the City. For example: — The Building Services Division does not provide over-the-counter plan checking for any plans, including those types of simple plans that require plan checking such as minor tenant improvements. While the City has set goals for cycle times for completing plan checking of commercial building permit plans, there is no methodology in place at present to actually report actual cycle times versus the goals. Based upon interviews, timeliness is apparently an issue. Building permit applications are not checked at the front counter at submittal for completeness to reduce the extent of incomplete submittals that must be subsequently returned to the applicant. Accountability for the development review process rests with the City Manager. No other manager — not a department head nor a division head — is wholly accountable for the management of the development review process. The organizational structure for development services is unnecessarily complex. There a multiplicity of departments involved in the development review process. It is not possible to "work the system" quickly and easily. The organizational structure for development services consists of silos. The organizational structure utilized for development services is made up of different departments or "silos" each with a role in the development review process. Those parts of the municipal organization assigned responsibility for Matrix Consulting Group Page 124 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department development review are not clearly linked to support each other, except at the level of the City Manager. The question needs to be asked, "who is managing the white spaces between the departments involved in the development review process?" In other words, who is managing the entire permit process? The answer is the City Manager. The City Manager is the only manager in the City of Southlake to whom all of the departments involved in the development review process report to. Yet it is extremely unrealistic to expect, given the other demands on. the time and energy of the City Manager, that the City Manager will be able to meet the day-to-day demands of managing the development review process. The project team recommends that the Assistant Director for Building Services position in the Department of Public Safety by eliminated. The Planning Department is authorized nine staff. This includes a Planning Director, three Senior Planners, Planner, Administrative Secretary, Office Assistant and two Senior GIS Analysts. With three senior level professionals — the three Senior Planners — the span of control of the Planning Director should not be extended with the additional demand of supervising the Building Official. The savings from this are estimated at more than $150,000 in salary and budgets. Recommendation: The Building Services Division should be reassigned as a division of the Planning Department. This will save more than $150,000 annually. 3. THE CITY SHOULD ACQUIRE AN AUTOMATED PERMIT INFORMATION SYSTEM. The Building Services Division does not utilize an automated permit information system. The Division lacks the technology to monitor and manage cycle times, to enable customers to monitor the processing of their application on-line using the Matrix Consulting Group Page 125 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Internet, to enable customers to schedule inspections at any time of the day using IVR technology, to enable customers to obtain simple building permits on-line using the Internet, etc. This places the City of Southlake at a competitive disadvantage with other cities in the Metroplex such as Denton, Fort Worth, Desoto, Frisco, Greenville, Irving, Keller, etc. The lack of an automated information system generates several issues that prevent management from providing responsive development services and holding their f staff accountable. These issues are summarized in the sections below. (1) The Lack of an Automated Permit Information System Prevents the City from Using Technology to Enhance the Provision of Service to Their Customers. There are a number of cities in the Metroplex that are beginning to utilize technology to better serve their customers. Automating the permit process opens the door for customer self-service. Simple e-permitting capabilities allow citizens and businesses to use the Internet to check the status of their permit application. The use of standard Web development technologies and relational databases make permit information available through the Internet. Interactive Voice Response (IVR) technology integrates with an existing telephone system to provide telephone access to permit information. Other simple e-permitting capabilities include applying for permits online and automating field inspections. Simple online permitting functionality also includes the ability to apply for and receive over-the-counter permits from a Web site such as reproofs, hot water tank change outs, furnace replacements, etc. These permits do not require plan submittals or comprehensive reviews; therefore, this functionality is Matrix Consulting Group Page 126 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department relatively easy to implement. Forms processing, e-mail, credit card processing, and electronic data exchange are the technologies that support online issuance of over-the- counter permits. Online issuance of more complex permits typically follows implementation of simple online permitting and digital inspections. This functionality builds upon the core components of the permit system and uses electronic plan submission, electronic data exchange, and digital signature technologies. (2) The Lack of an Automated Permit Information System Impedes the Ability of the City to Manage the Permitting Processes. The existing collection of automated and manual information systems do not allow managers to track the amount of time taken by the divisions to complete plan checks. Complex permits often have to be routed to several individuals at various divisions within a city. Automating the permit process means that the permit will not sit on a desk too long or get misplaced as it is being reviewed. The system itself operates according to business tasks and rules defined by the city using automated workflow systems. Automated workflow systems encompass role/relationship definition, security, auditing, and tracking capabilities. Users have the ability to know who has taken what actions and where a particular task is in a sequence of steps. In addition, the system may have the ability to effectively archive required data and recreate representations of data. Managers and permit staff use automated workflow to track a variety of documents, plans and attachments associated with a permit or development application. External customers do not usually access the agency's workflow system. Matrix Consulting Group Page 127 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department (3) The Lack of an Automated Permit Information System Hinders the Ability of the City to Work Collaboratively with Developers. A city may host collaborative web tools on their own web site using the automated permit information system. Both city employees and external permit participants from the design and building community work together via electronic communication to share documents. A password is required to enter the Web site, but it can be accessed from any computer. Architects, consultants, developers, and contractors use this tool to participate with city officials on complex projects involving a large number of plans and details. The City should acquire an automated permit information system. Important goals that should be considered by the City in acquiring this system are presented below. • Reduce paper to the greatest extent possible, utilizing electronic digital media to capture and store images and documents. • Streamline and automate processes so that the process is more efficient for architects, developers, plan checkers, planners, engineers, and inspectors so they can speed results without sacrificing quality or safety. • Increase the available range of information that customers and the public can access electronically, any time of day, and at the customer's convenience by using cost-effective, Internet -based technologies to accommodate as many applicants as possible. • Eliminate the necessity for customers to come to Town Hall by creating a "virtual Town Hall." • Reduce the time required for the plan check process. • Create intuitive, simple, and effective tools that require minimal training and technical knowledge to operate. • Integrate data management tools with Web technologies and document management. • Improve communication between staff and applicants. L. L_ Matrix Consulting Group Page128 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • Facilitate collaboration, integration, and cooperation among officials, businesses, designers, and contractors. • Provide 24/7 access to up-to-date information. The system should serve a number of purposes including the following: • Tracking of the process for issuance of discretionary permits, the building permits, and the final map permits including description, application type, dates, bond tracking, etc. • Tracking permit and license application and issuance. • Automatically calculate and track fees and cashiering. • Scheduling of inspections and tracking of inspections. • Generation of certificate of occupancies. • Land (parcel), building, and occupancy tracking. • Bond/trust accounting. • Fire prevention company inspections, and state -mandated inspections. • Business tracking and licensing. • Zoning enforcement and complaint tracking. The automated permitting information system should be capable of being integrated with other systems and technologies including the following: • An Integrated Voice Response system for scheduling of inspections. • ARC View geographic information system. • The automated finance system utilized by the City. The cost of the system, in terms of hardware, software, installation assistance, and training, should approximate $75,000 - $85,000 (this is for the CRW system utilized by other Metroplex communities). Matrix Consulting Group Page 129 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Recommendation: The City of Southlake should acquire an automated permit processing package. The estimated cost of this package is between $75,000 - $85,000. 4. THE PROCESS USED FOR PLAN CHECKING OF BUILDING PERMIT PLANS SHOULD BE MODIFIED. The Building Services Division does not provide over-the-counter plan checking for simple building permits that require plan checking such as minor tenant improvements, minor residential remodels that do not involve structural calculations, etc. The Division is not ensuring that building permit plan submittals at the counter to assure the submittals are complete before accepting the applications. The Division lacks a time management system to manage the cycle times for plan checking, (1) Utilize Checklists at the Front Counter to Assure the Building Permit Plans Are Complete at Submittal. The checklists would be utilized is to focus the effort and attention of the Division staff at the counter on the application to assure it meets all the requirements of local ordinances and State laws. These checklists would specify what the applicant must submit in order for Building Services to accept the plan for plan checking. The staff of the Building Services Division would complete a checklist for each application. The intent is to verify that the criteria against which projects will be evaluated have been met while the applicant is still at the front counter. Recommendation: Check building permit plan applications at submittal at the counter for completeness before accepting the application. Publish the application checklists to the Building Services Division web site. (2) Establish a Time Management System to Improve Control over the Length of Time Required for Processing Building Permit Plan Checking. The length of time taken to process building permit plans cannot be managed or L� Matrix Consulting Group Page 130 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department controlled in any meaningful way unless certain conditions exist: • Targets are set for the length of time each organizational unit should take to process building permit plans. • Actual processing times are systematically collected and monitored. • On -going processing time performance is visible to management. The City of Southlake has already set targets or cycle times for the length of time for building permit plan checking: 10 working days for commercial plan checking and 5 working days for residential plan checking. Other tools for an effective time management system have not been met. Actual processing times are not collected. On -going processing time is not visible to management. The steps that should be taken for addressing these issues are presented in the sections below. • Refine the targets for the length of time to process building permit plans. These refined targets should include a number of features: The targets need to be differentiated according to the type of plan being processed and its complexity. The target for processing a plan for a single family remodel should be different than a plan for a new single family dwelling. The targets should be differentiated according to whether the plan check is the first review, or a recheck of a revised plan. These targets should be designed to enable the City Manager's Office to hold each organizational unit involved in the plan checking process accountable for the length of time the unit takes to review and approve plans • Utilize the automated permit information system to assure the status of each plan is readily visible. This system should be used to make visible the amount of calendar time required to check building permit plans and enable an easy comparison with targets for processing these plans. The specific objectives related to the system include: To establish a process whereby specific calendar data targets are set for each building permit plan. Matrix Consulting Group Page 131 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department To generate data sufficient to assess the performance of each unit (Planning, Fire, Building, Engineering) in comparison to those targets. To enable feedback to the City Manager when plan checking exceeds targets. Major elements of the system are as follows: The Building Services Division would enter the appropriate data for processing each building permit plan including the divisions to which the plan is distributed, the date of distribution, and the due dates (it doesn't do so at present). The Division would enter the actual date the plans are returned by all units after completing the plan check. The Chief Building Official — on a weekly basis — would access the system to determine which plans are still being checked and exceed the targets. The Division would utilize the automated system to generate reports regarding actual processing time versus targets. The automated permit information system should be the tool which the Division utilizes to manage the plan check process and assure the time required to process building permit plans consistently meet target. • The Chief Building Official should be given both the authority and the responsibility to interface with other organizational units to resolve delays in processing building permit plans. This interface should include the following elements: Work scheduling of the review of building permit plans by the various organizational units. - Negotiation of the timing and priorities for review of building permit plans by the various organizational units involved in commenting and analyzing the plans. Problem solving related to the processing of plans. This authority and responsibility should be clearly spelled out to other organizational units involved in processing building permit plans by the City Manager. • Develop a monthly reporting system to report actual performance in rd 41. Matrix Consulting Group Page132 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department processing plans against targets. Once performance targets have been established and problems with logging of turnaround dates resolved, monthly reports should be developed for reporting the actual time required to plan check building permit plans versus the targets. The information contained in this report would be used for several purposes: To identify where processing delays are occurring, in what step of the process, and the organizational unit responsible. To trigger questions regarding the causes of the delays so that corrective action can be taken. To provide a more reliable and readily available record on what happened to each building permit plan. It should be underscored that the time management system proposed is not intended to replace the responsibility and accountability of staff in other organizational units who actually process the building permit plans. The system should be designed only to provide important and more accurate, comprehensive and uniform information regarding processing building permit plans. Without this information, it is virtually impossible to control the processing of these building permit plans. Recommendation: The City should establish a time management system for building permit plan checking refining the existing cycle time objectives and utilizing the automated permit information system to monitor and manage compliance with the cycle time objectives. (3) Implement an Express Stop Permit Center. The response time for building permit plans can be further improved for small projects with the use of an express stop permit center. This is a process utilized by a number of cities in which staff from Building Services conducts a building permit plan check of small projects on a "same day" basis. The projects that could be considered for this express plan check include one-story additions and interior alterations to single- family homes, interior alterations to office, commercial, and research uses of less than Matrix Consulting Group Page 133 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 3,000 square feet, industrial uses of less than 5,000 square feet, as well as pools, decks, fences, patio covers, and other accessory structures. The City should set an objective for completing the express plan check within "same day" service. The existing level of staffing within the Building Services Division does not allow the provision of this service. • The DPS Assistant/Cashier functions as the casher for all of the Public Safety Department, issuance of "no plan check" building permits on an overflow basis, as the administrator for alarm permits, and answers the aggressive driver hot line. In addition, the provision of this service is not a clerical function. • The Building Operations Assistant issues "no plan check" permits, functions as the payroll clerk for the Division, issued certificates of occupancy, and answers questions at the front counter. • The three staff allocated to building inspection are experiencing peak inspection workload based upon a review of inspection logs (although the Building Inspection Supervisor should function as a working supervisor and carry a greater proportion of the inspection workload). An additional position would be required to provide this service. Recommendation: Implement an Express Stop Permit Center. Authorize a Plans Examiner to provide over-the-counter plan checking. The cost for this position is estimated to be approximately $65,000. 5. THE PROCESSES UTILIZED FOR CODE ENFORCEMENT SHOULD BE MODIFIED. Code Enforcement provides an excellent level of service. More specifically, for the three month period from February 1, 2005 until April 30, 2005: • 55% of the code enforcement complaints were proactive or complaints that were initiated by the Code Enforcement Officers; • 78% of the citizen initiated complaints received a response from the Code Enforcement Officers the same day the complaint is received; and • The average time in calendar days required to close a case was 8.4 days with a median of 3 calendar days. l_ Matrix Consulting Group Page 134 L_y CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department These are excellent levels of service that are far better than the levels of service reported by the International City/County Management Association. The level of service reported by the International City Managers Association (ICMA) in the FY 2000 ICMA Center for Performance Measurement, in terms of the median number of days reported by cities from case initiation to voluntary compliance, was 21 calendar days. Recommendation: The processes utilized by Code Enforcement should be streamlined for residents or business owners that prove unresponsive to citations, and that the tool set used by Code Enforcement be updated. (1) Utilize Standard Administrative Citations and the Building Board of Appeals to Expedite Compliance. Code Enforcement should utilize administrative tools and processes for obtaining more timely compliance. At present, Code Enforcement is compelled to utilize a lengthy criminal process to obtain compliance from residents or business owners that refuse to comply with notices of violation. This can increase the time period significantly. The project team recommends that Code Enforcement utilize administrative citations more frequently for those residents or business owners that refuse to comply with notices of violation. This should include administrative citation orders, daily financial penalties, with a due process hearing by the Building Board of Appeals. When individuals fail to comply, the City should enforce the personal obligations by placing a lien against the personal property or then filing criminal misdemeanor charges. Recommendation: Code Enforcement should utilize administrative citations with daily financial penalties to obtain more timely compliance by residents or business owners that refuse to comply with notices of violation, and utilize the Building Board of Appeals to provide a due process appeal mechanism. (2) Selected Ordinances That Code Enforcement Utilizes Need to Be Updated. Code Enforcement Officers rely on ordinances that in some instances are difficult Matrix Consulting Group Page 135 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department to interpret and in one instance does not comply with State law. More specifically: • The sign ordinances have been changed frequently. It is difficult for the Code Enforcement Officers to identify violations given these changes. • The junk vehicle ordinance refers to a State traffic code that has been changed. The local ordinance should be changed to match the State. Recommendation: The Planning Department should provide training to Code Enforcement Officers in the interpretation of the zoning and the sign ordinance. The junk vehicle ordinance should be modified to conform to the State law. i Matrix Consulting Group Page 136 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 8. SPACE NEEDS ANALYSIS FOR PUBLIC SAFETY This chapter discusses issues associated with the Department's current facilities and specifically the alternative of an additional North Facility as plans are currently underway to build a new combined police and fire facility at the intersection of North White's Chapel and Dove Street. This chapter focuses on Departmental space needs as well as the utilization of existing space at both the East and West facilities. 1. DPS FACILITY NEEDS ASSESSMENT The project team was asked to evaluate the current utilization of space at both the East and West DPS facilities as well as the need for a North facility. The processes utilized during the facilities needs assessment were extensive, as described in the points below: • Interviews were conducted with City management, Department of Public Safety management, and other key staff, as appropriate. The purpose of these meetings was to develop and understanding of the Department of Public Safety's objectives in this project, perceived issues associated with Department facilities, particularly administrative and operational space needs, as well as facility development opportunities and constraints. • The project team inventoried available space at the East Facility, West Facility, as well as the space needs assessment prepared for design of the North Facility. • Through interview and data collection, as well as discussions with key City managers and Department staff, the project team identified department operations and service needs. This included the identification of issues associated with space allocation and facilities based on space standards utilized by the project team. • The project team applied space standards to numbers of staff to project basic space requirements by function. Throughout this process, the project team met with key staff members from the City as well as the Department of Public Safety to review products associated with the Matrix Consulting Group Page 137 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department development of this report. The sections that follow present the details regarding the development of current space inventory, the development of required space, and f related assumptions. The focus of the facilities space needs assessment was on the improved utilization of available space at the West Facility while mitigating the impacts on police and fire operations. The first section, below describes current available and utilized space at both the East and West Facilities. (1) Existing Space Inventory I As part of facilities needs assessment portion of the study, the Matrix Consulting Group collected data for Department facilities in order to document the amount and utilization of space. This included the following: • Developed a facility inventory survey instrument in order to document the use of space, size of space, etc. • Reviewed site plans used by the contracts in constructing the West Facility and renovating the East Facility. • Conducted site operational evaluations. • Provided space inventory to Southlake City management and Department of Public Safety staff for review. • Compared space inventory and allocation to space standardized utilized by the Department. The building inventory provides Southlake with a document that outlines the current programmatic space utilized by functions of the Department of Public Safety. Police administrative and operational functions, DPS Support Administration, Fire Administration, and Fire operations are currently housed at the East Facility, while fire operations, the traffic unit, community services, and training are currently housed at the West facility. `_- Matrix Consulting Group Page 138 y� CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department The table below presents the total size of the East and West Facilities. Please note the project team's space measurements did not include circulation space (i.e. hallways, common areas, etc.) and therefore this space was estimated and adjusted to reflect total space measurements. Southlake Department of Public Safety Inventory of Facilities Facility Total Square Footage East 14,376 West 15,979 The next step was to develop estimate of total space needs for the Department using space standards. (2) Department Wide Space Needs Assessment The Matrix Consulting Group developed space standards, which reflect the net square feet assigned to a specific functions (e.g., staff, support, and specialized space). Additionally, space standards were applied to similar functions (e.g., same position title, etc.). The space standards developed by the Matrix Consulting Group reflect assignable square feet. These include the area of individual space or workstation. These standards do not include the following: • Major vertical penetrations (such as stairs, elevator shafts, flues, pipe shafts, ducts, as well as atria, light wells, and other penetrations above the finished floor); • Floor common areas (such as janitorial closets, corridors, and mechanical spaces that serve only the tenants of a particular floor); • Building common areas (such as mechanical rooms, equipment rooms, and the like that serve all the tenants of a building); • Internal circulation or that portion of an assignable area necessary for circulation through the space. Matrix Consulting Group Page 139 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department f-. These space standards reflect the net square feet of that space that is a measure of: (a) the internal space of an enclosed area such as a private office that specifically excludes all walls, windows, columns; or (b) the actual footprint of a unit of furniture or equipment such as modular workstation. Measures of equipment net square feet also include space required for equipment access and use. The net square feet for a file cabinet would include the footprint of the file cabinet and the space to accommodate extending drawers and standing space for a person to open and close the drawer. The space standard titles relate a type of workspace with an employee category (such as management, supervising professional, working professional, etc.). While in most cases, there is congruency between space standard titles and personnel categories, there may be some inconsistencies depending upon the function. This is particularly applicable to Inspectors who both do the majority of their work in the field but also handle administrative matters in the office. G (3) Development of Space Standards The range of responsibilities of the staff within the Fire Department impacts the space requirements for each of these staff. With this in mind, a variety of office and workstation layouts have been categorized by position type ranging from the Fire Chief to clerical positions. In addition to the standard offices and workstations, a variety of support spaces were specified for planning purposes. These include conference rooms, reception areas, and various forms of filing, record storage, and office supply storage. Department Head/Manager 140 - 252 NSF The department head and managers are responsible for the work of subordinates as well as their own diverse tasks. The workspace varies with the role of the manager, its function, and the need for contact with members of other departments. In general, Matrix Consulting Group Page 140 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department persons in these positions require frequent and confidential meetings within their workspace and often require a high degree of concentration to perform their tasks. Supervising Professional 120 NSF The Supervising Professional is responsible for the work of a group of co-workers and sometimes support staff. He or she requires regular contact with other members of their unit. Often, these persons perform the same tasks as working professionals with additional responsibilities for scheduling, time budgeting, public / client contact, and review of work. Small meetings with co-workers are likely to occur frequently but irregularly. The need for concentration and confidentiality remains high. Working Professional 96 —108 NSF The responsibilities of a Working Professional vary from one area to the next, but generally the individual requires a workspace conducive to concentrated work and / or confidential meetings with clients. Resources materials are regularly used and current files must be conveniently located (usually within workspace). Access to support staff and spaces is important and proximity to the supervisor is generally desirable. Clerical Supervisor 96 NSF Clerical Supervisors oversee support service personnel and manage routine office needs. The workspace should allow for frequent but irregular contact with subordinates as well as limited visual surveillance into clerical workstations. Confidentiality is rarely an issue except for staff reviews, which can take place in a more private setting. The need for concentration varies with each task. Clerical 64 NSF Clerical staff provides support services for specific individuals or may be pooled to serve groups of professionals. Some clerical staff are responsible for screening visitors to a department either at counters or at their workstations. They may also screen telephone calls. The need for confidentiality is rare and only occasionally is deep concentration required to perform a task. However, the noise generated from telephones and other equipment can hinder the work of others. Screening and acoustical treatment, as well as sound masking (music) can help minimize sound transmission and distractions. Reception Area 20 NSF The reception area includes a waiting area where visitors may sit comfortably and await appointments. The standard that was utilized was 20 square feet per visitor. Matrix Consulting Group Page 141 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r_ Conference Rooms 120 — 360 NSF Different size conference / meeting rooms are necessary to meet the needs of various departments. Most departments require only small group meetings while others may need to assemble as many as 10 persons or more at a time. As a general rule, 20 square feet per person is planned when accommodating persons seated at a table. Additional seating around the periphery of the room can be accommodated in less space per person. Storage Storage requirements have been determined using the following parameters: • Open shelving per linear foot 0.5 SF • One vertical size file cabinet (18"X28" with access area) 6.0 SF • One lateral file cabinet (18"X36" with access area) 14.0 SF • One flat file (3'X4' with access area) 35.0 SF • General storage As Needed • Open shelving for 240 legal size files per linear foot, six shelves high 3.5 SF Copy Area/Supply Room 120 NSF This area would serve as a copy room as well as a room to store office supplies and a fax machine. Bathrooms The number of employees determines the size of the bathrooms. 65 SF is planned for every 10 employees. New and remodeled toilet rooms must be handicap accessible. The minimum size for a handicapped bathroom is 40 SF. Using the standards identified above, the project team calculated the amount of space needed given the functions of the Department of Public Safety. The chart, on the following page, shows the break down of needed space by Division. L_ Matrix Consulting Group Page 142 L CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Southlake DPS - Space Needs Assessment DIVISION Number I Space Standard Space Needed Police Services Director of Public Safety 1 196 196 Administrative Secretary 1 96 96 Reception 1 185 185 Public Safety Training Coordinator 1 140 140 Professional Standards Coordinator 1 140 140 Records & Budget Administrator 1 102 102 Management Analyst 1 102 102 Police Records Supervisor 1 102 102 Administrative Secretary (Professional Standards and Training) 1 102 102 Property & Evidence Officer 1 102 102 Chief of Police 1 196 196 Office Assistant 1 64 64 CID Lieutenant 1 140 140 Interview Room 1 108 108 Interview Room Small 1 80 80 Field Services Officer 1 102 102 Administrative Sergeant 1 120 120 Detective 4 102 408 Warrant Officer 1 102 102 Community Service Officer 1 102 102 Sergeant - School Resources 1 140 140 School Resource Officer 1 102 102 Patrol Lieutenant 1 140 140 Patrol Sergeant (one shift) 1 120 120 Traffic Sergeant (one shift) 1 120 120 Officer Report Writing 2 192 192 Evidence Room 1 750 750 Lab 1 1 200 200 Holding Cells 5 81 405 Processing 1 126 126 Briefing Room 1 650 650 Computer Room 1 100 100 Police Records Storage 1 240 240 Copy Room/Miscellaneous Supplies 1 200 200 Miscellaneous Storage 1 400 400 Armory 1 220 220 Restrooms 4 65 260 Locker and Showers 1,000 1,000 Net Square Feet 7,814 Circulation @ 15% 1,379 Total Space Needed — Police 9,193 Matrix Consulting Group Page 143 r- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r Fire Services Fire Chief 1 196 196 Captain 1 140 140 Fire Marshal 1 140 140 Fire Inspector 1 102 102 Fire Lieutenant (one shift) 1 120 120 En ineer/FF/Paramedic - report writing 2 96 192 Apparatus Bays & Storage 2 3,600 7,200 Day Room 2 400 800 Workout room 2 400 800 Sleeping Areas 2 734 1,468 Restrooms 2 65 130 Showers and Lockers 2 250 500 Copy/Supply Room 1 120 120 Net Square Feet 11,908 Circulation @ 15% excludes apparatus room 831 Total Space Needed — Fire 12,739 Building Services Chief of Admin Services 1 196 196 Divisional Assistant 1 96 96 Cashier Area / Lobby 1 50 50 Chief Building Official 1 140 140 Inspections Supervisor 1 120 120 Code Enforcement Officer 2 102 204 Inspector 2 102 204 Plans Examiner 2 102 204 Plans Room 1 200 200 Copy Room / Supply Room 1 120 120 Storage 1 250 250 Net Square Feet 1,784 Circulation @ 15% 314 Total Building 2,099 Training Room / Emergency Operations Center 1 5001 500 Dispatch Dispatch Supervisor 1 120 120 Dispatch Consoles 3 80 240 Restrooms 2 65 130 Rest / Break Area 1 150 150 Computer / Supply Room 1 200 200 Net Square Feet 988 Circulation @ 15% 148 Dispatch Total 1 1 1,136 Total Space Needed 25,667 The following points highlight the information above: Matrix Consulting Group Page 144 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Police Services needs approximately 9,193 square feet of space to house operations and administration. • Fire Services needs approximately 12,739 square feet of space to house operations and administration. The large difference between police and fire space needs is due to space needed to house fire apparatus and equipment. Building Services needs approximately 2,099 square feet of space. • Dispatch needs approximately 1,136 square feet of space for operations and administration. A combined training room and emergency operations center should be dedicated 500 square feet. • The Department of Public Safety needs a total of approximately 25,667 square feet of space. As indicated by the preceding tables, the Department needs less space than it currently has at both the East and West facilities. The Department has total space of over 30,000 square feet. However, the type of space, and its use, is an important consideration in space planning. Certain spaces, for example apparatus bays, holding cells, secure rooms, and rooms with load bearing walls are difficult to modify or use for different purposes than intended. As a result, the project team evaluated each type of space, including its flexibility, in evaluating alternative space plans. These alternatives are discussed in the next section. (4) Alternative Uses of Existing Space In evaluating alternative uses of existing space, the project team focused on increasing the utilization of the West Facilities where a significant amount of space is not being utilized. To determine which spaces are appropriate for use, the project team evaluated the flexibility of each space at the West Facility based on the following: Matrix Consulting Group Page 145 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Can the space be reasonably used for functions other than its original purpose? For example, apparatus bays are not considered malleable since it would be difficult and unreasonable to modify this space for office space. • How difficult would it be to modify the layout of existing space for another use? For example, would exterior walls have to be changed or would load bearing walls have to be moved? Can the space be used for its original purpose without modification? For example, if holding cells and crime lab space can be used, it is unreasonable to modify the space to accommodate another use. Based on these criteria, each function was classified into either "fixed" or "flexible" space. Fixed space is space that should not be modified or modified very little (i.e. for additional storage or limited uses), while flexible space is space that could be modified to accommodate another use. The table below shows available space at the West Facility based on these classifications. Analysis of Malleability of Available Space at West Facility Space Description Square Footage Fixed Space Crime Scene 320 Crime Scene Processing 200 Train ing/Com mu nity377 Crime Scene Tech 187 Dormitory 734 Locker Room 1,136 Fitness 658 Kitchen 258 Dining 413 Break Room 484 Holding Cells 268 Processing 406 Intoxilyzer Room 150 Apparatus Bay 4,732 Hose Tower Room 235 Storage Several Areas 889 Circulation @ 15% 839 Total Fixed Space 12,285 Matrix Consulting Group Page 146 C- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Flexible Space Station Commander 95 Accreditation Manager 119 Haz-Mat Tech 172 EMS Coordinator 184 Training Storage 236 Fire Inspector 158 Fire Inspector 2 162 Fire Intern 162 EMS Storage 119 Bicycle Patrol Officer 90 K-9 Unit 89 Radio/Computer Room 233 Staff Workroom 216 Traffic Workroom 188 Traffic Sgt. 156 Comm. Policing Storage 121 Report Writing 135 Comm. Policing Off. 157 Restrooms 102 Soft Interview 150 Equipment Storage 166 Circulation @ 15% 482 Total Flexible Space 3,694 Total Overall Space 15,979 2. THE CITY AND DEPARTMENT HAVE A NUMBER OF SPACE OPTIONS. As shown above, the West Facility has approximately 12,285 square feet of fixed space (i.e. space that should remain as is), and approximately 3,694 square feet of flexible space (i.e. space that could be modified to accommodate different functions, office sizes, etc.). Based on the availability of "flexible" and "fixed" space at the West Facility, the project team evaluated several space use alternatives including: Alternative #1: Moving all functions from the East Facility, with the exception of Building and East Fire operations, to the West Facility. Alternative #2: Moving all police functions to the West Facility. Under this alternative, Fire Administration and Operations as well as Building Services would remain at the East Facility. Matrix Consulting Group Page 147 r CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • Alternative #3: Moving police operations to the West Facility. Under this alternative Fire and Police Administration would remain at the East Facility. The following subsections discuss the feasibility as well as the costs and benefits of each alternative. (1) Alternative #1: Move All Public Safety Functions to the West DPS Facility This first step in evaluating this option was to compare the "flexible" space needed by the Department for Police, Fire and Dispatch functions to available "flexible" space at the West Facility. Because this space is "flexible," specific office spaces do not need to be compared since various functions can be accommodated with minor modifications. Space Use Alternative #1: "Flexible" Space Comparison Space Description Square Footage Police Flexible Space Needed (7,457) Fire Flexible Space Needed 1,748 Dispatch Space Needed 1,136 Flexible Space Available at West Facility 3,694 Total Flexible Space Difference (6,647) As shown above, in order to house all functions requiring "flexible" space at the West Facility, the facility would need an additional 6,647 square feet of space. The next step is to compare available and required "fixed" space. The table below shows a comparison of each space by function: L- Matrix Consulting Group Page 148 L- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Space Use Alternative #1: "Fixed" Space Comparison Fixed Space at West Fixed Space Needs — Alternative 1 Space Description Square Footage Space Use Square Footage Crime Scene 320 Evidence Room 500 Crime Scene Processing 200 Evidence Room Training/Community 377 Remains the same 377 Crime Scene Tech 187 Property Officer / Lab 102 Dormitory 734 Remains the same 734 Locker Room 1,136 Remains the same 1,136 Fitness 658 Remains the same 658 Kitchen 258 Remains the same 258 Dining 413 Remains the same 413 Break Room 484 Remains the same 484 Holding Cells 268 Remains the same 268 Processing 406 Remains the same 406 Intoxilyzer Room 150 Remains the same 150 Apparatus Bay 4,732 Remains the same 4,732 Hose Tower Room 235 Remains the same 235 Storage (Several Areas) 889 Police & Fire Storage 889 Circulation @ 15% 839 Circulation 839 Total Fixed Space 12,285 Total Fixed Space Needed 12,181 The following points highlight the information above: All "fixed" space needs can be accommodated under Alternative #1, with the exception of an armory. However, the addition of an armory would require minor modifications to fixed space or could be accommodated in the expansion of "flexible" space. Holding cell space is used as currently designed at West Facility. However, currently there are only two holding cells available. Three additional holding cells would be needed to accommodate arrests, male / female separation and juveniles. The layout and design of the holding cell area would therefore have to be redesigned. This comparison does not include parking space requirements, although the City does own a vacant lot adjacent to the West Facility. In summary, moving police and fire operations (except for station personnel) and administration to the West Facility would require an additional 6,647 of space as well as modifications to existing facilities. This means that either new additions would have to Matrix Consulting Group Page 149 CITY OF S0UTHLAKE, TEXAS Management Study of the Public Safety Department be made to the West Facility or certain functions would have to remain at the East, or a new North facility. The project team also evaluated the space needs at the East Facility under this alternative. Because of the current condition of the East Facility, it has been renovated and additions have been made several times, it is assumed that this facility would have to be rebuilt. As a result total space estimates were used instead of determining which space can most easily be modified (i.e. "Fixed" vs. "Flexible" space), as was done with the West Facility. The table below shows space requirements for Building Services and fire personnel at the East Facility: Space Needs at East Facility Alternative #1 Building Description # Space Need Total Space Chief of Admin Services 1 196 196 Divisional Assistant 1 96 96 Cashier Area / Lobby 1 50 50 Chief Building Official 1 140 140 Inspections Supervisor 1 120 120 Code Enforcement Officer 2 102 204 Inspector 2 102 204 Plans Examiner 2 102 204 Plans Room 1 200 200 Copy Room / Supply Room 1 120 120 Storage 1 250 250 Circulation @ 15% 314 Total Building 2,099 Fire Engineer/FF/Paramedic - report writing 1 96 96 Apparatus Bays & Storage 1 3,600 3,600 Day Room 1 400 400 Workout room 1 400 400 Sleeping Rooms 2 734 1,468 Restrooms 1 65 65 Copy/Supply Room 1 120 120 Circulation @ 15% (excludes apparatus room) 449 Total Fire 7,047 Total Space Needed 9,146 Total Space Available at East 14,376 Difference - Surplus / (Deficit) 5,229 �J Matrix Consulting Group Page 150 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department The following points summarize the table above: • Approximately 9,146 square feet of space is needed at the East Facility under this alternative. Based on available space at East, there is more than ample space to support Fire and Building Services. In total, there is a surplus of approximately 5,229 square feet. The next section discusses space needs under Alternative #2. (2) Alternative #2: Move Police Functions to the West Facility. Under this alternative all police functions, including administration and operations are moved to the West Facility, while Fire Administration would remain at the East Facility. The table below shows the comparison of required and available space under this alternative. Please note that fixed space is not broken down as in the first alternative. Since fixed space needs are satisfied under the Alternative #1 where all police and fire operations and administration are moved to the West Facility, it is safe to assume that fixed space requirements are still met. Space Use Alternative #2: "Flexible" & "Fixed" Space Comparison Space Description Square Footage Police Flexible Space Needed 7,457 Fire Flexible Space Needed (1,009) Dispatch Space Needed (1,136 Flexible Space Available at West Facility 3,694 Total Flexible Space Difference (5,908) Police Fixed Space Needed 1,927 Fire Fixed Space Needed 6,266 Fixed Space Available at West Facility 12,285 Total Fixed Space Difference 4,092 The following points highlight the information above: Matrix Consulting Group Page 151 r- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • To accommodate police operations and administration (in addition to fire operations should at West Facility) as well as dispatch would require an additional 5,908 square feet of space. f l Under this scenario, there is significant fixed space left over to accommodate additional uses. • As with alternative 1, this calculation does not consider additional parking space needed at the West Facility. In summary, movement of all police operations to the West Facility would require an additional 5,908 square feet of space. This would necessitate either construction of F additional space or leaving certain functions of police services at the East Facility or elsewhere. However if additional construction / renovations can be made to the West Facility, the following space would be needed at the East Facility to house the Fire Administration, Operations, and Building Service: Space Needs at East Facility Alternative #2 Building Chief of Admin Services 1 196 196 Divisional Assistant 1 96 96 Cashier Area / Lobby 1 50 50 Chief Building Official 1 140 140 Inspections Supervisor 1 120 120 Code Enforcement Officer 2 102 204 Inspector 2 102 204 Plans Examiner 2 102 204 Copy Room / Supply Room 1 120 120 Plan Room 1 200 200 Storage 1 250 250 Circulation @ 15% 314 Total Building 2,099 Matrix Consulting Group Page 152 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Fire Fire Chief 1 196 196 Captain 1 140 140 Fire Marshal 1 140 140 Fire Inspector 1 102 102 Engineer/FF/Paramedic - report writing 1 96 96 Apparatus Bays & Storage 1 3,600 3,600 Day Room 1 400 400 Workout room 1 400 400 Sleeping Rooms 2 734 1,468 Restrooms 1 65 65 Copy/Supply Room 1 120 120 Circulation @ 15% (excludes apparatus room) 551 Total Fire 7,279 Total Space Needed 9,378 Total Space Available at East 14,637 Difference - Surplus / (Deficit) 5,259 As shown above, space needs at the East Facility under Alternative #2 total 9,378 square feet, leaving a surplus of 5,259 square feet. (3) Alternative #3: Move Only Police Operations to West Facility Under this alternative, police operations (which includes patrol and CID) would be moved to the West Facility while administration remains at the East Facility. Matrix Consulting Group Page 153 f , CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Space Use Alternative #3: "Flexible" & "Fixed" Space Comparison Space Description Square Footage Police Flexible Space Needed (5,167) Fire Flexible Space Needed (1,099) Dispatch Space Needed 1,136) Flexible Space Available at West Facility 3,694 Total Flexible Space Difference (3,618) Police Fixed Space Needed 1,927 Fire Fixed Space Needed 6,266 Fixed Space Available at West Facility 12,285 Total Fixed Space Difference 4,092 r The following points highlight the information above: F • Under this alternative, the West Facility would need an additional 3,618 square feet of office space. However, due to the need for a dispatch center, which represents 1,136 square feet, the facility could accommodate both police and fire operations with modifications for dispatch only. Under this alternative there is ample fixed space available. Again, additional parking space for staff, as well as modifications for additional holding cells would need to be made. In summary, the West Facility could accommodate police operations space needs. Next, the project team evaluated space needs for functions remaining at the East Facility. The table, on the following page, shows this analysis: Space Needs at East Facility Alternative #3 Building Chief of Admin Services 1 196 196 Divisional Assistant 1 96 96 Cashier Area / Lobby 1 50 50 Chief Building Official 1 140 140 Inspections Supervisor 1 120 120 Code Enforcement Officer 2 102 204 Inspector 2 102 204 Plans Examiner 2 102 204 Plans Room 1 200 200 Copy Room / Supply Room 1 120 120 6L I Matrix Consulting Group Page 154 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Storage 1 250 250 Circulation @ 15% 314 Total Building 2,099 Fire Fire Chief 1 196 196 Captain 1 140 140 Fire Marshal 1 140 140 Fire Inspector 1 102 102 Engineer/FF/Paramedic - report writing 1 96 96 Apparatus Bays & Storage 1 3,600 3,600 Day Room 1 400 400 Workout room 1 400 400 Sleeping Rooms 2 734 1,468 Restrooms 1 65 65 Copy/Supply Room 1 120 120 Circulation @ 15% 551 Total Fire 7,279 Police Director of Public Safety 1 196 196 Administrative Secretary 1 96 96 Reception 1 85 85 Public Safety Training Coordinator 1 140 140 Professional Standards Coordinator 1 140 140 Management Analyst 1 102 102 Police Records Supervisor 1 102 102 Administrative Secretary Professional Standards and Training 1 102 102 Records & Budget Administrator 1 102 102 Property & Evidence Officer 1 102 102 Chief of Police 1 196 196 Office Assistant 1 64 64 Copy/Supply Room 1 120 64 Restrooms 1 65 65 Circulation @ 15% 274 Total Police 1,829 Total Space Needed 11,207 Total Space Available at East 14,367 Difference - Surplus / (Deficit) 3,160 Matrix Consulting Group Page 155 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r As shown above, total space needs at the East Facility under Alternative #3 is 11,207 square feet, leaving a surplus of 3,160 square feet of space. The next section discusses the operational costs and benefits of each space use alternative and provides a summary of space needs. 3. OPERATIONAL COSTS AND BENEFITS OF ALTERNATIVE SPACE USE PLANS. F In addition to evaluating space needs and availability, the project team also considered the impact of each alternative on overall police and fire operations. The table, on the following page, summarizes the costs and benefits of each approach as f well as the space needs associated with each alternative. 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LL 'aa o —LL N ay0 0 + —K 0r• ° >m > dw N mLQ3^ 0 N'> > o o.0 03 cz O c0 � 0 dam•. �am0 ��..aM x y R Gm O r v M 0-CL N C CD -W M 0aoc N 0 �+ d ` C- N c c C00 ,M 4+ w+ a' 0� a'aW a Mw C. W M M 0 C9 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department In summary, there are significant trade offs to consider in alternative uses of existing space at both the East and West Facilities. However, despite the costs of each option, making use of available space at the West Facility will save the City of Southlake money by reducing the space needed at a new North Facility or renovated East Facility. Recommendation: Transfer additional public safety functions from the East Facility to the West Facility. At a minimum, functions should be transferred to utilize the vacant space currently available. For relatively minor construction costs, all public safety functions could be housed at the West Facility. Matrix Consulting Group Page 158 L� CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 9. PUBLIC SAFETY DEPARTMENT FLEET ANALYSIS This chapter presents an analysis of the fleet of the Public Safety Department. The analysis focuses on a number of issues including the following: • The reasonableness of the replacement cycles utilized for equipment assigned to the Public Safety Department; • The vehicles assigned to the Public Safety Department and opportunities to reduce the number of equipment and the size of the equipment; and • The coordination of the management of the fleet in areas such as preventive maintenance and repairs. The first section provides a summary of the Department's inventory of fleet. 1. THE PUBLIC SAFETY DEPARTMENT IS ALLOCATED 72 PIECES OF EQUIPMENT WITH A REPLACEMENT VALUE OF APPROXIMATELY $3.3 MILLION. The exhibit presented at the end of this chapter presents the fleet of vehicles assigned to the Public Safety Department in fiscal year 2004-05. This includes fire apparatus (excluding reserves). Important points to note regarding the fleet are presented below. • Police Services is assigned 46 vehicles with a replacement value of $1,004,000. Most of these vehicles are assigned to police patrol, investigations, or traffic. • Fire Services is assigned 16 vehicles with a replacement value of $2,011,500. • Building Services is assigned 10 vehicles with a replacement value of $263,500. Overall, the Public Safety Department is assigned approximately 60% of the City's fleet. The City's fleet approximates 119 vehicles including fire apparatus, but excluding reserves. Matrix Consulting Group Page 159 r CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 2. THE CITY SHOULD ADOPT A POLICY ESTABLISHING A MINIMUM LEVEL OF UTILIZATION FOR PERMANENT ASSIGNMENT OF VEHICLES. There are a number of indications that some vehicles within the fleet assigned to the Public Safety Department are underutilized. For example: • Vehicle #912, a 1999 pickup truck assigned to the Landscape Administrator, had 25,500 miles of use in mid-2004; • Vehicle #313, a 1998 Ford Explorer assigned to the Fire Inspector, had 50,000 miles of use in mid-2004; • Vehicle #306, a 1999 Ford Explorer assigned to a Fire Captain (formerly the EMS operations vehicle, has 38,000 miles of use in mid-2004; • Vehicle #219, a 2002 Ford Crown Victoria assigned to the Police Lieutenant in patrol, had 17,000 miles of use in mid-2004; • Vehicle #321, a 1997 Ford Expedition that is used as a "pool" vehicle and was previously the Fire Marshal's vehicle, had 57,500 miles of use in mid-2004; • Vehicle #288, a 1998 Ford Expedition assigned to a School Resource Officer, had 34,300 miles of use in mid-2005; • Vehicle #291, a 1999 Ford Taurus assigned to a detective in Criminal Investigations, had 39,200 miles of use in mid-2005; • Vehicle #225, 1999 Ford Taurus assigned to Public Safety Department staff, had 16,900 miles of use in mid-2004; and • Vehicle #229, a 2003 Ford Crown Victoria assigned to PatrolMarrant Officer, had 45,900 miles of use as of mid-2005. In addition, there are a number of "pool" vehicles assigned to specific units within the Public Safety Department. These include such vehicles as the following: • Vehicle #321, a 1997 Ford Expedition that is used as a "pool" vehicle in Fire Services, and was previously the Fire Marshal's vehicle; • Vehicle #907, a 1997 Ford Expedition that is used as a "pool" vehicle in Fire Services, and was previously the former City Manager's vehicle; • Vehicle #916, a 1993 pickup truck formerly assigned to a Building Inspector that is assigned to Fire Services; Matrix Consulting Group Page 160 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department The specific assignment of these vehicles to these units inevitably results in underutilization since the number of staff that would be utilizing these "pool" vehicles is normally restricted to these units. The assessment by the Matrix Consulting Group is that the Public Safety Department is allocated more vehicles than required for its day-to-day operations. The City should take a number of steps to address this challenge. (1) The City Should Adopt Minimum Vehicle Utilization Guidelines. The City should develop and implement vehicle utilization standards as screening devices along with a regular vehicle justification process. In establishing a fleet assignment and utilization monitoring policy and procedure, the City should be careful to define the proper use of monthly or annual vehicle usage standards. There is a tendency to define vehicles as needed or unneeded solely based on such standards. This tendency should be avoided. Mileage can be used to identify potentially underutilized units. However, usage statistics alone can also be very poor indicators of the true need for a vehicle or piece of equipment. The Matrix Consulting Group typically defines a vehicle as being in use when it is not readily available for use by another organization or employee. In such situations, a vehicle may or may not be accumulating miles or engine hours. For example, a plumber's van loaded with supplies and equipment might fit this description. Its odometer will indicate that it is not driven very much, but this clearly does not mean that the vehicle is under utilized or not needed. For these reasons, vehicle assignment justification and utilization monitoring procedures should define the need for and use of vehicles and equipment from as many Matrix Consulting Group Page 161 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r- perspectives as possible. Mileage readings are only one of these. Possible other perspectives are presented in the second exhibit at the end of this chapter. In addition, other utilization standards should be used to screen vehicle assignments or vehicle purchase requests for detailed scrutiny and should be tailored to the different types of F vehicles and the different environments in which departments and divisions operate. The State of Texas, for example, set minimum mileage criteria that will be increased over a three-year period beginning in September 1, 2000. The criteria were as follows: • Sept. 1, 2000 — Aug. 31, 2001: 1,750 miles every 3 months (7,000 annual miles) • Sept. 1, 2001 — Aug. 31, 2002: 2,250 miles every 3 months (9,000 annual miles) • Sept. 1, 2002 — Aug. 31, 2003: 2,750 miles every 3 months (11,000 annual miles) The second exhibit following this chapter presents a possible utilization policy for the consideration of the City of Southlake. This policy contains minimum levels of utilization for equipment as well as a policy for annual review of the fleet to assure underutilized equipment is eliminated. Recommendation: The City should adopt a policy establishing minimum levels of utilization for vehicles to warrant permanent assignment based upon the operating, maintenance, and replacement costs of providing a sedan. (2) The City Manager's Office Should Evaluate Specific Opportunities to Reduce the Fleet. There are a number of vehicles whose annual mileage or hours would indicate W an opportunity to eliminate the equipment. However, a number of other actions need to be taken by the City Manager's Office to complete the analysis and identify the specific equipment that should be eliminated. These additional steps include the following: Matrix Consulting Group Page 162 CITY OF S0UTHLAKE, TEXAS Management Study of the Public Safety Department The City Manager's Office should identify equipment within City's fleet that fall short of the utilization guidelines. The analysis should result in the development of a distribution chart for each class of equipment, allocating vehicles by annual mileage or hours in increments. The purpose of this step is to help "focus" the analysis on specific pieces of equipment that might be candidates for elimination. As part of the equipment utilization policy, departments should be requested to document the need for these underutilized vehicles. The City Manager's Office should then meet with Department and Division managers to identify how this under utilized equipment is assigned. The purpose of this step is to match the equipment with the employee or crew. As part of this effort, the City Manager's Office should evaluate whether alternatives exist to the assignment of this equipment (i.e., "pooling" of equipment, use of taxis, rental of equipment, etc.). The City Manager's Office should then randomly sample the equipment during working hours to identify the specific equipment that is parked and a candidate for elimination. At the conclusion of this analysis, the City Manager's Office should generate the following products: • Vehicles that fall significantly short of the mileage or hour targets contained in the equipment utilization guidelines; • Vehicles that department heads, in responding to the requirement to document the need for underutilized vehicles, indicate other alternatives to that permanent assignment of that vehicle exist; • Vehicles that are not assigned to a specific crew or person and are "floaters"; and • Vehicles that random observations indicate are consistently parked. The City Manager's Office should combine these four products into a single list of candidate vehicles that could be eliminated. This list should then serve as the basis for discussions with departments. Recommendation: The City Manager's Office should be assigned ongoing responsibility for evaluating opportunities to reduce the City's fleet. Matrix Consulting Group Page 163 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department (3) Six Vehicles in the Public Safety Department Should Be Eliminated. The Matrix Consulting Group recommends that a number of underutilized vehicles within the Public Safety Department should be eliminated. The proposed eliminations are based upon the levels of utilization as well as the assignments of these vehicles. The proposed eliminations will, in some instances, require employees to utilize their personal vehicles and be reimbursed by the City. The proposed eliminations are presented below. • Vehicle #907 — a Ford Explorer assigned as a "pool" vehicle within Building Services; • Vehicle #321 — a Ford Expedition assigned as a "pool" vehicle within Fire Services; • Vehicle #916 — a Ford F150 pickup truck assigned to Fire Services as a "pool" vehicle; • Vehicle #276 - a Ford Expedition assigned as a "pool" vehicle within Fire Services; • Vehicles #224 and #225 — two Ford Taurus's assigned as staff vehicles within the Public Safety Department. This would represent a reduction of six vehicles within the fleet assigned to the Public Safety Department or a reduction of 14%. The cost impact of the elimination of these six vehicles is presented in the table below. The cost savings is presented for annual replacement contributions only; it is assumed that the costs associated with operation and maintenance of these vehicles would be offset by mileage reimbursement costs. Matrix Consulting Group Page 164 i�_ CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Annual Vehicle Replacement Number Type of Vehicle Assignment Charge 907 Ford Explorer Building Services "pool' vehicle $3,714 321 Ford Expedition Fire Services "pool' vehicle $5,143 916 Ford F-150 Pickup Fire Services "pool' vehicle $3,500 276 Ford Expedition Fire Services "pool' vehicle $6,800 224 Ford Taurus Public Safety Department staff vehicle $2,857 225 Ford Taurus Public Safety Department staff vehicle $2,857 Total $24,871 Recommendation: The number of vehicles within the fleet assigned to the Public Safety Department should be reduced by six for a net annual cost savings of $24,871 in replacement costs. (5) A Few Other Vehicle Assignments in the Public Safety Department Should Be Adjusted. Some adjustments should be made in vehicles assigned to staff in the Public safety Department. These proposed adjustments are presented below. • A police patrol sedan should not be permanently assigned to the police patrol Lieutenant. This vehicle - #219 — should be assigned to police patrol. If the Police Lieutenant needs a vehicle for transportation, the Police Lieutenant should utilize any of the patrol sedans that are available. The patrol sedan assigned to the Police Lieutenant - #219 — would need to be equipped with a light bar and cage. Use of a personal vehicle for SDPS work should be reimbursed as necessitated by call-back, etc. • A police patrol sedan should not be permanently assigned to the police officer/warrant detail. This vehicle - #229 — should be assigned to police patrol. If the Police Officer/Warrant Detail needs a vehicle for serving warrants, the Police Officer/Warrant Detail should utilize any of the patrol sedans that are available or any of the other sedans assigned to Police Services. These modifications should enhance the efficient utilization of vehicles assigned to Police Services, particularly police patrol. 3. FLEET REPLACEMENT CRITERIA FOR THE PUBLIC SAFETY DEPARTMENT SHOULD BE ADJUSTED. The following table illustrates the replacement guidelines used by the City for classes of vehicles and equipment within the Public Safety Department. Matrix Consulting Group Page 165 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Class & Type Description Replacement Months Motorcycles 24 Police Patrol Sedan 36 Sport Utility Vehicle/Patrol 36 Non -Patrol Sedan 84 Sport Utility Vehicle 84 Pickup Truck 84 For the most part, the City has established reasonable age replacement guidelines for the units in the fleet assigned to the Public Safety Department with some exceptions. (1) The Replacement Criteria for Non -Patrol Sedans, Sport Utility Vehicles and Pickup Trucks Should Be Adjusted to Eight Years. These units are currently replaced at seven years. The seven-year age criterion is not a common practice in the industry. More common practice is to replace these vehicles at eight to ten years. Vehicles today are more reliable and safe than ever. In the view of the Matrix Consulting Group, there is no cost or operational justification for replacing these classes of vehicles at seven years. The vehicles within the Public safety Department that would be affected by this extension of the replacement cycle are presented in the table below. As the table indicates, the annual cost savings in terms of annual replacement contributions would amount to almost $15,000 annually. Vehicle Number Type of Vehicle 227 Ford Expedition 239 Ford Freestar Minivan 270 Chevrolet Tahoe 271 Chevrolet Tahoe 273 Chevrolet Tahoe 283 Ford Taurus 286 Ford Expedition 288 Ford Expedition 290 Ford Taurus 291 Ford Taurus 306 Ford Explorer 309 Ford Expedition 313 Ford Explorer Replacement Assignment Charge Chief of Police $2,550 Criminal Investigation $2,400 School Resource Officer $607 School Resource Officer $607 School Resource Officer $607 Criminal Investigation $357 School Resource Officer $554 School Resource Officer $554 Criminal Investigation $357 Criminal Investigation $357 Fire Captain $464 Fire Chief $607 Fire Inspector $464 Matrix Consulting Group Page166 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 314 Ford F-150 Pickup Public Safety Director $571 317 Ford F-450 Pickup Towing Vehicle $732 320 Ford F-250 Pickup Fire Marshal $536 910 Ford F-150 Code Enforcement Officer $411 913 Ford F-150 Building Inspector $437 914 Ford F-150 Building Inspector $437 915 Ford F-150 Inspections Supervisor $437 917 Ford F-150 Building Inspector $500 920 Ford F-150 Code Enforcement Officer $437 Sub -Total $14,983 Recommendation: Adjust the replacement criteria for non -patrol sedans, sport utility vehicles and pickup trucks to eight years. (2) The Criteria Utilized to Determine Replacement Priorities Should Be Expanded. An additional issue relates to reliance on age as the criterion to base replacement decisions for the fleet. Currently, vehicles, age appears to be the only criteria used in determining which units should be considered for replacement. Most public sector fleets also consider accumulated use (miles or engine hours) when determining which fleet units should be replaced. Usage should also be considered as replacement criteria in determining the fleet units that should be considered for replacement. Reasonable replacement usage parameters are 90,000 — 100,000 for light duty vehicles (sedans, pickup trucks, vans, and sport utility vehicles), 100,000 — 120,000 for medium vehicles (1-ton and greater), and 150,000 — 250,000 for large diesel powered trucks. Construction equipment usage parameters should range from 5,000 — 10,000 engine hours, depending on the size, complexity, and operating environment of the equipment. Two other cities - Charlotte, North Carolina and Fort Worth, Texas — have developed largely identical criteria that were designed to supplement age criteria. It is a rare circumstance when any City has sufficient funds on a year -in and year -out basis to Matrix Consulting Group Page 167 r CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department replace all the vehicles that merit replacement. These cities are forced to prioritize their replacement needs. The criteria are designed to assist in the prioritization of replacement. The fourth exhibit at the end of this chapter contains possible criteria that could be utilized by the City in prioritizing replacement of vehicles. This will require the ongoing collection of data regarding maintenance costs Recommendations: The City should expand the criteria utilized for prioritizing equipment that needs to be replaced using the possible criteria identified within the report. Mileage or engine hours should be utilized as a supplemental criterion for replacement of equipment. 4. THE CITY SHOULD EVALUATE THE LEVEL OF RESERVES WITHIN THE EQUIPMENT REPLACEMENT FUND. The table below presents fiscal year 2004-05 financial information regarding the equipment replacement fund. Important points to note are presented below the table. Vehicle Replacement Projected Revenues $40,000 Projected Expenditures $325,000 Net Revenues ($285,000) Total Other Sources Uses $887,913 Estimated Fund Balance/ Working Capital 9/30/04 $1,704,693 Working Capital9/30/05 $2,307,606 • The working capital for the equipment replacement fund amounted to $1,704,693 , on September 30, 2004. • The working capital for the equipment replacement fund amounted to $2,307,606 on September 30, 2005, an increase of 35%. • In fiscal year 2002-03, $422,006 was expended in the replacement of vehicles. In fiscal year 2003-04, the amended budget for replacement of vehicles amounted V Matrix Consulting Group Page168 IV CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department to $419,000. In fiscal year 2004-05, the adopted budget for equipment replacement amounted to $325,000. The average expenditures or budget for equipment replacement during these three fiscal years amounts to almost $390,000. At those levels of expenditure, there is sufficient projected working capital within the equipment replacement fund on September 30, 2005 to fund almost six additional years of replacement needs without any additional funding. • The City's fleet has an approximate replacement value of $5.0 million including fire apparatus. Given the projected working capital within the equipment replacement fund on September 30, 2005, there is sufficient funding available to replace 46% of the fleet with cash outlay. • Increasingly, cities are using lease purchase to finance heavy equipment such as fire apparatus given the favorable interest rate environment and the significant inflationary increases in the cost of this equipment. Use of lease purchase would reduce the capital demands on the equipment replacement fund. The Matrix Consulting Group recommends that the City evaluate the levels of working capital within the equipment replacement fund to assess whether portions of this capital can be reallocated to meet other City needs. This should be done through the preparation of a five year replacement plan for the City's fleet to identify the capital demands likely to be made on the on the equipment replacement fund. In its more basic form, the development of a five-year replacement plan is no more than a schedule listing the specific equipment proposed for replacement in order of priority, together with cost estimates and the proposed method to finance them (i.e., guaranteed buyback, lease -purchase, cash, etc.). The five-year replacement plan would not be static. It would be updated each fiscal year to reflect changing priorities. Recommendations: The Finance Department should prepare a five-year replacement plan for the City's fleet. The Finance Department should update the five-year replacement plan on an annual basis. Matrix Consulting Group Page 169 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r The City should adjust the levels of working capital in the equipment replacement fund based on the five year replacement plan. r, 5. THE SIZE AND TYPE OF EQUIPMENT ASSIGNED TO THE PUBLIC SAFETY DEPARTMENT SHOULD BE REDUCED IN MANY INSTANCES. A review of equipment allocations to the Public Safety Department indicates opportunities to reduce the size of equipment assigned to employees. For example: F • The School Resource Officers are assigned Chevrolet Tahoes or Ford Expeditions; • The Police Chief and Fire Chief are assigned a Ford Expedition; • The Building Inspectors and the Code Enforcement Officers are assigned Y2 ton pickup trucks. r The size of these vehicles is unwarranted in each situation by the load being carried and the uses to which these vehicles are being applied. The City Manager's Office should develop policies regarding the type and size of vehicles that will be assigned under different circumstances. For example, a possible example of a policy identifying under what circumstances a sport utility vehicle will be assigned to operating departments is presented below. E_ "4-FOUR WHEEL DRIVE vehicles will be approved in accordance with the following criteria: (1) Where the primary assignment of the vehicle is to operate on unimproved roads; (2) Where the primary assignment of the assigned vehicle is to frequently operate in terrain; (3) Heavy-duty applications where the vehicle's drive train is subject to damage if not otherwise assigned a four wheel drive vehicle (i.e. significant off-roading); (4) Where the vehicle being approved does not have a two wheel drive option." The fifth exhibit presented at the end of this chapter contains the recommendations of the Matrix Consulting Group for adjustments in the size of these vehicles in the Public Safety Department by assignment. In each instance, the recommendations reflect the norms in vehicle assignments for police, fire and building services. Rather than wait until these vehicles are downsized, the City should reduce L- Matrix Consulting Group Page170 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department the equipment replacement rate to the size of the vehicle recommended within the exhibit. The annual cost savings resulting from the "downsizing" of these vehicles would approximate $25,200 annually in terms of annual replacement charges. Recommendations: The City Manager's office should develop policies regarding the type and size of vehicles that will be assigned under different circumstances. The fleet assigned to the Public Safety Department should be downsized. The equipment replacement rates charged for these vehicles should be reduced to that size that will replace the current vehicle. 6. THE CITY SHOULD ISSUE AN INVITATION FOR BID FOR EQUIPMENT MAINTENANCE. The Police Sergeant assigned responsibility for coordinating the maintenance and repair of the fleet assigned to Police Services estimates that he spends approximately 20% to 25% of his time on fleet management. Much of this time is allocated to obtaining bids for equipment repairs that exceed $250 in cost, and then obtaining the approval of the Police Chief, Public Safety Director and the Finance Department. This process should be streamlined. The City should issue an Invitation For Bids for equipment maintenance and repair. The use of this competitive bid, based upon the shop labor rate, guarantees of turnaround time for repairs, and other factors, should significantly reduced the amount of time that the Police Sergeant allocates to fleet management. 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Timing and intensity of vehicle usage, including the following: • Average daily miles and/or hours of use • Typical times of use, including evening and weekend hours • Peak periods of use • Seasonality of use • Ability to predict and control timing and intensity of use 2. General nature of vehicle usage, including the following: • Typical number of passengers • Types of passengers (e.g., other employees, private citizens, suspected criminals, inmates, etc.) • Level of tolerance for vehicle unreliability • Maximum acceptable waiting time when a vehicle is needed • Personal use of City owned vehicles 3. Special needs associated with vehicle usage, including the following: • Frequency, timing, and duration of responses to emergency calls • Appearance (e.g., presence or absence of insignia; attractive appearance due to transportation of VIPs) • Auxiliary equipment (e.g., light bar, phone/radio, tool chest) • Security of vehicle and contents • Transportation of materials, tools, and/or equipment that are not easily transferred to another vehicle 4. Location of vehicle usage, including the following: • Proximity of vehicle user's office or work place to those of other vehicle users • Proximity of user office to a motor pool • Proximity of user office to commercial vehicle rental facilities • Variability in user work place locations • Typical destinations 5. Suitability, in light of vehicle usage requirements and comparative costs, and alternative means of transportation, such as the following: • Assignment of a vehicle to an individual • Shared use of an assigned vehicle • Use of a motor pool vehicle • Use of a commercial rental vehicle • Use of an employee -owned vehicle Matrix Consulting Group Page 175 r- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department F Exhibit: Possible Equipment Utilization Policy Equipment utilization is an important part of overall fleet management. Equipment should be operated routinely to justify its purchase, and should also be identified as necessary for a user agency's regular or peak operating requirements. It is through odometer entries from fueling equipment and repair orders that Fleet Services captures the information necessary to record equipment utilization. Underutilized equipment is defined as equipment that is not driven a minimum number of miles or operated a minimum amount of hours per month. The following criteria was established as an initial minimum monthly standard for each classification: • Administrative vehicles - 600 miles; • Light trucks/vans - 600 miles; • Heavy trucks - 350 miles; and • Off -road equipment - 24 hours. The City Manager's Office will provide a monthly utilization report to all departments listing equipment that does not meet the monthly minimum utilization criteria. These initial standards will be reviewed annually for effectiveness. Within 60 days of the effective date of this policy and annually thereafter, departments will prepare an annual assessment of regular and peak operating requirements for equipment and will identify the department's "core fleet". "Core fleet" is that equipment needed to meet these operating requirements and might include a small amount of spare equipment needed to cover maintenance and repair downtime. The " department's assessment of regular and peak operating requirements for all classes of equipment will be based on operating information such as the number of work crews Matrix Consulting Group Page 176 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department using the equipment, the number of trained operators who use the equipment during peak demand times, productivity targets, etc. The utilization history and operating requirement assessment will be used in conjunction to reach agreement between user agencies and Fleet Services on optimum fleet size. Department's that turn in equipment for any reason including under utilization will be reimbursed for the fair value or, if sold, proceeds, said funds being deposited into the department's Equipment Replacement Fund or into the appropriate Restricted Fund. Exception justifications for any equipment that does not meet the minimum miles or hours standard for any consecutive three-month period will be prepared annually and submitted by March 31. The justification will be reviewed and approved by the City Manager's Office and the Finance Department. Examples of acceptable justifications can include peak service demands, seasonal equipment, emergency response equipment, remote facility support, and special equipment. Opportunities to share or pool equipment may be discovered during the review process. Other equipment may be turned in for disposition if underutilized and not justified acceptably. Matrix Consulting Group Page 177 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Exhibit: Possible Equipment Replacement Criteria Equipment is evaluated by four criteria: age, mileage, maintenance costs, and condition of body and mechanical components. A baseline is set for each criterion and points are assigned, depending on how the equipment's data compares to the base standard. The ratings are low, base (equal to the standard), high, and extreme. Points are assigned as follows: 1-low, 2-base, 3-high, and 4-extreme. Any point total of 8 or above indicates that the vehicle should be recommended for replacement. The point total becomes the equipment's condition index and is used to rank its replacement priority The higher the condition index number, the higher the replacement priority will be. A brief explanation of the criteria is provided in the paragraphs below. • Age. Based on experience per class of equipment and national averages that reflect optimum resale conditions for the City. • Mileage. Based on experience per class of equipment and national averages that reflect the optimum resale conditions for the City. • Maintenance Costs. The base cost will be a percentage above the average for the class of equipment. This percentage will be adjusted based on the overall profile of the class (as the class profile improves, average age and mileage are lower, the average maintenance costs and base will be reduced). • Condition. A physical evaluation is made to assess whether the vehicle meets or exceeds the base standards for age, mileage, and/or maintenance costs. Each major system is evaluated and the estimated cost projection to put this system in good condition is determined. The cost is compared to the baseline for the condition criteria. The base is a base repair cost that is set at a percentage or more of the vehicle's projected replacement value. Matrix Consulting Group Page 178 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Exhibit: Evaluation Point Assignment Age Condition Assigned Points Below base replacement age 1 < 1 year over base 2 1 to 2 years over base 3 3 or more years over base 4 Mileage Condition Assigned Points Below base replacement mileage 1 Base + <10,000 miles 2 Base + 10,000 to 20,000 miles 3 Base + > 20,000 miles or more 4 Maintenance Cost Condition Assigned Points < 10% below base maintenance cost 1 Base +/- 10% 2 Base + 10% to 50% 3 Base + > 50% 4 Current Condition* Condition Assigned Points Below base 1 Base + <6% 2 Base + 6% to 18% 3 Base + > 18% 4 Example: if repair costs are less than 6% of replacement costs, assign 2 points Matrix Consulting Group Page 179 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Exhibit: Proposed Reductions In the Size of Vehicles Assigned to the Public Safety Department Existing Existing Proposed UNIT # Vehicle Type Make & Model Vehicle Function Vehicle Type 1. Police Services 220 SUV Ford Expedition Public Safety Officer Ford Crown Victoria 221 SUV Ford Expedition Public Safety Officer Ford Crown Victoria 227 SUV Ford Expedition Chief of Police Ford Taurus 228 SUV Ford Expedition Public Safety Officer Ford Crown Victoria 231 SUV Ford Expedition Patrol Sergeant Ford Crown Victoria 237 SUV Ford Expedition Public Safety Officer Ford Crown Victoria 238 SUV Ford Expedition Public Safety Officer Ford Crown Victoria 2. Fire Services 306 SUV Ford Explorer Fire Captain (formerly EMS Operations Vehicle) Ford Taurus 309 SUV Ford Expedition Fire Chief Ford Taurus 313 SUV Ford Explorer Fire Inspector Ford Taurus 314 Pickup Truck Ford F-150 Director of Public Safety Ford Taurus 320 Pickup Truck Ford F250 Fire Marshal Ford F250 3. Building Services (N=7) 910 Pickup Truck Ford F150 XLT Code Enforcement Officer Ford Ranger 913 Pickup Truck Ford F150 Building Inspector Ford Ranger 914 Pickup Truck Ford F150 XLT Building Inspector Ford Ranger 915 Pickup Truck Ford F150 XLT Inspections Supervisor Ford Ranger 917 Pickup Truck 2003 Ford F-150 Building Inspector Ford Ranger 920 Pickup Truck Ford F150 XLT Code Enforcement (formerly Building Inspector) Ford Ranger Matrix Consulting Group Page180 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department APPENDIX SUMMARY OF THE EMPLOYEE SURVEY As part of the comprehensive management audit of the Department of Public Safety, the project team developed and distributed a confidential survey to obtain staff perspectives on a variety of organizational and management issues. This survey was conducted in April, 2005. 1. OVERALL RESPONSE SUMMARY Out of 106 surveys distributed, 70 were returned, for a response rate of 66%. Already, this represents a very high response rate for an employee survey. The distribution of respondents based on division assignment is shown in the table below. Division Number of Responses Percent of Total Responses Police 37 53% Fire 24 34% Dispatch 3 4% Administration 3 4% Unknown 3 4% Total 70 100% As shown above, approximately 53% of respondents were assigned to Police Services, 34% were assigned to Fire Services, 4% were assigned to dispatch, 4% were in Administration, and 4% did not answer. The distribution of respondents based on sworn or civilian status is shown below. Status Number Percentage Civilian 6 9% Sworn 38 54% Unknown 36 37% Total 70 100% Matrix Consulting Group Page 181 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r As shown above, approximately 54% of respondents were sworn personnel compared to 9% who were civilian employees, and 37% did not answer. The distribution of respondents by position classification is shown below. Position Classification Number Percentage Manager 3 4% Supervisor 18 26% Line Position 16 23% Unknown 33 47% Total 70 100% As shown above, 4% of respondents identified themselves as Managers, compared to 26% who identified themselves as Supervisors, and 23% who identified themselves as line personnel. A majority, 47%, did not answer this question. The respondents were provided the opportunity to indicate their level of agreement on a sliding scale of 1 - 5 (i.e., strongly disagree to strongly agree) for a variety of statements about the Department, as well as to provide their rating of the quality and/or effectiveness (i.e., poor to excellent) for various programs and services. For purposes of the following narrative summary we have grouped all `agree' responses together and, similarly, all `disagree' responses together. The numerical compilation of all of the responses is provided in the Attachment at the conclusion of this narrative summary. In the pages, which follow, are provided response tables of each of the topic 4 areas covered by this survey, along with summary discussions highlighting the main points. The response results are organized in the following general categories. • Provision of Services • Organization and Operations • Police Services L- Matrix Consulting Group Page 182 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • Fire Services • Summary of Comments Each survey question is described, with responses evaluated and graphed. 2. PROVISION OF SERVICES This section provides the results for questions regarding overall perceptions of law enforcement provision to the community, including the quality, effectiveness, efficiency, and timeliness of these services. (1) Most Respondents Agreed That the Department Provides a High Level of Service to the Public and That It Receives the Support It Needs from the Community. In Addition, Most Respondents Agreed That the Department Provides the Kinds of Services Desired by the Citizens. The chart below shows the response results to the following statements: • Statement #1: The SDPS provides a high level of service to the community. • Statement #2: The SDPS provides the kinds of services desired by the citizens. • Statement #3: The SDPS receives the support it needs from the community. Matrix Consulting Group Page 183 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 90% 80% 70% 60% 50 % 40% 30% 20 % 10% 0% Level of Service Desired by Citizens Supportkom Comm. The following points summarize the information above. • The majority of respondents, 84%, agreed that the Department provides a high level of services to community, compared to 10% who were neutral, and 6% who disagreed. The majority of respondents, 83%, agreed that the Department the kinds of services desired by the citizens, compared to 11 % who were neutral, 4% who disagreed, and 1 % who did not know. The majority of respondents, 69%, agreed that the Department receives the support it needs from the community, compared to 23% who were neutral, 6% who disagreed, and 3% who did not know. In sum, the majority of respondents agreed that the Department was providing a valuable service to the community. Matrix Consulting Group Page 184 4-- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department (2) The Majority of Respondents Agreed That SDPS Employees Are Dedicated to Their Jobs and Work Hard. However, They Do Not Believe There Is a Spirit of Cooperation in the Department. The chart below shows the response results to the following statements: • Statement #7: The people I work with are dedicated to their jobs and the community. • Statement #8: Most SDPS employees work hard at their jobs. • Statement #9: There is a real spirit of cooperation in the Department. The following points summarize the information above. The majority of respondents, 68%, agreed that the people they work with are dedicated to their jobs, compared to 22% who were neutral, and 10% who disagreed. The majority of respondents, 64%, agreed that most SDPS employees work hard at their jobs, compared to 22% who were neutral, and 14% who disagreed. Matrix Consulting Group Page 185 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • The majority of respondents, 51 %, disagreed that there is a real spirit of cooperation in the Department, compared to 23% who were neutral, 25% who agreed, and 1 % who did not know. The next subsection provides the results to questions on Departmental effectiveness and efficiency. r (3) The Majority of Respondents Believe the Department Could Operate Under "Public Safety" More Effectively. However, They Also Believe the Department Provides an Efficient Service to the Community. The chart below shows the response results to the following statements: • Statement #21: We could operate under "public safety" more effectively. P • Statement #11: We offer an efficient service to the community. 70%-........................_.... ................................ ...._........................................................................................................................................................................_........_. 67% ■ Disagree � Neutral 60 % ❑ Agree o DOni Kn, 52% 50 40% 32% 30 26% 20% 16% 0% 10% 6% 1% 0% PS Effective Efficient Sennce As shown above, 67% of respondents agreed that the Department could operate under "public safety" more effectively, compared to 26% who disagreed, 6% who were Matrix Consulting Group Page 186 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department neutral, and 1 % who did not know. In addition, the majority, 54% agreed that SDPS provides an efficient service to the community, compared to 32% who disagreed, and 16% who were neutral. (4) Although Somewhat Mixed, a Majority of Respondents Do Not Feel That Their Morale Is Currently Very High Or That the SDPS Is Viewed as an Excellent Agency by Other Agencies in the Region. However, a Majority Believes They Can Make a Career at SDPS. The chart below shows the response results to the following statements: • Statement #25: Right now my morale is high. • Statement #26: 1 feel that SDPS is a place I can make a career. • Statement #27: 1 feel that the SDPS is viewed as an excellent agency by other agencies in the region. 70% 60% 50% 40 % 30% 20% 10% 0% Morale is High Career at SDPS Viewed as Excel. The following points summarize the information above. Matrix Consulting Group Page 187 f' CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r, The majority of respondents, 48%, disagreed that their moral was high right now, compared to 19% who were neutral, and 33% who agreed. The majority of respondents, 60%, agreed that SDPS is a place where they can make a career, compared to 29% who were neutral, and 11 % who disagreed. • The majority of respondents, 50%, disagreed that SDPS is viewed as an excellent agency by other agencies in the region, compared to 19% who were neutral, 24% who agreed, and 7% who did not know. The next subsection provides the results to questions on Departmental management and operations. 3. MANAGEMENT AND OPERATIONS This section provides the survey results for the issues associated with communications and coordination, management and supervision, policies and procedures, personnel training, staffing and workload, and the equipment and facilities of the Department of Public Safety. (1) The Majority of Respondents Are Concerned about Recent Changes In Leadership. 70% 60% 50% 40% 30% 20% 10% 0% Concerned About Recent Changed Matrix Consulting Group Page 188 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department The chart above shows response results to the question of whether the respondent is concerned about recent changes in leadership. As shown above, approximately 64% of respondents either strongly agreed or agreed with this statement, compared to 14% who were neutral, and 21 % who disagreed. (2) The Majority of Respondents Do Not Believe They Are Kept Informed about Events That May Affect Them and Their Job. In Addition, Though Mixed, a Majority Believe That Their Supervisor Values Their Opinion. The chart below shows the response results to the following statements: • Statement #4: 1 am generally kept informed about events that may affect me and my job. • Statement #5: The people I report to value my opinions and feedback. 70% 60% 50% 40% 30% 20% 10% 0% Kept Informed Value Opinion Clear Expectations The following points summarize the information above. Matrix Consulting Group Page 189 r- CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r, • The majority of respondents, 50%, disagreed that they are kept informed about events that my affect them and their job, compared to 27% who agreed, 21 % who were neutral, and 1 % who did not know. The majority of respondents, 49%, agreed that the people they report to value their opinion and feedback, compared to 31 % who disagreed, and 17% who were neutral, and 3% who did not know. The next subsection provides results to questions concerning the leadership of the Department. (3) The Majority of Respondents Do Not Believe the Department Has Clear Goals and a Vision for the Future. In Addition, They Do Not Feel the Command Staff Provide the Leadership Needed for the Future. The chart below shows the response results to the following statements: • Statement #29: Our Department has clear goals and a vision for the future. • Statement #30: Our command staff provides the leadership we need for the future. 70 60 60 i a0 i 30 20 10% 0% Vision for FuWre Command Leadership The following points summarize the information above. Matrix Consulting Group Page 190 L _ CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department The majority of respondents, 55%, disagreed that the Department has clear goals and a vision for the future, compared to 22% who agreed, 22% who were neutral, and 1 % who did not know. The majority of respondents, 64%, disagreed that the command staff provide the leadership needed for the future, compared to 21 % who agreed, 13% who were neutral, and 1 % who did not know. In sum, despite a sizable portion of neutral respondents, the majority believes the Department lacks vision and leadership. (4) The Majority of Respondents Do Not Believe That Polices and Procedures Are Clear or Consistently Followed. In Addition, the Majority Do Not Believe That the Role of Public Safety Officers Is Clear. The chart below shows the response results to the following statements: • Statement #10: The policies and procedures in the SDPS are clear. • Statement #28: Police and Procedures are consistently followed. • Statement #22: The roles of the Public Safety Officers are clearly defined. 80 70% 60 s0 i 40 30 20 10% 0% Polices Are Clear Policies followed Roles Defined The following points summarize the information above. Matrix Consulting Group Page 191 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department f-_ The majority of respondents, 56%, disagreed that the Department the policies and procedures in the SDPS are clear, compared to 22% who agreed, and 22% who were neutral. The majority of respondents, 71 %, disagreed that polices and procedures are consistently followed, compared to 14% who agreed, 13% who were neutral, and 1 % who did not know. • The majority of respondents, 70% disagreed that the roles of the Public Safety Officers are clearly defined, compared to 14% who agreed, 14% who were neutral, and 1 % who did not know. The next subsection provides the results to questions concerning promotions and special assignments. (5) The Majority of Respondents Do Not Believe That All Employees Are Given a Fair Chance at Promotions or Special Assignments. The chart below shows the response results to the following statements: • Statement #23: All personnel in the SDPS are given a fair chance at promotion. • Statement #24: All personnel in the SDPS are given a fair change for special assignments. Matrix Consulting Group Page 192 L_ CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department 80% 70% 60% 50% 40 % 30% 20% 10% 0% Fair Promotions Special Assign. The following points summarize the information above. The majority of respondents, 69%, disagreed that the Department all SDPS employees are given a fair chance at promotion, compared to 20% who agreed, 10% who were neutral, and 1 % who did not know. The majority of respondents, 57%, disagreed that all SDPS employees are given a fair chance at special assignment, compared to 21 % who agreed, 19% who were neutral, and 3% who did not know. The next subsection provides results to questions concerning shift scheduling. Matrix Consulting Group Page 193 r_ CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department (6) The Majority of Respondents Agree That the Shift Schedule Is a Benefit to Them. However, the Majority Disagrees That the Department Does a Good Job Scheduling Staff Compared to Need. P The chart below shows the response results to the following statements: F • Statement #12: Our Department does a good job scheduling staff compared to need. • Statement #13: The shift schedule we work on is a real benefit to me as an employee. 90 % 80% 70% 60% 50% 40 % 30% 20% 10% 0% Scheduling Staff ShiftSchedule The following points summarize the information above. The majority of respondents, 56%, disagreed that the Department does a good job scheduling staff compared to need, compared to 28% who agreed, 15% who were neutral, and 1 % who did not know. • The majority of respondents, 80%, agreed that the shift schedule is a benefit to - them, compared to 9% who disagreed, 7% who were neutral, and 4% who did not know. The next subsection provides results to questions concerning training. Matrix Consulting Group Page 194 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department (7) The Majority of Respondents Agree That They Receive the Training Needed to be Effective. However, Most Disagree That the Department Has an Appropriate Level of Cross Training. • Statement #14: 1 receive the training I need to provide effective services. • Statement #15: We have an appropriate level of cross training in this organization. 60% 50% 40% 30 % 20 % 10% 0% Training Effective Cross Training The following points summarize the information above. The majority of respondents, 52%, agreed that they receive the training needed to provide effective service, compared to 30% who disagreed, and 17% who were neutral. • The majority of respondents, 56%, disagreed that Department has an appropriate level of cross training, compared to 24% who agreed, and 21 % who were neutral The next subsection provides response results to questions concerning supervision and job expectations. Matrix Consulting Group Page 195 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department (8) The Majority of Respondents Agreed That Their Supervisor Provides Meaningful Feedback on Their Performance and Provides Clear Expectations. Finally, a Majority Agreed that Job Expectations Are Clear. The chart below shows the response results to the following statements: • Statement #16: My supervisor gives me meaningful feedback on my performance. • Statement #17: My supervisor provides me with clear expectations. • Statement #6: It is clear to me what is expected of me in my job. 80% , -- ---- — - --- 70% 60% 50% 40% 30 % 20 % 10% 0% Supervisor Feedback Supervisor Expectations Clear Expeditions The following points summarize the information above. • The majority of respondents, 67%, agreed that their supervisor provides meaningful feedback on their performance, compared to 20% who disagreed, and 13% who were neutral. The majority of respondents, 70%, agreed that their supervisor provides them with clear expectations, compared to 19% who disagreed, and 12% who were neutral. Matrix Consulting Group Page 196 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • The majority of respondents, 61 %, agreed that it is clear what is expected of them, compared to 17% who disagreed, and 21 % who were neutral. The next subsection provides response results to questions regarding the organization of SDPS. (9) The Majority of Respondents Believes That the Organizational Structure of SDPS Is Clear. The chart below shows the response results to the following statement: • Statement #18: The organizational structure of the SDPS is clear to me. 60 % 50 % 40% 30% 20% 10% 0% Organizational Studure As shown above, the majority of respondents, 55%, agreed that the organizational structure of the Department was clear to them, compared to 29% who disagreed, and 16% who were neutral. Matrix Consulting Group Page 197 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department (10) Although Somewhat Mixed, the Majority of Respondents Do Not Believe the "Internal Affairs" Process Is Fair and Consistent. The chart below shows the response results to the following statements: • Statement #32: The "internal affairs" process is fair and consistent. 50% 45 % 40 % 35% 30% 25% 20% 15% 10% 5% 0% IA Process As shown above, the majority of respondents, 46%, disagreed that internal affairs process is fair and consistent, compared to 17% who agreed, 24% who were neutral, 4 and 13% who did not know. (11) The Majority of Respondents Do Not Believe That Information Technology Makes Them More Efficient or That the Department Makes Effective Use of Technology. In Addition, the Majority Do Not Believe They Get the IT Support Needed When Problems Occur. The chart below shows the response results to the following statements: L • Statement #19: The Department's information systems make me more efficient. L Matrix Consulting Group Page 198 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • Statement #20: When I have problems with my computer or software I get the support I need. • Statement #35: We make effective use of technology in the SDPS. 80% 70% 60% 50% 40 % 30% 20% 10% 0% Information Systems R Support Use of Technology The following points summarize the information above. The majority of respondents, 68%, disagreed that the Department's information systems make them more efficient, compared to 12% who agreed, 19% who were neutral, and 1 % who did not know. The majority of respondents, 72%, disagreed that they get computer or software support when they need it, compared to 20% who disagreed, and 7% who were neutral. The majority of respondents, 64%, disagreed that the Department makes effective use of technology, compared to 20% who agreed, and 16% who were neutral. The next subsection provides response results for questions regarding facilities. Matrix Consulting Group Page 199 r_ CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department (12) The Majority of Respondents Do Not Believe That Facilities Are Adequate. In Addition, Most Believe That the Department Does Not Make the Best Use of Current Facilities. r The chart below shows the response results to the following statements: r, • Statement #33: We make the best use of our current facilities. r • Statement #34: Our current facilities are adequate for the work we are assigned. 80 % o ■Disagree ® Neutral 70% ❑ Agree 70 % G Donl Know 60% 50% 40 30% 23% 20% 14% 10 % 0 9% 0% 0% 0% Use of Facilities Facilities Adequate The following points summarize the information above. The majority of respondents, 70%, disagreed that the Department makes the best use of facilities, compared to 23% who agreed, and 7% who were neutral. The majority of respondents, 77%, disagreed that current facilities are adequate for the work assigned, compared to 14% who agreed, and 9% who were neutral. The next subsection provides results to questions concerning workload. Matrix Consulting Group Page 200 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department (13) The Majority of Respondents Believe That Their Workload is Sometimes Heavy But Most of the Time They Can Keep Up. Respondents were asked to check the one statement below that best characterized day-to-day operations workload: • Just about the right balance between time available and the amount of work. • 1 am always overloaded. I can never catch up. • 1 could handle more work without being overloaded. • Sometimes my work -load is heavy, but most of the time I can keep up. The chart below shows the distribution of responses: 49% 16% o About Right ❑ Always Overloaded N Could Handle More ■ Heavy but managable As shown above, 49% of respondents said their workload is heavy but manageable, compared to 22% who said workload was about right, 16% who said they are always overloaded, and 13% show said they could handle more. Matrix Consulting Group Page 201 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department In addition to questions regarding general Department operations, respondents were also asked job specific (i.e. police or fire) questions. The next section discusses questions related to Police Services. 4. POLICE SERVICES This section of the employee survey provided an opportunity for respondents to answer job specific questions related to the provision of police services. Respondents were asked to rate programs, general service provision, and equipment on a scale that ranged from Poor, Fair, Good, Excellent, or Don't Know. The first set of questions focused on service levels. (1) The Majority of Respondents Rated Most Characteristics of General Field Services as Good to Excellent. However, the Majority Rated the Department's Capabilities for Selective Enforcement of Targeted Problems as Poor to Fair. The chart below shows responses to questions regarding rating of the following: • Amount of proactive time available in the field. Department capabilities for selective enforcement of targeted problems. • Availability of back-up for officer safety in the field. Response times to emergency calls for service. L_ Matrix Consulting Group - Page 202 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Proactive Time Targeted Problems Back-up Response times 0% 10% 20 % 30 % 40 % 50 % 60 % 70 % 80 % 90% 100 % The following points summarize the information above. The majority of respondents, 61 %, rated available proactive time as good to excellent, compared to 34% who rated it as poor to fair, and 5% who did not know. The majority of respondents, 57%, rated the Department's ability to perform selective enforcement activities as poor to fair, compared to 39% said it was good to excellent, and 5% who did not know. The majority of respondents, 86%, rated the availability of back up for officer safety as good to excellent, compared to 11 % who said it was poor to fair, and 2% who did not know. • The majority of respondents, 91 %, rated response times to emergency calls for service as good to excellent, compared to 4% who said it was poor to fair, and 4% who did not know. The next subsection provides response results to questions concerning crime prevention and community policing. Matrix Consulting Group Page 203 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department r. (2) The Majority of Respondents Rated Crime Prevention Programs, the Department's Approach to "Community Policing," and the Effectiveness of Current District Design, as Poor to Fair. However, a Majority Rated Officer Dealings With Citizens as Good to Excellent. The chart below shows responses to questions regarding rating of the following: Crime prevention programs. The way officers deal with citizens. • The Department's approach to "community policing". • Effectiveness of the current district design. Crime Prevention Citizen Dealings Comm. Policing District Design Know fo Excellent to Fair 0 % 10% 20 % 30% 40% 50% 60% 70% 80% 90% r The following points summarize the information above. The majority of respondents, 45%, rated crime prevention programs as poor to �- fair, compared to 36% who gave a rating of poor to fair, and 18% who did not know. Matrix Consulting Group Page 204 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department The majority of respondents, 84%, rated the way officer's deal with citizens as good to excellent, compared to 39% said it was good to excellent, and 5% who did not know. The majority of respondents, 61 %, rated the Department's approach to community policing as poor to fair, compared to 34% who gave a rating of good to excellent, and 5% who did not know. The majority of respondents, 61 %, rated the effectiveness of the current district design as poor to fair, compared to 30% who gave a rating of good to excellent, and 9% who did not know. The next subsection presents response results to questions concerning dispatch, traffic, and follow-up investigations. (3) The Majority of Respondents Rated Support from Dispatch and Follow -Up Investigations as Poor to Fair. However, a Majority Rated the Level of Traffic Enforcement as Good to Excellent. The chart below shows responses to questions regarding rating of the following: Support we receive from dispatch. Level of traffic enforcement. Follow-up investigations. Matrix Consulting Group Page 205 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Dispatch Traffic Investigations 3 Don't Know ❑ Good to Excellent ■ Poor to Fair r 0 % 10% 20% 30% 40% 50 % 60% 70% 80% 90 % The following points summarize the information above. The majority of respondents, 70%, rated support from dispatch as poor to fair, compared to 30% who gave a rating of good to excellent. The majority of respondents, 77%, rated the level of traffic enforcement as good to excellent, compared to 21 % who gave a rating of poor to fair, and 2% who did not know. The majority of respondents, 48%, rated follow-up investigations as poor to fair, compared to 30% who gave a rating of good to excellent, and 23% who did not know. The next subsection provides response results to questions regarding equipment and vehicles. (4) The Majority of Respondents Rated in Car Computers, Vehicles, and Other Equipment as Poor to Fair. However, the Majority Rated Radios as Good to Excellent. The chart below shows responses to questions regarding rating of the following: 6- Matrix Consulting Group Page 206 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Other equipment. Computer in the cars. • Radios. Vehicles. Other Equip. Computers Radios Vehicles DontKnow Good to Excellent Poor to Fair 0 % 10 % 20% 30% 40 % 50% 60% 70% 80% 90% The following points summarize the information above. The majority of respondents, 55%, rated other equipment as poor to fair, compared to 41 % who gave a rating of good to excellent, and 5% who did not know. • The majority of respondents, 55%, computers in the cars as poor to fair, compared to 34% who gave a rating of good to excellent, and 11 % who did not know. The majority of respondents, 53%, rated radios as good to excellent, compared to 47% who gave a rating of poor to fair, and 11 % who did not know. The majority of respondents, 82%, rated vehicles as poor to fair, compared to 18% who gave a rating of good to excellent. Matrix Consulting Group Page 207 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department The next section provides response results to questions regarding programs and service levels, and equipment in Fire Services. 5. FIRE SERVICES This section of the employee survey provided an opportunity for respondents to answer job specific questions related to the provision of police services. Respondents were asked to rate programs, general service provision, and equipment on a scale that ranged from Poor, Fair, Good, Excellent, or Don't Know. The first set of questions focused on service levels. F (1) The Majority of Respondents Rated Fire and EMS Response Times as Good to Excellent. However, Respondents' Ratings of Hazardous Materials Response and Technical Rescue Capabilities Were Mixed. The chart below shows responses to questions regarding rating of the following: Quality of technical rescue capability. • Hazardous materials response. Fire suppression services. EMS service delivery. Response times to emergency calls. Matrix Consulting Group Page 208 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department Tech Rescue Haz-Mat Fire Suppres. EMS Response times onY Know food to Excellent oorto Fair 0% 10 % 20% 30% 40% 50 % 60 % 70 % 80% 90% 100% The following points summarize the information above. The majority of respondents, 43%, rated technical rescue capabilities as poor to fair, compared to 40% who gave a rating of good to excellent, and 18% who did not know. The majority of respondents, 43%, rated Haz-Mat response as good to excellent, compared to 40% who gave a rating of poor to fair, and 18% who did not know. • The majority of respondents, 73%, rated fire suppression services as good to excellent, compared to 23% who gave a rating of poor to fair, and 5% who did not know. • The majority of respondents, 88%, rated EMS service delivery as good to excellent, compared to 13% who gave a rating of poor to fair. • The majority of respondents, 79%, rated response times to emergency calls as good to excellent, compared to 21 % who gave a rating of poor to fair. The next subsection provides response results to questions regarding fire prevention and training. Matrix Consulting Group Page 209 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department (2) The Majority of Respondents Rated Fire Related Public Education Programs and Inspections as Good to Excellent. However, a Majority of Respondents Rated On -Duty Training as Poor to Fair. The chart below shows responses to questions regarding rating of the following: On -duty training and skills enhancement. Public education programming. Inspections and pre -fire planning. Training Public Ed Inspections i 0% 10% 20% 30% 40 % 50% 60% 70% l The following points summarize the information above. The majority of respondents, 59%, rated on -duty training as poor to fair, compared to 35% who gave a rating of good to excellent, and 5% who did not know. y, The majority of respondents, 59%, rated public education programs as good to excellent, compared to 40% who gave a rating of poor to fair, and 8% who did not know. ' Matrix Consulting Group Page 210 CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department • The majority of respondents, 49%, rated inspections and pre -fire plans as good to excellent, compared to 38% who gave a rating of poor to fair, and 13% who did not know. (3) The Majority of Respondents Rated Radios and Other Equipment as Good to Excellent. However, a Majority Rated Computers in the Units and Vehicles as Poor to Fair. The chart below shows responses to questions regarding rating of the following: Other equipment. Computers in the units. • Radios. • Vehicles. Other Equip. Computer Radios Vehicles 0% 10% 20% 30% 40% 50% 60 % 70% 80% The following points summarize the information above. • The majority of respondents, 58%, rated other equipment as good to excellent, compared to 29% who gave a rating of poor to fair, and 13% who did not know. Matrix Consulting Group Page 211 r� CITY OF SOUTHLAKE, TEXAS Management Study of the Public Safety Department F The majority of respondents, 58%, rated computers in the units as poor to fair, compared to 32% who gave a rating of good to excellent, and 11 % who did not ` know. • The majority of respondents, 72%, rated radios as good to excellent, compared to 26% who gave a rating of poor to fair, and 3% who did not know. f, The majority of respondents, 61 %, rated vehicles as poor to fair, compared to 37% who gave a rating of good to excellent, and 3% who did not know. 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MINUTES Location: Southlake East DPS Facility, 667 N. Carroll Ave REGULAR SESSION: Board Members Present: President Martin Schelling, Stuart Spencer, Craig Sturtevant, Lou Ann heath, Bob Mundlin and Richard Sandow Board Members Absent: Frank Pitman Staff Present: Director of Public Safety Rick Smith, Chief of Police Wade Goolsby, Chief of Fire Services Robert Finn and Police Services Assistant Diana Green. Agenda Item No. 1. Call to Order The meeting was called to order by President Martin Schelling at 7.03 p m. Agenda Item No. 2. Executive Session No Executive session was held Martin Schelling announced that the tour of the Keller Police facility will not take place under the executive session. The tour will be moved to after the discussion of the Matrix recommendation. Agenda Item No. 3. Administrative Comments Richard Sandow, new Board Member, was welcomed Richard gave a brief biography Congratulations were offered to Director Smith for accepting the permanent position of Director of DPS Agenda Item No. 4. Consent Approval of minutes from previous Board meetings July 6t" and Aug 17t" were discussed but no action was taken. Not all Board Members had a chance to review the minutes so the consensus of the Board was to wait to approve the minutes of these two meeting until next meeting. Director Smith gave a brief update on the Matrix Study recommendations The biggest issue which concerns the Board is how the facilities planning will be handled Utilization of the West facility was discussed. The Board was informed of the personnel moving to the West The Director of DPS and his Administrative Assistant, CID (detectives), and the Professional Standard's Officer will be moving and that move is scheduled for November 11`" Records and Property & Evidence will also be moving to the West facility sometime in the near future A position for a records administrator was approved in this year's budget and the Department is in the process of hiring for that position. Director Smith reminded the Board that this is an interim solution until the Board makes recommendation for the direction on what needs to happen for a central facility A brief tour of the East facility will be given to the Board Members to allow them to observe the working condition DPS personnel are subjected to at the present time Director Smith informed the Board that good progress is being made on other recommendations, operation issues, which the Executive Staff are addressing. Question What will staffing be when Property & Evidence relocates to the West9 Answer- About twelve personnel will have moved to the West facility when records and property & evidence moves to West Just about every office will be filled Traffic Officers will relocate to the East facility to be closer to Patrol Question Will prisoners be processed at the West facility9 Answer- No, prisoners will still be processed at the East facility Expenditures for moving Property and Evidence were discussed. Question What opportunities will be created at the East facility by moving people to the West facility" An.siivr- Personnel will be moved around to facilitate better working areas Director Smith noted that Fire personnel will be considered in the reconfiguration of the East facility Question. Will Communications remain at East facility9 Answer- Yes because moving Communications is a major process because of communication lines and computer equipment Combining Southlake Communications with Keller Communications was discussed A meeting with Keller is scheduled to start discussion Date of next meeting scheduled for December 7, 2005 A tour of the West facility was offered for those Members who have not yet toured the West, contact Chief Goolsby to schedule a tour Board Members decided to adjourn form Keller PD All left for the tour of Keller Police Department facility Board Members and Staff met Keller Police Chief, Mark Hafner who guided the tour of the Keller facility i M Agenda Item No. 5. Adjournment. At the end of the tour of Keller PD a motion was made to adjourn the meeting Motion. Mundlin Second Heath Ayes Schelling, Spencer, Sturtevant, Heath, Sandow, Mundlin Nays None Approved 6-0 Meeting adjourned from Keller PD at S 40 p m. Martin Schelling, President AT EST Diana Green