Results of the Police Department and Code Compliance Department Workload and Staffing Studies

Fort Worth, TexasMarch 5, 2019

Study Objectives To thoroughly document and understand current workloads and

service environments.

To evaluate the organization of the Departments and the management of its operations.

To develop an assessment of the current and projected staffing, deployment, and operational needs to meet those needs.

Identify improvement opportunities based on best practices

To leave behind the analytical tools for use by the City and Departments in the future.

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Methodological Overview Extensive input from departmental personnel through face-to-face

interviews.

In-depth assessments of the Departments’ service levels, staff utilization, operations and management.

Broad data collection.

Coordination with City planning to understand development and growth trends for Fort Worth.

Detailed analysis of current and projected staffing needs.

Collaboration with City and the Departments’ staff to review findings, assumptions and analysis.

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Projections Staffing analysis based on workload data at time of study and

projections of workload based on City’s estimates of development and growth in Fort Worth. Over the next 10 years, the City population will increase by about 21.6%; calls for

service by 19.3%; and major crimes by 0.5%.

The projections center around the number of staff needed to provide the same level of service in the future that is provided currently without potential impacts from policy or efficiency recommendations.

Workloads should be tracked on an ongoing basis. Calls for service and the other drivers in patrol projections should be reviewed following the provided methodology.

Any changes in workload resulting efficiencies or policies that impact other variables may change the staffing needs.

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Strengths of the Police Department The Police Department has to manage a diverse

service environment which is growing and changing. To deal with change, the Department is continually

evaluating its operational and service needs and makes adjustments accordingly.

Patrol has adequate proactivity to be engaged with the community in problem solving.

The Department is effective at the coordination of services.

Staff are well trained and administratively supported. Policies are ‘best practice’.

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Report Overview Report:

Captures a snapshot in time; Highlights 112 specific recommendations; Does not specify priorities among resources to be added; Outlines changes in department policies and use of certain

units, which in turn impacts other units 39 of the recommendations can be implemented

without increased resources, but must be reviewed to determined overall impacts

11 recommendations no longer are relevant because of other department reorganizations or already implemented

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Major Findings in Patrol Staffing levels have been adequate in the past year to

provide an effective level of service. For example, response times to higher priority calls

are good, overall, with an average of about 6 minutes. Field proactivity has also been relatively high at ~42%

overall Proactive time is highly utilized in service to the

community.

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Major Findings in Patrol%

Pro

activ

ity

Patrol Officers as % of Total Sworn

Comparative Data

Raleigh, NC

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Major Findings in Patrol Field proactivity has also been relatively high at 42% overall

(though levels are much lower during peak workload hours).

Other units not included in field proactivity calculation but support and supplement patrol: Neighborhood Policing Officers, Traffic Enforcement, Special Response Teams,

K-9 Units, other sworn personnel in field (detectives)

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Recommendation Highlights - Patrol While proactive time is effectively used in community service, it

needs to be better tracked and staff made accountable for its use.

Adopt more formal minimum staffing levels in order to control overtime.

There are span of control issues in Patrol that require additional sergeants to address. An issue supporting this conclusion is the need to better control over responses on calls.

Reallocate staff among Patrol divisions to better equalize proactive abilities and Add officers to Patrol in order to address the growing service environment.

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Recommendation Highlights - Patrol No prescribed level for proactivity.

Communities that value and use it effectively target 35-45%

Larger agencies with other proactive units the 35-40% range

Modeling Patrol Staffing Needs: (Proactivity Target + Availability)

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Patrol Officer Net Availability

Overall Proactivity

Current Need

66.6% (1386 hrs.) 41.6% 4266.6% (1386 hrs.) 40% 2669% (1436 hrs.) 40% 5

70.2% (1461 hrs.) 40% -569% (1436 hrs.) 35% -39

Report Data

Recommendation Highlights - Patroland Other Functional Areas

Special Response Teams (SRTs) should be more focused on proactive needs within the divisions and less on supplementingSWAT resources – impacts SWAT, creates potential need for additional SWAT resources

Develop a plan to increase the level of traffic enforcement in the Traffic Division and among Patrol units (utilize more of proactive time on traffic enforcement).

Stagger the shifts of Traffic Investigations to increase coverage without excessive use of overtime.

There are opportunities for the Police Department and Code Compliance to work more closely together in the field

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Recommendation Highlights -Support Tactical Command

Add a second SWAT unit to compensate for the re-purposing of SRT units in Patrol.

Increase K9 units to increase coverage without excessive use of overtime.

Increase crime analysis staffing to better support Patrol divisions. Further merge crime analysis and intelligence functions to

increase functionality. Already implemented

If the trend of “game rooms” cases continues, additional staff may be needed in Vice to focus on other vice crimes.

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Recommendation Highlights -Support Investigative Command

Improvements in case management processes are needed: Identify a single and appropriate point of accountability in each unit for

case screening and management. Utilize more formal processes to screen and assign cases based on

solvability potential. As workloads increase evaluate alternative methods to handle low

priority cases without solvability potential. Develop better post assignment reviews of cases.

Proposed changes in assignments of investigative staff to maximize the attention to serious crime in the City, in addition to new detective positions.

Additional staff are required to support patrol and investigations in forensics.

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Recommendation Highlights -Finance / Personnel

Emergency communications represents a major need for the Department because of high levels of turnover (20%). Address ability to fully staff and/or add staff.

Strengthen training through reallocation of staff and conversion of sworn positions to non-sworn, where appropriate. Some of this already implemented.

Establish criteria for which grant the department will apply Priority process already implemented

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Police Department Staffing Levels

1555

1674

FY2010 FY2019

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Matrix Staffing Recommendations Ten year staffing projections:

338 sworn positions 91 civilian positions

Funding constraints were not taken into consideration

Immediate needs outlined as all having equal weight and importance

Police Command Staff asked to outline priority needs based on staffing study to develop view of costs and impacts

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Placeholder Scenario – 10 Year Plan

Add positions evenly over 10 years to meet suggested staffing requirements: 35 sworn positions annually

10 civilian positions annually

Average annual cost for increase in staffing would equal approximately $6.4 million Sworn positions average cost per year is $5.6M

Civilian positions average cost per year is $775,000

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Bureau /Command

Officers Detectives /Corporals

Sergeants Total Priority

Patrol 20 0 9 29Patrol Divisions ( 20 Officers & 4

Sergeants) and Criminal Investigation Teams (5 Sergeants)

Tactical 2 0 1 3Criminal Tracking Unit (2 Officers) and Formation of SWAT Team (1 Sergeant)

Criminal Investigations 1 1 1 3

Sex Offender Registration and Tracking (1 Officer), Robbery (1 Detective), and Crimes Against Children (1 Sergeant)

Total 23 1 11 35

Scenario – Department Priorities 19

Next Steps Continue to review and implement various

recommendations outlined that do not require additional resources

Identify areas that can be improved that impact availability of officers Annual available hours that can be worked Case management improvements and efficiencies

Develop decision packages for FY2020 to compete with other citywide departmental requests

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Code Compliance

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Report Overview Report:

Captures a snapshot in time; Highlights 34 specific recommendations; Does not specify priorities among resources to be added; Outlines changes in department policies which in turn may

impact services Five (5) of the recommendations can be implemented

without increased resources, but must be reviewed to determined overall impacts

Six (6) recommendations have already been implemented

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Major Findings in Code Compliance Administrative Services – Recently reorganized to focus on

improving customer service, quality assurance, and operational consistency.

Code Enforcement Code Compliance workload has increased approximately 9% over

the last three fiscal years.

Multi-family housing unit permitting has increased two-fold over the past 5 fiscal years, impacting current and future inspection workload.

Animal Care and Control High live release rate and strong community outreach

programs including remote adoption centers.

Volunteers provide critical animal care services to the Shelter.

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Major Findings in Code Compliance

Consumer Health Backlog of approximately 1,000 low level health inspections

Low level health inspections are businesses such as convenience stores, pharmacies, or discount stores that sell prepackaged refrigerated food items; also bars that sell only beer or liquor but do not provide food to their patrons. Low risk as they are not likely to cause food borne illness to the citizens

Mosquito Surveillance Program workload impacts the ability of staff to complete moderate risk health inspections during spring and summer.

The Commercial Compliance team is effective as a “special enforcement” team.

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Major Findings in CodeCompliance Environmental Health

Challenges associated with completing Water Quality Inspections related to new construction activities – only completed 69% of required inspections in 2017.

New MS4 Stormwater Permit will increase water quality workload MS4 stands for Municipal Separate Storm Sewer System

Program evaluations of Municipal Separate Stormwater Sewer Systems (MS4) are being conducted to determine permittee compliance with permitting requirements and to evaluate the implementation status of EPA's stormwater regulations

There are limited proactive Air Quality Inspections. However, the Department is meeting minimum requirements of state permits.

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Major Findings in Code Compliance

Solid Waste Illegal dump sites are a major issue in the City. A dedicated unit

is tasked with cleaning up these sites.

Very limited street sweeping is occurring in the City.

Contaminated recyclables accounts for 28% of the volume. This is high considering a team is deployed to educate citizens about recycling.

Environmental collection center fees should be re-evaluated for non-Fort Worth participants to ensure adequate fees are being collected.

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Major Recommendations in Animal Care and Control Implement an administrative process for handling barking

dog complaints received by Police Department. Continue the use of stray teams and increase their role in

community education. Implemented Shelter Medicine should be organized under the Lead

Veterinarian. Implemented Special Investigations Unit should be relocated to the Field

Services Division. Under Review Areas of responsibility for Supervisors should be modified.

Under Review Shelter Services staffing should be increased to address

current animal care needs.

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Major Recommendations in Code Enforcement Add Code Compliance Officer positions in Neighborhood

Investigations – Code Compliance. Add Code Compliance Officer position in Multifamily unit to

address workload from new construction Annually review workload activity and development trends

and reassess distribution of Code Compliance Officers across the City. Current Practice

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Major Recommendations in Consumer Health Increase Health Inspection staff to meet the current backlog

and workload. Create a dedicated Mosquito Surveillance Program

Supervisor. Increase Commercial Compliance staff to address current

workload and increase proactive efforts.

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Major Recommendations in Environmental Quality Add Water Quality Specialists to meet current workload and

address new MS4 permit requirements.

Increase Land Quality and Hazmat Specialists to meet current workload.

Add Air Quality Specialists to increase proactive compliance monitoring.

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Major Recommendations inSolid Waste Explore increasing the level of street sweeping conducted

City wide. Currently under review for MS4 Permit and litter. Illegal Dumping unit should add an additional illegal dump

crew. Currently, Drop-off centers are appropriately staffed. However, a

fifth drop-off center may need to be considered in the future. Review how member cities are charged at the Environmental

Collection Center. Currently under review. Critically analyze compliance rates achieved by Blue Crew

after implementing new tools. Implemented

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Matrix Staffing RecommendationsCode Compliance

Ten year growth of staff based on population estimates 51.5 Code Enforcement / Animal Care & Control / Consumer

Health positions 26.5 Environmental Quality positions 20.0 Solid Waste positions

Funding constraints were not taken into consideration All were given equal weight and importance as they were built into

the timelines Code Compliance has outlined priority needs based on the staffing

study Not all recommendations are accepted as is and further discussion is

needed; i.e.: FY20 budget priorities and future year additions do not account for technology and potential efficiencies

Additionally, impacts and outcomes need to be understood prior to executing any of the Matrix recommendations

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Matrix Staffing RecommendationsCode Compliance 33

• General Fund – 51.5• Solid Waste Fund – 20• Environmental Fund – 26.5Total Staffing Positions to Review/Prioritize –98 positions over 10 years

Placeholder Scenario – 10 Year Plan Add positions evenly over 10 years to meet suggested staffing

requirements:

Each year prior to any staff addition conversations, an analysis will be conducted to understand the current staffing, productivity and workload, review of expected outcomes, and current population Example: 9 to 10 Enforcement/Inspection/Abatement positions annually

– review data each year 0 to 1 support positions annually

Average annual cost for increase in staffing would equal approximately $1.3 million Enforcement/Inspection/Abatement average cost per year is $1.2 Support positions average cost per year is $75,000

Review federal and state environmental laws/regulations to ensure we are maximizing the use of the Environmental Fund

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Scenario – Department Priorities Priority Position # of staff Deliverable Examples

1 Water Quality Specialist 3

Compliance with MS4 Water Quality Permit – Mandatory. Address additional construction, commercial, and industrial inspections per year. This would include abatement of violations and enforcement action for repeat offenders.

2 Illegal Dump Abatement 2

Add an additional crew to reduce delays in responding to/cleaning up illegal dumping piles, removing up to 2,080 piles and 850 tons annually. In addition, this crew would also assist with responding to storms and unscheduled neighborhood clean-up requests.

3Code

Enforcement Officers

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Increase number of inspections by 10,800 annually and keep pace with growth. Smaller reporting areas increase productivity and decreases lost efficiency from travel times between inspections.

4 Multi-Family Officer 1

Workload has increased two fold in the last three years. Currently have 7 officers to cover almost 100,000 units. Additional officer will enable the department to better address problem complexes.

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Next Steps

Continue to review, discuss policy and service levels related to the items below that do not require additional resources: Barking Dog Complaints Police/Code Collaboration Officer Safety Improvements Updated Fee Study for Hazardous Waste

Develop decision packages for the FY2020 budget to compete with other citywide departmental requests and priorities Proactively work with ACM to develop a scalable plan that

can be adjusted as other city-wide needs are discussed

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Questions

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