AA-ADA-EEO Employer

City of Saint Paul

Interdepartmental Memorandum




To: Mayor Coleman

From: Chris Eitemiller, Senior Budget Analyst

Subject: Police Initial Budget Meeting

Date: J une 18, 2014

The attached materials have been developed in conjunction with the Police department in
preparation for their budget meeting scheduled for Wednesday J une 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 Hurley
Scott Cordes
J ohn McCarthy
Chief Tom Smith
Kathy Wuorinen
Todd Axtell
Bill Martinez
Wendy Trebesch
Budget Analysts

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

FiscalSummary
2013
Actual*
2014
Adopted
2015
Initial
2015
Department
2014to
2015Dept.
Change
2014to
2015Dept.
%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:CityGrants 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:ImpoundLot 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:CityGrants 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:ImpoundLot 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%

*Unaudited2013Actuals
225:PoliceSpecialProjects
2015Mayor'sPhaseBudget
PoliceDepartment
100:GeneralFund
225:PoliceSpecialProjects
100:GeneralFund
City of Saint Paul
Department of Police
2015 Staffing 19.0FTE's
776.3FTE's Chief of Police
1.0FTE
5FTE's
Commander (1)
ExecutiveAssistant II (1)
AdministrativeAssistant (2)
OfficeAssistant II (1)
Internal Affairs Inspections Ramsey Cty Intergovt Trsfr
5FTE's 5FTE's 3FTE's
Sr Commander (1) Sergeant (2) ExecutiveServicesManager (2)
Sergeant (2) PoliceOfficer (2) ExecutiveAssistant I (1)
Sergeant - OrdDisp(1) PoliceOfficer SWAT (1)
OfficeAssistant IV (1)
460.0FTE's 136.0FTE's 161.3FTE's
Assistant Chief of Police Assistant Chief of Police Assistant Chief of Police
1.0FTE 1.0FTE 1.0FTE
4FTE's 2.0FTE's 2.0FTE's
Commander (2) Sergeant (1) Sergeant (1)
Sergeant (1) ExecutiveAssistant I (1) ExecutiveAssistant I (1)
PoliceOfficer (1)
CAPROP Family & Sexual Violence Gang Accounting Building Maintenance Communication Services
Central District Western District Eastern District 16.0FTE's 22.0FTE's 16.0FTE's 3.0FTE's 10.0FTE's 7.0FTE's
128.0FTE's 127.0FTE's 124.0FTE's Commander (1) Commander Hostage(1) Commander (1) Accountant IV (1) BldgMaintenanceSupervisor (1) CommServicesSupervisor (1)
Senior Commander (1) Senior Commander (1) Senior Commander (1) Sergeant (13) Sergeant Hostage(1) Sergeant Hostage(1) AccountingTechII (1) BldgMaintenanceEngineer (1) LeadCommunicationsTech(1)
Commander SWAT (1) Commander (2) Commander (2) PoliceOfficer (1) Sergeant (13) Sergeant (5) AccountingClerk II (1) CustodianEngineer I (5) CommunicationsTech(3)
Commander (1) Sergeant SWAT (1) Sergeant SWAT (1) OfficeAssistant II (1) PoliceOfficer OrdDisp(1) PoliceOfficer SWAT (4) CustodianII (3.0) CommEquipment Installer (1)
Sergeant OrdDisp(2) Sergeant (13) Sergeant (11) PoliceOfficer (5) PoliceOfficer (5) OfficeAssistant II (1)
Sergeant SWAT (1) PoliceOfficer OrdDisp(1) PoliceOfficer SWAT (10) OfficeAssistant III (1)
Sergeant (10) PoliceOfficer SWAT (8) PoliceOfficer (98) Employee Assistant Program Forensic Services Information Services
PoliceOfficer Hostage(2) PoliceOfficer (97) OfficeAssistant IV (1) Homicide Juvenile Narcotics 1.0FTE 12.0FTE's 18.7FTE's
PoliceOfficer SWAT (2) CrimePreventionCoord(2) 12.0FTE's 15.0FTE's 14.0FTE's Sergeant (1) Sergeant (2) OfficeManager (1)
PoliceOfficer (106) OfficeAssistant III (1) Senior Commander (1) Commander (1) Commander SWAT (1) PoliceOfficer Hostage(1) RecordsMgmt Specialist (6)
OfficeAssistant II (1) OfficeAssistant II (1) Sergeant Hostage(1) Sergeant SWAT (1) Sergeant (4) PoliceOfficer (3) OfficeAssistant III (4)
Community LiaisonOfficer (1) Sergeant OrdDisp(1) Sergeant (8) PoliceOfficer Narcotic (2) Forensic LabManager (1) OfficeAssistant II (7.7)
Sergeant SWAT (1) PoliceOfficer (4) PoliceOfficer SWAT (1) Forensic Scientist III (1) Property Clerk (1)
Community Services City Wide Services ACOP City Wide Services Canine Sergeant (7) OfficeAssistant III (1) PoliceOfficer Canine(1) Forensic Scientist II (2)
4.0FTE's 13.0FTE's 18.0FTE's OfficeAssistant IV (1) PoliceOfficer (4) Criminalist I (1)
Sergeant (1) Sergeant (1) Sergeant (1) OfficeAssistant II (1) OfficeAssistant III (1)
PoliceOfficer (2) PoliceOfficer (10) PoliceOfficer CanineSWAT (1)
OfficeAssistant III (1) Community LiaisonOfficer (2) PoliceOfficer FTO Canine(1) Safe Streets Special Investigations Vice Motor Fleet Ordnance Disposal Personnel
PoliceOfficer Canine(13) 7.0FTE's 17.0FTE's 3.0FTE's 1.0FTE 2.0FTE's 2.5FTE's
PoliceOfficer (2) Commander (1) Commander (1) Sergeant (1) Sergeant (1) Sergeant OrdDisp(1) HumanResourcesSr Consult (1)
Sergeant SWAT (1) Sergeant OrdDisp(1) PoliceOfficer (2) PoliceOfficer OrdDisp(1) OfficeAssistant IV (1.5)
City Wide Services Motors City Wide Services Mounted City Wide Services Traffic Sergeant (1) Sergeant (8)
6.0FTE's 6.0FTE's 9.0FTE's PoliceOfficer Hostage(1) PoliceOfficer SWAT (1) Property Room Research & Development Systems
PoliceOfficer (6) PoliceOfficer (6) Senior Commander (1) PoliceOfficer SWAT (1) PoliceOfficer (5) 6.0FTE's 6.0FTE's 9.0FTE's
Sergeant (5) PoliceOfficer (2) OfficeAssistant III (1) Commander (1) Sergeant (1) Commander (1)
PoliceOfficer (2) Sergeant (1) Research& GrantsMgr (1) Sergeant Hostage(1)
OfficeAssistant III (1) School Resource Officer Human Trafficking Grant Property Clerk (4) ResearchAnalyst II (3) Sergeant (1)
10.0FTE's 1FTE OfficeAssistant IV (1) PoliceOfficer FTO (1)
Parking Enforcement PoliceOfficer SRO (10) Sergeant (1) PoliceOfficer (5)
20.0FTE's
Sergeant (1) Training Police Parking Lot Emergency Communications Ctr
PoliceOfficer (4) 18.0FTE's 0.7FTE 48.0FTE's
ParkingEnforcement Officer (15) Commander (1) CustodianI (.7) ECC Shift Supervisor (8)
Sergeant SWAT (1) ECC Telecommunicator (13)
Sergeant (4) ECC FireDispatcher (17)
PoliceOfficer FTO SWAT (2) ECC PoliceDispatcher (10)
PoliceOfficer (8)
Health& FitnessCoordinator (1)
OfficeAssistant I (1)
Vehicle Impounding Lot
13.4FTE's
ImpoundLot Manager (1)
ImpoundLot Supervisor (1)
Property Clerk (10.4)
OfficeAssistant III (1)
Major Crimes & Investigations
OFFICE OF THE CHIEF
Patrol Operations
St Paul Police 2015
Budget Information
Topics to be covered:
Innovations
Future Pressures
Department Priorities
List the departments top 3 to 5 priorities for 2015.
How does the departments budget submission align with these priorities?
Resources
Base Budget Reduction:
Are there any service level reductions as a result of meeting your base budget? If so, please explain.
Additional Resources:
If the Department had additional resources in 2015, how would they be used?
How would these additional resources be aligned to the Mayors and the Departments top priorities?
Department Organization
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 donors
and 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)
CopLogicOnline 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 J uly 2014.
Ticket-Writers
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 a
shorter time period.
Due to a need to purchase equipment for TASS, we will not be able to implement this program department-wide
until 2015.
Innovations- Continued
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 FTEs 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.
Innovations- Continued
Criminal Enterprise Investigative Program (CEIP)-combat crime via criminal finances.
The unit will be fully staffed with one sergeant (reassigned in J anuary to begin program
development) and three officers (to be assigned in J uly).
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. SPPDs Criminal Enterprise Investigative Program unit is working closely
with the Ramsey County Attorneys office. As we move forward with program
development, we have already engaged the offices 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.
Innovations- Continued
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 FTEs 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 along
the 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 in
their city. Our own analysis shows we will see a 2.2% increase in violent crime along the
Central Corridor.
Union Depot-the 2
nd
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 level
of 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 allow
for 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- Continued
Innovations and technology
SROs- St Paul Public Schools has refused to fund all 10 SROs. They are only funding 7. This will leave
the 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 createdin-house by our city OTC in the late 1990s. 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 Sheriffs 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 the
maintenance 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 PDs 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 dont 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 Priorities
Please list the departments top 3 to 5 priorities for 2015.
How does the departments budget submission align with these priorities?
While we see a need for additional resources, we understand budget constraints of the city. If a
flat budget for 2015were 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 departments 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 Cityby 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, the
PD will cover $198,445 for the grant match. By 2017 the PD will fund these positions within existing
resources 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 will
allow 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 risk
level, and forecasting future patterns in criminal activity to provide timely information to patrol
and 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 effective
and efficient resource allocation, policy and procedure changes, investigative practice
improvements, and forecasts future department needs based on population and crime trends to
Police administration.
Priority #2 - Partner with our Community to Enhance the Citys 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 Night
Initiative.
Our budget includes the use of J AG (grant funds) to off-set general fund OT for community
engagement initiatives such as our new immigrant outreach efforts currently ongoing in the Somali
and Karen communities.
The Chief has also successfully gained private funding and grant revenue (with no match required) to
expand upon our youth outreach efforts.
Our Safe Summer Nights Initiative brings local business, community members and Parks and Rec
together 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/Community
events 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 our
officers. In 2014 and again in 2015 we will get $25,000 to purchase OSHA-mandated gas mask
filters. 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 budget
cut 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 young
workforce. In addition, this funding will be used to fund command staff training to further develop
the departments leaders.
Priority #3 - Invest in our employees. Our departments 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.
Department Priorities- continued
Priority #4 - Manage our resources for maximum resultsby continuing to evaluate and
streamline our processes including workflow and technology usage to provide the best service
with 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 management
system for the Impound Lot.
Priority #5 - Strengthen a culture that values service and accountabilityby 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.
Department Priorities- continued
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 causing
doubling 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 implement
current 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 large
Meth case resulting in multiple arrests, the special investigations unit targeted street gangs such as the
Eastside Boys and Selby-siders.
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 $345,873
Non-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 4
th
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 2009s 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 $345,873
Personnel 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, track
equipment, 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 FTEs. 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 FTEs to cover this 24/7
operation.
A 34% reduction of staff from 12.40 is a reduction of 4.20 FTEs. To reduce the staff by 4.2 would leave 8.2
staff. 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 with
the spending budget reduction and could not sustain this cut before the innovations are in place.
Current staffing in records is 18.70 FTEs for a 24/7 operation. A reduction of 6 FTEs would leave 12.70 FTEs.
To reduce this much would require us to significantly impact public service hours and there will be an impact to
timelines of information reaching the investigative units. (list of duties of staff available)
Historical on Civilians
In 2002 we had 203.6 Civilian FTEs
In 2013 we had 165.8 FTEs
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 new
revenue streams via grants and private donors. Outside of an inflationary increase for 2014 the PD has not
had a general fund increase in several years and yet has managed to maintain public safety at high levels in
the face of significant budget cuts.
We would propose an increase in sworn staff combined with moving civilian Staff into some roles currently
filled 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 of
those attending games at the new ballpark.
If we estimate based on Mplscrime trend when Light-Rail was established, we should see a 2% increase in
violent 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 civilian
to 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 aid
the 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 ICC
data we had to wait for OTC to get us the reports. We were only able to get them when OTC
staff was available and this caused a several month gap between reports, diminishing the
impact we wanted to have on our officers driving behavior to impact officer safety and city
liability. 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 the
time. 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 eclipsed
his capability to keep up. We should insert two civilian staff membersto assist and develop the
skill set for identification of public v. non-public data. Replace Sworn with civilian ($138,000).
Additional funding needs
Overtime-fundinghas not increased in the past 5 years even when contractual negotiated salary
increased. 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 Mayors and the
Departments top priorities?
Mayors Priorities (3
rd
Term Plans J anuary 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 safe
environment 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 Pauls 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 MplsPD have partnered to provide public safety by working to multiply each others
force 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 Pauls vitality and prosperity by promoting safety
and security with technical excellence, leadership and comprehensive professionalism. We seek to become an
outstanding employer and partner engaged with our employees and the diverse communities that we serve. We
are committed to quality training, high professional standards, accountability and achievement. We are focused
on strengthening partnerships to address the causes and outcomes of crimes in order to continue to be a strong
asset 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
K9
Community Services

460.0 FTE
Major Crimes and
Investigative Division
Property Crimes Unit
Homicide/Robbery Unit
Youth Services (J uvenile)
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