2015 Police Budget Advance Materials

8/12/2019 2015 Police Budget Advance Materials

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City of Saint PaulInterdepartmental Memorandum

To: Mayor Coleman

From: Chris Eitemiller, Senior Budget Analyst

Subject: Police Initial Budget Meeting

Date: June 18, 2014

The attached materials have been developed in conjunction with the Police department in

preparation for their budget meeting scheduled for Wednesday June 18 at 11:00 AM. The

following items are included:

Agenda (page 2)

Fiscal Summary (page 3)

Detailed Org chart (page 4)

Police Department narrative (page 5)

cc: Kristin Beckmann

Chris Rider

Erin Dady

Todd HurleyScott Cordes

John McCarthy

Chief Tom Smith

Kathy Wuorinen

Todd Axtell



2015 Police Mayor Budget Meeting

Wednesday, June 18, 2014

11:00 a.m. – 12:30 p.m.

AGENDA

1. Innovations

2. Future Pressures

3. Department Priorities

a. Department narrative regarding cost pressures and above-base requests

4. Resource Discussion



Fiscal Summary

2013

Actual*

2014

Adopted

2015

Initial

2015

Department

2014 to

2015 Dept.

Change

2014 to

2015 Dept.

% Change

2014

Adopted

FTE

2015

Department

FTE

Spending

79,683,214 84,450,266 86,495,042 86,414,503 1,964,237 2.3% 688.95 690.10

200: City Grants 2,526,510 2,534,213 2,381,800 1,751,377 (782,836) ‐30.9% 4.75 3.60

10,259,529 11,781,870 11,476,648 12,432,670 650,800 5.5% 70.70 64.70

623:

Impound

Lot 2,644,139

3,033,502

3,074,584

3,155,620

122,118

4.0% 17.40

17.40

Total 95,113,392 101,799,851 103,428,074 103,754,170 1,832,201 1.9% 781.80 775.80

Financing

2,031,452 1,824,016 1,824,016 1,785,873 (38,143) ‐2.1%

200: City Grants 2,824,487 2,534,215 2,534,215 1,751,377 (782,838) ‐30.9%

7,578,813 11,781,870 11,781,871 12,432,670 650,800 5.5%

623: Impound Lot 3,117,019 3,033,499 3,033,499 3,155,620 122,121 4.0%

Total 15,551,771 19,173,600 19,173,601 19,125,540 (170,181) ‐0.3%‐

*Unaudited 2013 Actuals

225: Police Special Projects

2015 Mayor's Phase Budget

Police Department

100: General Fund

225: Police Special Projects

100: General Fund







Innovations-Our starting point for identifying efficiencies and

effective resource allocation for the future

For 2014, without a budget increase, we evaluated our budget, managed existing

resources, established new fund raising efforts, and gained additional grant funding to

implement the following innovations:

Ambassador program-Utilizing funds raised by the Chief and Deputy Mayor Paul Williams from private

donors, the SPPD hired/partnered with local youth workers on a pilot program with a focus on reducing

youth crime. Our youth workers/Ambassadors had a visible presence downtown and focused their efforts

on redirecting at-risk youth from violence/criminal behavior while providing opportunities for responsive

services & positive supports. The outcome was a reduction in juvenile crime downtown.

The success of the pilot is allowing us to expand that program to other areas of the city. The expanded

program is our Youth Violence and Prevention Project.

This program expansion involves multi-sector coalition of St. Paul-based organizations/agencies using

multiple intervention strategies to decrease levels of criminal justice involvement and provide positive

developmental supports to traditionally hard-to-reach youth.

It capitalizes on successful partnerships and lessons learned during a trial project and will serve 200+

at-risk youth ages 15 to 24 during first year of this three-year undertaking. Significant existing public

financial and programmatic resources will be directed to this effort.

At this time the initiative will be supported within the PD existing budget and personnel, grant

funding and new private support.

Thus far, we have $346,349 in funding from the Bush Foundation, with a plan for other private donorsand grants to provide overall revenue for the project of $856,349.



Innovations- Continued

Analyst positions- to aid us in the following areas:

Utilizing Technology and Intelligence-Led Policing concepts.

Improving predictive crime analysis.

Allowing for better allocation of sworn staff based on crime trends. Evaluating work flow and productivity

Review patterns in policing (Use of Force/Poor PR/positive Community Impact)

CopLogic –Online citizen reporting tools One-time start up $35,000 (OTC-RMS interface needed) Annual Maintenance costs $12,500 System use will ultimately allow move of 2 Tele-serve officers back to the street The system will be implemented and in use by early July 2014.

Ticket-Writer s Purchase and creation of replacement plan for existing and new Ticket-writers Partnership with Public Works during snow emergencies to use sworn staff with Ticket-writers, decreasing the

need for hiring civilians to issue paper tickets and increase the number of citations that could be issued in ashorter time period. Due to a need to purchase equipment for TASS, we will not be able to implement this program department-wide

until 2015.




Investment into training department-wide. Provide funding sources to bring in top level trainers to keep employees trained to the highest of

standards (Lock-up and Diversity Training) Addressing a young workforce to ensure proper training.

This is ongoing and the impact will be felt for years to come.

On-Line Report Requests for citizens

One-time start-up costs of estimated $25,000

Reduction of in-person report requests, potentially reducing records staff by .5 FTE’s – Potential

Annual Cost saving benefit-$28,449.

OTC staff is working on this and the Landlord Notification system together. Staffing is sporadic in

OTC so we have no set timeline for completion but anticipate it will be completed in 2015.

Landlord Notification System One-time Soft cost of OTC personnel estimate $25,000.

This system is used by Minneapolis. Minneapolis reports that they have had 8,000 landlords sign up,

creating more responsive landlords taking action when incidents occur at the properties.

According to Minneapolis, these rental locations had significantly lowered in volume of calls for

service. Some types of calls were reduced by 70%.

Timeline for completion- see On-Line Reporting for status update.




Criminal Enterprise Investigative Program (CEIP)-combat crime via criminal finances.

The unit will be fully staffed with one sergeant (reassigned in January to begin programdevelopment) and three officers (to be assigned in July).

The program goal will be to impact crime with advanced investigation into their

finances. Anticipated side effect: reduction in robbery, burglary, auto theft and violent

crime that come with drug dealing.

Police Department retains the assets to further the goal of reducing crime and improving

quality of life. SPPD’s Criminal Enterprise Investigative Program unit is working closely

with the Ramsey County Attorney’s office. As we move forward with program

development, we have already engaged the office’s civil forfeiture attorney.

The program would allow for retention of assets, which may be used within strict State

and Federal guidelines to invest in other crime-reducing activity that will improve

quality of life within the city. A change to state law in 2014 altered forfeiture laws and

only allow forfeiture if there is a criminal conviction.




Police Technology Strategic Plan

Use outside resources (consultant) to evaluate our current technology, identify risks and plot a strategic course

for the PD going forward to streamline operations and invest wisely and strategically in technology resources. Ensure that future technology purchases align with existing city technology infrastructure.

Establish an equipment replacement program to cover existing and new equipment:

In Car Cameras

Electronic Control Devices (Tasers)

Video and Camera Equipment

CCTV cameras and infrastructure

Servers to store all of this data

Working with the Innovations group to identify a course of action.

Police Business Process Review

Evaluate work flow in the records unit, property room and impound lot to identify redundant work and the

potential to improve customer service, increase efficiency and decrease in FTE’s in those units.

Working with the Innovations group to identify a course of action.



Future Pressures- Where we see potential operation risk that will need

ongoing analysis and potential future innovation opportunities

As we look ahead the PD has concerns over some external impacts due to new activity and

development in our city:

Light Rail- Green Line (including increased transit volume and associated growth alongthe line). We are expecting a larger need for police service along the Green Line (West and

Central Districts). Mpls has already witnessed as increase in crime along the light rail line intheir city. Our own analysis shows we will see a 2.2% increase in violent crime along the

Central Corridor.

Union Depot-the 2nd largest transit hub in the state (increase in train and bus traffic totaling

150 transit trips/day)

New residential properties downtown and across the city. We know that the higher the levelof police engagement in our community, the greater the impact on community perception and

trust with the SPPD. Without adequate personnel strength and funding opportunities to allowfor such proactive engagement, we will be unable to maintain or build trust with those we

serve.

New stadium which is estimated to bring 400,000 visitors to St Paul

Expanding city events

According to the St Paul Market Watch (Fall 2013) the population of the city is expanding, as are the

demographics. Information in the report stated that the largest age group in our city is ages 20 to 34, which

is also the age group that commits the most crime. Additionally, the report stated the rate of persons below the poverty level in St Paul is at

23% while Mpls is at 11.7%.



Future Pressures- ContinuedInnovations and technology

SRO’s- St Paul Public Schools has refused to fund all 10 SRO’s. They are only funding 7. This will leavethe schools short 3 officers and will require the PD to either fund the positions or cut our authorized

strength from 615 to 612. It would cost $331,868.10 to fund these 3 positions.

RMS-Records management system was created in-house by our city OTC in the late 1990’s. It not able

to track the data we currently need to adequately address crime trends. We are working with OTC to

assess the best course of action to address our needs while looking at the potential of special funds to

cover costs.

Field reporting -Our report writing system will no longer be supported by the company for upgrades

and is now end-of-life for maintenance within the next two years. OTC is evaluating best steps forward

including the potential of partnering with Ramsey County Sheriff’s Office (RCSO) on a system. Along

with the RMS, OTC is working with us to assess the best path forward. We are looking at the potential

of special funds to cover costs.

CCTV maintenance contract- $280,000 annually.

Historically we used Port Grant funding through Emergency Management, but this is not

guaranteed and in 2013 we were not awarded the grant.

We have applied for the next Port Grant cycle; if it is not awarded we will need to fund themaintenance costs or potentially shut the system down.



Future Pressures- Continued

Infrastructure Public Safety ANNEX Building (100 E 10th St) -Houses the following critical police services

needing relocation:

Communication Services and Maintenance (Radio Shop) -Services five City of St Paul Departments including

SPPD and twenty-three outside agencies (revenue generating). Services include but are not limited to:

Installation and maintenance of all radio equipment, In-Car Camera systems, License Plate Recognition systems and

Emergency Warning System

Maintenance, tracking and handling of all communications devices (Hard-line phones/cell-phones/ Investigative tracking

devices/ Investigative body bugs/etc.)

Defensive tactics (DT), Training classroom and break room, Gym, and Locker room

Used by PD training unit for In-service training sessions, Academy Training, Professional Development Institute (PDI).

In-services is twice yearly for 30 to 45 days each session

Academies are held minimally once yearly and are 16 weeks in length the annex DT, Gym, Locker room and classroom

space are used for 4 of those 16 weeks.

The Professional Development Institute (PDI) is the PD’s revenue generating year-round internal and external training

source. PDI uses the DT area, training classroom, gym and locker room.

Indoor range Consists of 6 shooting lanes, is 22 yards long and has a backstop which is capable of stopping handgun and shotgun

rounds only. Shooting conditions can be controlled and changed to meet the needs of the officers being trained. The

lighting can be changed based on training need.

Used for training SPPD officers as well as other local, state and federal law enforcement agencies.

Minnesota P.O.S.T. requires officers to shoot in low light conditions

Space is needed for maintenance and storage of department-owned firearms, as well as an area for firearm cleaning after

shooting and a small armory area that is used by the Range staff for the maintenance and repair of department firearms.



Future Pressures- Continued

Annex Building Continued

Narcotics, Vice and Task Force Office and covert vehicle parking

Houses 33 SPPD employees and 17 RCSO employees who are part of our PD narcotics unit, Vice unit

and the joint Violent Crimes Task Force.

Provides mandatory Indoor parking for the 50 plus vehicles.

Building maintenance and equipment storage

Building maintenance work shop and equipment storage of 1600 square feet

Plowing and landscaping maintenance equipment is stored in basement garage as well.

Riot gear and additional bomb unit equipment is stored on the main floor of the building.

Property and Evidence storage

4th floor is used as a secure storage facility for long-term property/evidence that we don’t have space

to store in the Property Room in the HQ (Griffin Bldg).

We have purchased a new shelving system for the property room, so this property will be moved into

the main property and evidence area.

Past proposals to relocate these entities have had costs estimates ranging from $2 million-$15

million. In the past we have put forward proposals for funding to the City of St Paul Capital

Improvement Budget (CIB) and in 2013 attempted funding through the State Bonding Bill. In

2014 we will again put in a proposal for City CIB funding and then in 2015/16 we will request

State Public Safety bonds again.



Department PrioritiesPlease list the department’s top 3 to 5 priorit ies for 2015.

How does the department’s budget submission align with these priorities?

While we see a need for additional resources, we understand budget constraints of the city. If aflat budget for 2015 were approved we can continue to build upon our priorities and plans for

innovations that will produce future efficiencies once implemented.

We continue to build on our department’s 5 strategic plan priorities. We continually evaluate our

budget to manage existing resources, establish new fund-raising efforts and grant funding to

maintain a high level of public safety.

Priority #1- Improve the Safety and Security of our City by maintaining the high level of

safety and security for our citizens living and working in our city as well as those who visit

our vibrant city.

• In 2014 - COPs hiring grant allowed us to hire 5 new officers. In 2015, within existing resources, thePD will cover $198,445 for the grant match. By 2017 the PD will fund these positions within existingresources at a cost of $487,531. A budget cut could impact our ability to fund these positions.

• In 2014 -with no budget increase and within existing resources, we are hiring two analysts that willallow us to better analyze and align resources in the most effective and efficient manner. These

position costs will be $161,800 in 2015. A budget cut could impact our ability to fund these positions.

• Analyst #1 conducts crime analyses, identifies current crime patterns, assesses offender risklevel, and forecasting future patterns in criminal activity to provide timely information to patroland investigative personnel for the best allocation of resources.

• Analyst #2 evaluates policing practices, identifies operational strategies for implementation of best practices and methodology of policing. The information provided will allow for effectiveand efficient resource allocation, policy and procedure changes, investigative practice

improvements, and forecasts future department needs based on population and crime trends toPolice administration.



Priority #2 - Partner with our Community to Enhance the City’s Vitality and Prosperity by continuing

to grow our community outreach programs including our work in the Somali community, as well as

the Ambassador Program and our Youth Violence and Prevention Project that both work at redirecting

at-risk youth and providing them opportunities and support. We have also partnered with local

businesses and Parks and Rec on a new community engagement effort called the Safe Summer NightInitiative.

• Our budget includes the use of JAG (grant funds) to off-set general fund OT for communityengagement initiatives such as our new immigrant outreach efforts currently ongoing in the Somaliand Karen communities.

• The Chief has also successfully gained private funding and grant revenue (with no match required) toexpand upon our youth outreach efforts.

• Our Safe Summer Nights Initiative brings local business, community members and Parks and Rectogether as partners providing safe summer activities for our children and community. SPPD will

partner with Superb Meats of MN and Saint Paul Parks and Recreation to create Police/Communityevents throughout the City. The goal is to improve police/community relations, build trust and provide

safe environments for children and families to play and have a good meal.

• We continue to work with Emergency Management to gain funding for emergency equipment for ourofficers. In 2014 and again in 2015 we will get $25,000 to purchase OSHA-mandated gas maskfilters. Understanding that filters expire after 5 years, our plan was to start budgeting annual

purchases of equipment at 20% inventory levels each year to prevent large future purchases. A budgetcut will impact our ability to budget for the equipment replacement.

Department Priorities- continued



• Our training unit has worked diligently to market and increase the revenue we bring in through our

Professional Development Institute (PDI).

• The PDI provides high quality training for a fee to outside agencies that mitigates our own costs and

provides revenue that can be used for additional training of our own personnel.

• Over the past few years PDI revenue has averaged $100,000. Because of this, in 2014 and 2015 we

will be bringing in industry leaders in the area of investigation and leadership to train our youngworkforce. In addition, this funding will be used to fund command staff training to further develop

the department’s leaders.

Priority #3 - Invest in our employees. Our department’s sworn numbers have been in transition over

the past three years due to a large number of retirements. We have a total of 26 Commanders in the PD,

16 of those commanders have been newly promoted since 2010, with 8 of the 16 being promoted in the

last 6 months. Of the 140 sergeants, 68 were promoted since 2010 and of the currently employed 422

officers less than 225 have been on the job more than ten years with 106 being hired in the last 5 years.

We must evaluate staffing needs and provide high quality training and oversight to make sure our

young department is as well-trained and as prepared as possible to carry out their duty.




Priority #4 - Manage our resources for maximum results by continuing to evaluate and

streamline our processes including workflow and technology usage to provide the best servicewith minimal fiscal outlay in an effort to contain costs.

We continue to work with the Innovations group. We are developing a workflow plan for the

implementation of our new Evidence Management System, purchased in 2014 within existing

resources. This system will streamline our evidence handling process in the Property Room and

the Forensic Services Unit (FSU), as well as provide a much needed process managementsystem for the Impound Lot.

Priority #5 - Strengthen a culture that values service and accountability by engaging our partners

and community members to ensure we are responsive to their needs.

No financing is needed beyond soft costs for staffing as we strengthen partnerships and build

trust within our community through outreach; however, we have utilized a tool called Survey

Monkey as an internal survey system and we look to expand that as a customer service tool to

ensure quality service.




Current Budget Overview Total General Fund Budget $86,414,503

Salaries & Fringes $75,885,697 (87.82%) Only 9.2% of the above salary and fringe is for Civilians

Services & Supplies $9,769,734 (11.31%) $4.6 Million of the services and supplies above are for

CAD/ECC .

$2 Million is fleet fuel, parts and labor

Uniform Transfers $659,072 (.76%)

Tort Settlements $100,000 (.11%)



Base Budget Reduction

Initial request for cut was $345,873

Additional Cut direction of $1,503,003 (2% cut to existing 2014 budget)

Accomplishing the initial budget cut of $345,873-- A 2015 budget cut of $345,873 is a 6.33% cut

to our spending in General Fund – Equipment and Services used to support our officers. These

funds are currently used to cover many contractual obligations and equipment needs for our staff.

Budget reduction for Support services and Administration = $296,435

The reduction to Fleet will be $124,434. A study commissioned by the city in 2010

showed that a proper funding for our Fleet should be $1.8 million annually, we are still

budgeted at $1.3 Million. The lack of funding to purchase new vehicles means an older

fleet needing more repairs. Vehicles will sit once funding for repairs runs out causingdoubling up of officers in squad cars, potentially impacting our response time for calls.

Technology budget reduction $134,409. Technology budget cut would eliminate some

maintenance contracts for technology systems, including our match for the CCTV

maintenance contract and eliminate or significantly restrict the ability to implementcurrent and potentially new innovation projects.

Maintenance unit reduction will impact our ability to maintain our buildings. This

reduction to maintenance will be $37,592.



Accomplishing the $345,873 Cut

Budget reduction to Operations, Major Crimes and Chiefs fund = $49,438

Limit the ability to provide funding for special investigations as they come up. Examples: the largeMeth case resulting in multiple arrests, the special investigations unit targeted street gangs such as the

Eastside Boys and Selby-sider’s.

Eliminates special investigation funding, polygraphs, tracking system needs, phone records requests

and data requests from services companies.

Eliminate investigative travel, such as special investigative travel out-state or out-of-state to interview

victims, witnesses or suspects or gather evidence.

Eliminates the ability to utilize and/or pay for unplanned, unscheduled incidents, increasing the

potential of being over budget.

Impacts the ability of the department to hold promotional and hiring exams



Implications of Additional 2% Cut of $1,503,003 (as

identified by OFS) over and above the $345,873Non-Personnel-Cuts

Further reduce spending for equipment and services by another $250,000

This reduction cuts more funding of critical equipment and our ability to pay for maintenance contracts.

We pay most of our contracts in the 4th quarter of the year, including the lease payment for computers,

printers, CCTV cameras. This cut will require us to shut down some of our software and put a halt on

implementation of innovations.

Reduce Technology by an additional $167,301

This reduction will force us to stop work on other innovations. See Innovations section for projects that

will be put on hold.

Submission under Base $80,539

Cut Fuel by additional $63,246.

Our 2013 Fleet budget as a whole ended 2013 ($6,817) over budget.

We are still feeling the pinch from budget cuts in 2006 and 2007 when no vehicles were purchased. Our

2001-2005 squads, as well as the high mileage 2008 and 2009’s are negatively impacting our budget

with high maintenance costs.

The cost of equipment and services has grown each year while our budget has not. Reports

show inflation growth in April of 2014 of 1.6% for goods and services.



Implications of Additional 2% Cut of $1,503,003 (as

identified by OFS) over and above the $345,873Personnel cuts (non-sworn only) -Budget reduction of $941,917

Reduce 2 OA from total pool reduced budget $129,347

The burden would shift to unit Sergeants who will be required to rotate in the clerical position to answer phones,send victim letters, input stolen data in state system, BCA checks, order supplies, track OT and budget, trackequipment, provide report requests for attorneys, tracks STAT Map data.

Reduce Impound Staffing by 34% a budget reduction of $368,262 (Enterprise fund) The impound lot is authorized 16.40 FTE’s. Of those 2 Commanders, 1 sergeant and 1 property clerk are paid

from the budget but do not actually work at the impound lot. This leaves 12.40 FTE’s to cover this 24/7operation.

A 34% reduction of staff from 12.40 is a reduction of 4.20 FTE’s. To reduce the staff by 4.2 would leave 8.2staff. Clearly 8.2 people cannot cover 7 days a week for 24 hrs.

Reduce Records staffing by 34% a budget reduction of $444,308 The potential exists for staff reduction in the future with the implementation of innovations such as a new RMS/

field reporting system, ticket-writer, and on line reports requests; however, we will not realize those benefits withthe spending budget reduction and could not sustain this cut before the innovations are in place.

Current staffing in records is 18.70 FTE’s for a 24/7 operation. A reduction of 6 FTE’s would leave 12.70 FTE’s.To reduce this much would require us to significantly impact public service hours and there will be an impact totimelines of information reaching the investigative units. (list of duties of staff available)

Historical on Civilians

• In 2002 we had 203.6 Civilian FTE’s

• In 2013 we had 165.8 FTE’s

• Proposed for 2015 reduce to 151.2 FTE Civilian• As civilian positions have been cut, the duties of those staff have not gone away, but rather they have been shifted

to sworn.



Additional Resources: If the Department had additional

resources in 2015, how would they be used?

The PD recognizes the need for cost containment and works to manage existing resources and create newrevenue streams via grants and private donors. Outside of an inflationary increase for 2014 the PD has nothad a general fund increase in several years and yet has managed to maintain public safety at high levels inthe face of significant budget cuts.

We would propose an increase in sworn staff combined with moving civilian Staff into some roles currentlyfilled by sworn working in non-traditional sworn roles.

Sworn An increase in sworn staff would allow us to add officers to the downtown and central corridor to address the

crime element that will result from this new transportation system. Further, it would provide for the security ofthose attending games at the new ballpark.

If we estimate based on Mpls crime trend when Light-Rail was established, we should see a 2% increase inviolent crime, which equates to 377 violent offenses.

Comparison of SPPD to National Standard for officers per 1000 people 615 Sworn (2.1 officers per 1000 people)

National standard Sworn #’s at 2.5 officers per 1000.

If we were to be at the national standard with a population of 290,000 we would have a sworn strength of 726

We propose an increase to 630. At 2.2 per 1000 we would be at 638; however, we believe with a shift of civilianto sworn positions we can provide a safe and secure city. Cost of additional 15 officers $1,550,000.



Continued- Additional Resources:Shift of sworn from Civilian (replace with civilian)--- With additional funding we would hire civilian

staff and move the sworn to help shore up staffing on the downtown beat and other critical positions.

Technology-Currently one commander, one sergeant and two officers staff our technology unit.Skills learned on the job, should be replaced with Computer programmers and staff who can aidthe department, with the help of OTC, to meet objectives in a timely manner.

Replace Sworn with civilian = ($69,498 x 3 = 208,494 + Manager =$80,000 for a total of

$288,494 plus fringe).

Efficiency example -when we wanted to evaluate our officers’ driving patterns using ICCdata we had to wait for OTC to get us the reports. We were only able to get them when OTCstaff was available and this caused a several month gap between reports, diminishing theimpact we wanted to have on our officers’ driving behavior to impact officer safety and cityliability. We have now gotten our sworn trained to do these reports.

Effectiveness example-RMS can supply reports that could potentially help us identify patterns of officer conduct, but we are unable to get them because OTC does not have thetime. If we had programmers we could do these in-house.

Research and Development -Increasing public data requests have been overwhelming our R and D

staff . Without enough civilian staff, we had to add a Sergeant into the unit and we have eclipsedhis capability to keep up. We should insert two civilian staff members to assist and develop theskill set for identification of public v. non-public data. Replace Sworn with civilian ($138,000).

Additional funding needs

Overtime-funding has not increased in the past 5 years even when contractual negotiated salaryincreased. Overtime funds needed to address juvenile crime and programs directly linked to

crime suppression have increased.



How would these additional resources be aligned to the Mayor’s and the

Department’s top priorities?

Mayor’s Priorities (3rd Term Plans –January 2014)

PRIORITY 1: Focus on Children (Section #1-PD priority 1 and 2) With additional resources, the PD will

be able to continue to provide outreach programs impacting youth while proactively providing a safeenvironment for them.

PRIORITY 2: Building a Dynamic East Metro Transit Network (Section #1-Address all PD priorities)

Additional resources along with realigned resources will allow us to provide safe and secure neighborhoods

along the new transit network. An increase in crime could derail efforts for business and residential projects.

PRIORITY 3: Strengthen St Paul’s arts and cultural scene (Section #1-PD priority 1 and 2). Consistent

with above safety and security brings people into the area who will build the cultural scene.

PRIORITY 4: Keep it regional (Section #1- PD priority 2 and 5). With the upcoming MLB All Star

Game, St Paul PD and Mpls PD have partnered to provide public safety by working to multiply each other’sforce when needed in an effort to keep costs down for both cities.

PRIORITY 5: Innovate, collaborate and create (Section #1- PD priority 2, 3, and 4) We have had great

success with our community outreach programs including our work in the Somali community, as well as the

Ambassador Program and our Youth Violence and Prevention Project. Additional resources will ensure that

these programs continue without the threat of our Officer resources being shifted to react to crime.



Department Organization

Saint Paul Police

The Saint Paul Police Department strives to contribute to Saint Paul’s vitality and prosperity by promoting safetyand security with technical excellence, leadership and comprehensive professionalism. We seek to become anoutstanding employer and partner engaged with our employees and the diverse communities that we serve. Weare committed to quality training, high professional standards, accountability and achievement. We are focusedon strengthening partnerships to address the causes and outcomes of crimes in order to continue to be a strongasset to the city and a leader among law enforcement agencies nationwide.

(Total 776.3 FTE)

Patrol Operations Division• Responds to calls for police service• Responds to crime trends employing various

patrol strategies

• Enforces laws and ordinances

• Enforces traffic rules and regulations• Oversees below functions

– SWAT/Mobile Field Force/Negotiations

– Crime Prevention/Community Outreach

– Motorcycle Patrol

– Traffic and Accidents – Mounted Patrol – K–9

– Community Services

460.0 FTE

Major Crimes and

Investigative Division• Property Crimes Unit

• Homicide/Robbery Unit

• Youth Services (Juvenile)

• Special Investigations Unit

• Gang Unit• Narcotics/Vice Unit

• Safe Streets Task Force

• Family and Sexual Violence Unit

136.0 FTE

Support Services and Administration• Conducts research and analysis of data• Provides technological enhancement and

support

• Establishes communication-based services

• Provides department-wide training• Provides evidence collection, analysis and

secure storage

• Manages finance/accounting and grants

• Manages payroll and Human Resources

• Coordinates Emergency Management• Provides maintenance services for all buildings

• Manages and maintains the Fleet

161.3 FTE

Police / Civilian Internal

Affairs Review Commission

Chief of Police• Manages resources

• Ensures compliance• Develops programs

• Communicates with the public

19.0 FTE



Thank you

Documents

2015 Police Budget Advance Materials