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    TPD Proposal

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
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    361 views8 pages

    TPD Proposal

    Uploaded by

    KOLD News 13
    TPD Proposal

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
    Flag for inappropriate content
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    Tucson Police Department Draft Proposal for FY2017 February 26, 2016 ‘The Tucson Police Department recognizes that the financial health of the City is closely tied to the department’s ability to cut costs and create greater efficiencies, while simultaneously addressing the needs of the community it serves. To that end, we offer the following changes to the organization’s structure, which will allow for considerable savings to the City while refocusing our energies around our core policing services, including geographic patrol functions. Currently, TPD’s authorized swom strength is 992. We have a long-standing attrition rate (loss of personnel through retirements, disabilities, etc.) of 6 swom officers per month. By July 1, 2016, we will be down to 880 sworn personnel, which results in a savings of approximately $11.2M. During FY17, we will lose an additional 72 officers, resulting in 808 actual officers by the end of the fiscal year. This stepped attrition represents about $3.3M in savings, for a total savings of about $14.5M. ‘A swom strength of 808 swom officers is untenable on many levels, including officer safety, ‘community responsiveness, and overall effectiveness. Given the City’s dire financial Circumstances, however, we are prepared to go as low as 830 swom officers, provided we have a training supplement (restricted funding for hiring of sworn personnel only) that would pay for up to 80 recruits as they cycle into the training pipeline. It takes about nine months for a new hire fo complete training and be fully deployable. Through phased hiring, we project that the training Supplement in FY17 would need to be $3.4M. That number would be higher in FY 18 (about $4M — see attachment). Therefore, for FY2017, we would save approximately $11.1M ($11.2M + $3.3M — $3.4M). GROSS SAVINGS ‘Vacancy Savings 11,200,000 Attrition Savings 3,315,000 Spec. Asst. Savings 210,185, Savings Subtotal 14,725,185 ‘NEEDS Recruit Training Supplement 3,400,000 Uniforms 500,000 Cell Phones 540,000 Patrol Vehicles 2,000,000 Advanced Training 500,000 Server Room Move 205,000 Facilities Moves (Re-org) 200,000 ‘Allen Hall 170,000, ‘Needs Subtotal 7,515,000 NET SAVINGS 7,210,185 ‘The following represents a mix of changes designed to improve the overall operations of the department and to save money. Many of these structural changes would have been undertaken regardless of budget concems, With few exceptions, the reallocation of staff does not in itself produce cost savings; rather, it allows us to continue functioning in an efficient and effective ‘manner as we reduce our deployable strength to 830. Offfice of Chief of Police ‘The first change involves ending our participation in the Commission on Accreditation of Law Enforcement Agencies (CALEA). The staff assistant position (about $70k with BRE) will be deleted froin the budget document and this employee will go to another budgeted staff assistant position that is funded and vacant. The current CALEA officer will return to patrol, and the CALEA sergeant position will be used to enhance/streamline the Office of Professional Standards (OPS), formerly the Office of Internal Affairs, The internal audit function will be housed in OPS, and the drafting and revision of General Orders will oocur in the department's Research & Analysis Unit. In OPS, a Clerk Transcriptionist will be hired to reduce costs associated with outsourcing. The OPS captain will report directly to the Chief of Police. ‘The Public Information Office will send one officer back to the field and delete the second vacant officer PCN. Six PRS redaction specialists will be hired and assigned to the Records Department to facilitate department records requests as required by Arizona law. ‘The Executive Officer and the Field Services Executive Officer, both lieutenants, will be re~ allocated. To help offset the reduction in staf, we are in the process of having our Executive ‘Assistant reclassified to Management Analyst to allow for oversight of clerical staff ‘Additionally, the Chief's Office main telephone line will be programmed for call vectoring, siving callers more options before talking toa person. Most calls to this number are for Records or Evidence. OPS will be expanded by one captain, one lieutenant, and three ser from other areas). -geants (all positions taken ‘The Deputy Chief position will remain vacant, saving about $225,000, including employee: related expenses. Investigative Services Special Investigations will become a section (SIS) overseen by a lieutenant, andthe Special Investigations captain will transfer to the Research & Analysis Division. The Auto Theft Task Force will report to SIS. The Gang Interdiction lieutenant will go to the Counter Narcotics ‘Alliance. The Home Invasion Unit supervisor and four detectives will transfer to the Counter Narcotics Alliance. The following officers and sergeants will be retumed to patrol (Field Services): 8 officers from the Street Crimes Interdiction Unit 1 officer from Intelligence Coplink 1 officer from the AZWANTED task force 4 officers and 1 sergeant from GTAC 5 officers and 1 sergeant from the Property Crimes Surveillance Unit 5 officers and 1 sergeant from the Domestic Violence Tactical Unit 3 officers and 1 sergeant from MTOU 2 officers from MHST 1 officer from the Auto Theft Task Force 1 officer from the Counter Narcotics Alliance This is a total of 31 officers and 4 sergeants leaving special assignments and returning to the Field Services Bureau (FSB)... Detectives will continue to be assigned to many of these initiatives. In addition to retuming officers to the field, certain functions will be decentralized, with the following transfers to the Field Services Bureau: « Tburglary detectives and 1 sergeant #5 auto theft detectives and 1 sergeant « 3 MTOU (Major Theft Offenders Unit) detectives In ll, 15 detectives will transfer from ISB to FSB. The final part of the ISB reorganization is the new Real-time Crime Analysis Section, under the Research & Analysis Division, which will be organized as described below. This real time Crime Analysis Section will play a key role in the Separtment’s future COMPSTAT efforts which will focus on providing officers and ‘community ‘members with accurate, timely crime data. 1 captain added (from SID downgrade) 1 Communications Superintendent (from PCWIN under Administrative Services)) 6 sergeants added (from FSB reorganization) 6 analysts added Field Services (Patrol) ‘An analysis of call loads indicates that Operations Division Downtown (ODD) officers are

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