RockStat July 8, 2010 Public Safety Rockford Police Department 7/8/2010 Scorecard as of 6/30/10

Better Governing Through Accountability

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Office of Mayor Lawrence J. MorrisseyLEADING BOLDLY, WORKING TOGETHER


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RockStatJuly 8, 2010

Public Safety


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Rockford Police Department7/8/2010

Scorecard as of 6/30/10

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec YTD

Benchmark 1,823 1,538 2,049 2,125 2,302 2,148 2,384 2,427 2,280 2,278 2,009 1,733 11,9862010 1,514 1,198 1,809 1,852 1,914 1,913 10,200

Benchmark 1,443 1,384 1,483 1,458 1,522 1,422 1,509 1,387 1,428 1,386 1,316 1,075 8,7102010 1,197 1,144 1,425 1,498 1,440 1,316 8,020

Benchmark 2,834 2,922 3,531 3,583 3,824 3,570 3,893 3,814 3,708 3,664 3,325 2,808 20,2642010 2,711 2,342 3,234 3,350 3,354 3,229 18,220

Benchmark 40.3% 46.3% 36.0% 35.6% 37.3% 33.7% 30.8% 29.7% 32.1% 31.3% 32.1% 35.3% 37.9%2010 37.6% 55.7% 38.5% 35.9% 33.5% 28.2% 36.1%

**benchmark is the average of 2007-2009.

**Score based on Standard Deviation of 3 yrs of Month data except Clearances based on 5% Deviation.

Rockford Police Department Scorecard

Group A Offenses

Percent Group A Offenses Cleared by Arrest or Exception

Total Criminal Offenses

Group B Offenses


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Measure: City Offenses by District


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Measure: City NIBRS Group A Offenses: Twenty-two crime categories made up of 46 offenses considered to be the most serious. May be a crime against person, property or society (for example: Murder, Robbery, Burglary, Drug Offenses, Theft, Prostitution, etc).

Analysis

Create a Safer Community:

•Identify emerging trends and patterns , collaborate on innovative solutions and assess through relentless follow-up.

Strategic Plan

Group A offenses decreased by one offense from May 2010 and decreased 8.34% from June 09. Group A Offenses are down YTD 8.28%.

According to the District Scorecard (previous slide) District 1 Group A Offenses increased by 3.94% from last month. This is due to a 29% increase in Robbery, a 10% increase in Aggravated Assault, as well as increases in property crime such as Burglary (+38%) and motor vehicle property crime.

Although Prostitution Offenses increased YTD & may have contributed to Group A Offenses, please note these as a Self-Initiated activity with increase in enforcement.


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Measure: City NIBRS Group B Offenses: Eleven crime categories that encompass all crimes that are not Group A Offenses. May be a crime against person, property or society (For example: DUI, Family Offenses, Runaways, Disorderly Conduct, Liquor Offenses, etc.).

Analysis


•Utilize Group B enforcement to increase traffic safety and decrease criminal offenses.

Strategic Plan

Group B offenses decreased 8.61% from May 2010 and 4.91% compared with June 2009 as well as 6.35% YTD.

According to the District Scorecard (previous slide) District 3 Group B Offenses increased by 1.88% from last month. This is only an increase of 5 offenses and there is no notable pattern to this small increase.


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Measure: City Traffic Accidents

Analysis

Strategic Plan

Total Accidents decreased in June 2010 6.21% from May 2010 and decreased 4.36% compared with June 2009.

Total % Hit & Run Accidents increased from 25.05% in May 2010 to 26.29% in June 2010.

The number of people arrested for DUI (58) was lower compared with May (70) and lower than June 2009 (69).


Focus enforcement activity in high incident intersections.


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Accident Hot Spot Map


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Measure: City School Incidents, CFS, and Arrests


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Measure: City School Offenses by School


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Measure: City Sound Amplification Impounds, Citations, & Complaints


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Measure: City Sound Amplification Impounds, Citations, & Complaints


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Rockford Housing Authority Date: July 6, 2010

Operations RHA Security

Goals and Objectives Description of Strategy/Vision Who is Responsible Maintained/Monitored

RHA Exec.Dir.

Provide a safe environment for all Rockford housing will procure an armed Security contract based on statistical needs. Dep. Exec Dir.Higgins Daily

RHA residents and their guests. RHA will monitor security cameras, develop neighborhhood watch programs and Security Dept., Managers

utilize the RHA confidential security hotline.

Educate residents of techniques for community policing .

Rockford Police Department

Strengthen security coordination. Rockford police Department, Metro Security ,and RHA staff all work together

gathering and exchanging criminal data occurring on RHA properties. Metro Security Daily, Monthly

RHA Dep.Exec. Dir. Higgins

Each site will be issued it's own Security budget. Budget will be monitored. Adjustments will be made to effectively provide security coverage despite budget reductions.

Develop site based budget for Dep. Exec. Dir.Higgins Daily,Weekly,Monthly

Security coverage. RHA security is funded through operating funds. Management and site Staff

RHA will be aggressively pursuing future HUD provided grants in order to bolster security.

RHA Security Department will document all criminal occurrences forwarded by the R.C.P.D. RHA Exec. Dir. Daily,Weekly,Monthly

Monitor Security Occurrences and Metro Security. RHA Security Department will monitor the criminal occurrences and make Dep. Exec. Dir. Higgins

Reduce Criminal Occurrences necessary adjustments in Security coverage base on statistical needs and trends. RHA Security Dept.


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Measure: Criminal Offenses Reported to Rockford Housing Authority by Police Dept.Benchmark: Reduce Annual Criminal Occurrences RHA Wide

Analysis

Strategic Plan

To provide a safe environment for all RHA residents and guests.

In 2007, Rockford Housing Authority hired a private security company.

This proactive approach has continually reduced the number of criminal offenses.

Having private security at strategic times has helped to reduce criminal offenses.


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Measure: Most Recurring Crimes on RHA Property 2010Benchmark: Reduce the Number of Crimes

Analysis

Strategic Plan

Provide a safe environment for all RHA residents and their guests.

Statistics show a higher occurrence of crimes in family developments.

These are areas where more intensive security measures need be taken.

Based on findings, RHA has taken steps to provide contracted security with the ability to monitor cameras from a centralized location.


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Measure: Most Recurring Crimes on RHA Property2010Benchmark: Reduce the Number of Crimes

Analysis

Strategic Plan


There has been a few incidents of drug related offenses at two locations.

RHA will monitor areas closely and respond to all information on possible drug activity.

RHA will make efforts to create and/or work with neighborhood watch organizations within the developments.


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Measure: Evictions Notices Served at Scattered Sites 2010Benchmark: Reduce Annual Criminal Occurrences RHA Wide

Analysis

Strategic Plan

To provide a safe environment for all RHA residents and guests.

RHA has recently began compiling Scattered Sites criminal data.

Information provided by Police Department has resulted in multiple evictions.


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Measure: Section 8 Vouchers TerminatedBenchmark: Terminate Voucher if RHA Policy is Violated

Analysis

Strategic Plan


In February of 2009, RHA conducted criminal background screening on all section 8 voucher holders.

RHA now conducts yearly screening on all current section 8 voucher holders.


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Measure: Bans issued RHA Wide Benchmark: Ban anyone who violate s RHA Policy

Analysis

Strategic Plan


Number of bans issued has increased.

Effective June 2010, RHA Board of Directors have approved the issuance of permanent bans.

We hope to see a reduction in the amount of persons violating RHA policy.


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Measure: Bans Issued at Concord Commons

Analysis

Management of Concord Commons recently implemented the issuance of permanent bans.

The number of bans needed to be issued is gradually experiencing a reduction after the change.


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HousingCode Enforcement

• Charlie Schaefer, Heather Swartz & Zach Andrews


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• Voluntary - Percentage rate of approximately 85% for 2010 reduced to 54% in May / 47% in June with the influx of Weeds complaints

• Induced – Number of days to move to hearing are showing high in the system, but actually were moved along faster in real time.

– No clerical staff from October – April

– Inspectors did not move cases forward within reporting software so as not to create confusion

– Generally a 30 day minimum to advance cases to hearing status due to protocol

• Forced – Number of days and percentage rate to forced compliance are affected by weeds complaints starting in May

– Weeds complaints have shorter time for compliance (two days plus 36 month rule)

– New clerk helps speed along process

– 40% increase in June from May due to backlog of cut orders and inclement weather

Measure: Average Number of Days to Compliance

Analysis


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• Statistics for clean up contractors represent only three rounds of bidding

• Contractor A requested to temporarily withdraw from bidding process for 90 days on6/1 (large parcel contractor)

• Error in data entry discovered and corrected on 6/14

Analysis

Measure: Contractor Scorecard


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• Graffiti

•Kwame Calvin

Transportation & PropertiesTransportation & Properties


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2008 129 2010174 90 147 153 81 20 2009 111

2010 1022009 2010

LY Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec TY Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

87 108 128 97 118 123 174 90 147 153 81 20 28 58 146 110 136 133129 129 129 129 129 129 129 129 129 129 129 129 129 129 129 129 129 129 129 129 129 129 129 129

Averages

PlanActual

Goal / Target1st 6 months 2nd 6 monthsGraffiti CallsElement/Measure

2009 Last 6 months actuals

0

20

40

60

80

100

120

140

160

180

200

Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec TY Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Actual Plan Average


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The data reflects that we have effectively exceeded our goal for removal time after clearing our winter back log. We have a 2.3 day removal time from Apr-Jun.

Measure: Average time it takes to complete each graffiti requestBenchmark: Remove graffiti within 5 days or less

Analysis

Strategic Plan

Support balanced healthy growth of every neighborhood through an integrated approach transportation and land- use planning.


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Comparison

Graffiti: lowest amount of calls in Dec. Police: highest arrest count in Dec.


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Public SafetyPublic SafetyRockford Fire DepartmentRockford Fire Department

Chief Derek Bergsten


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• EMS & Search and Rescue incidents include general medical calls, motor vehicle accidents and rescue calls (lock-ins, extrication, trench, water, etc.)

• These types of incidents have decreased 346 incidents, or 3.77%, YTD.

• The decrease is in general medical calls and motor vehicle accidents.

Measure: EMS & Search and Rescue IncidentsBenchmark: 1,532 (2009 Monthly Average) Analysis

Strategic Plan

• 4.1 Deploy geographic strategies for more effective enforcement of laws & ordinances

General 8,596 8,259 -3.92%MVA 526 510 -3.04%Rescue 57 64 12.28%YTD Total 9,179 8,833 -3.77%

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec2009 1,580 1,492 1,508 1,447 1,542 1,610 1,583 1,608 1,453 1,546 1,465 1,5532010 1,402 1,362 1,501 1,466 1,591 1,511


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Measure: Fire IncidentsBenchmark: 68 (2009 Monthly Average) Analysis

Strategic Plan

• Fire incidents include structure fires, vehicle fires, unauthorized open burning, and other outside fires.

• The code set for open burning has been more clearly defined and therefore the total number of fires for 2009 will differ than previously reported statistics.

• Fires have decreased by 30 incidents, or 7.48%, YTD.

• All types of fires have decreased.

• 4.1 Deploy geographic strategies for more effective enforcement of laws & ordinances

Structure 141 140 -0.71%Vehicle 70 65 -7.14%Open Burning 107 100 -6.54%Other Outside 83 66 -20.48%YTD Total 401 371 -7.48%

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec2009 41 43 67 81 79 90 83 77 77 51 79 472010 32 30 68 96 81 64


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Measure: Property Loss (structure fires)Benchmark: 20% reduction in property loss due to structure fire incidents Analysis

Strategic Plan

• 4.3 Improve effectiveness, safety, & efficiency for emergency personnel, equipment, & resources

• Property loss is defined as both the structure damage and the damage to the contents within the structure.

• 44.78% increase in property loss 2009 YTD compared to 2010 YTD.

• Large property loss in January due to structure fire at the Ring Can Corp. ($505,000).

• Large property loss in April due to the structure fire at the machinery factory on Blackhawk Ave ($300,000).

• Average property loss per structure fire 2009 YTD = $13,637.24

• Average property loss per structure fire 2010 YTD = $20,020.77

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec2009 $594,900 $103,760 $367,700 $362,570 $109,650 $438,820 $252,440 $229,650 $93,575 $319,370 $450,215 $295,1002010 $979,920 $228,600 $271,120 $972,900 $155,850 $254,580


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Measure: Community Service SurveysBenchmark: Receive a response rate of 20% or higherAnalysis

Strategic Plan

• 4.2 Support community partnerships & engaged citizens

Sent, Not Returned 2,994 70.71%Responded and Received 996 23.52%Return to Sender 244 5.76%Total 4,234

7/1/2009-6/30/2010

• Surveys are sent out on a random sampling of EMS incidents and all structure fire incidents

• Five different types of EMS surveys

• General Medical Transport• Respiratory• Cardiac• Orthopedic• Non-transport

• Average of 353 surveys sent out each month

• Survey methods used in previous years yielded about an 18% response rate

• Over the past 12 months, the response rate was 23.52%, above the benchmark of 20%.


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Measure: 911 Customer ServiceBenchmark: Receive rating of “Outstanding” or “Excellent” on 90% or more of surveys Analysis

Strategic Plan

• Two questions related to 911 customer service on all EMS surveys with a transport.• Those who answered Question 1 gave a rating of Outstanding or Excellent on 95.65% of responses.• Those who answered Question 2 gave a rating of Outstanding or Excellent on 89.12% of responses, just below the benchmark of 90%.


1. The 911 call was handled in a prompt, courteous and competent manner:

2. The 911 instructions given prior to the arrival of the paramedics were:

Outstanding 468 56.59%Excellent 323 39.06%Average 31 3.75%Fair 4 0.48%Poor 1 0.12%Total 827

95.65%


89.12%


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Measure: Fire Customer ServiceBenchmark: Receive rating of “Outstanding” or “Excellent” on 90% or more of surveys

Analysis

Strategic Plan

• Four main customer service questions related to Fire Department personnel.•All questions met the benchmark of 90%


1. The paramedic crew acted in a concerned, caring, and professional manner:

2. The paramedics clearly explained the procedures performed:

3. How would you rate your overall quality of the care provided?

4. How would you rate your overall experience with our services?

Outstanding 778 65.27%Excellent 372 31.21%Average 37 3.10%Fair 2 0.17%Poor 3 0.25%Total 1,192

96.48%


93.42%


96.50%


95.15%


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Measure: Community Outreach Activities (Public Education)Benchmark: Increase participation by 25% Analysis

Strategic Plan


Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec2009 78 19 27 92 48 7 10 15 16 62 22 312010 28 32 29 38 48 2

• Public Education activities are performed by both Fire Prevention personnel and on duty firefighters:

• 911 education• EMS lectures (CCC)• Drown Prevention• Neighborhood Association Meetings• Fire Safety lectures• School visits (1st, 3rd, 5th grade)

• Due to being short two inspectors and budget constraints, currently Public Education activities have decreased 34.69%, or 94 visits.

• 2009 YTD = 271 visits• 2010 YTD = 177 visits


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New Hire and Transfer Education Levels

Laura A. Ahern, PHR

Human Resources Department


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• 26 Total new hires, departmental transfers and promotions in first quarter of 2010.

• 2 Employees have a GED which is 8% of the total.

• 12 Employees have a High School Diploma which is 46% of the total.

• 3 Employees hold Associates Degrees, which is 11% of the total.

• 7 Employees hold a Bachelors Degree which is 27% of the total.

• 2 Employees hold Masters Degrees, which is 8% of the total.

Performance Measure: New Hire and Transfer Education Levels for Quarter 1 of 2010 *Note: if employees hold a Masters Degree they are not counted in the Bachelors category as well

Analysis


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2008 averaged 84% of survey responses rated “Good” or “Excellent”

2009 averaged 85% of survey responses rated “Good” or “Excellent”

Complaints about the process being slow. Hard to determine whether this applied to processes we can control (i.e. requisitions and PO issuance) or those we have to follow per ordinance (bid/RFP).

Complaints about process being “confusing” and “too much red tape”. We have conducted training to internal purchasing staff on the process and will continue to do so twice annually.

Finally, complaints about issues outside our control.

Performance Measure: Support Services Survey - PurchasingBenchmark: 84% Good or Excellent Responses (2008 average)

Analysis


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Analysis2008 averaged 65% of survey responses rated

“Good” or “Excellent”2009 averaged 63% of survey responses rated

“Good” or “Excellent”Scores for budget formulation increased, while

budget execution decreased.General complaints about lack of available funds.Complaints about lack of communication

downward through departments about final budget. Finance Department staff leave that to department heads/department budget staff to communicate final budgets to appropriate department staff.

Complaints about Finance changing budgets/communication. We will only change budgets when purchase of service allocations or fringe benefit rates change. If departments submit budget requests in excess of allocations, they are instructed to revise.

Have invited feedback on numerous occasions and when suggestions are made for improvements, we make every attempt to comply.

Performance Measure: Support Services Survey - BudgetBenchmark: 65% Good or Excellent Responses (2008 average)

Analysis


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Analysis2008 averaged 82% of survey responses rated

“Good” or “Excellent”2009 averaged 81% of survey responses rated

“Good” or “Excellent”Majority of complaints about the age and lack of

capabilities of the phone system. Budget restraints prevent us from upgrading.

Complaints generally about lack of pay raises and lack of capital expenditures.

Performance Measure: Support Services Survey – Finance Office/TelephoneBenchmark: 82% Good or Excellent Responses (2008 average)

Analysis


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Thank you

Documents

RockStat July 8, 2010 Public Safety Rockford Police Department 7/8/2010 Scorecard as of 6/30/10