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Date: September 8, 2005
The following document was referenced by
Chief Kerr during the September 8, 2005 City
Commission Workshop.
WINTER SPRINGS POLICE DEPARTMENT
M E M 0 RAN DUM
TO:
FROM:
Ron Mclemore, City Manager
Daniel J. Ke~Y~f Of Police
DATE:
Thursday, September 08, 2005
SUBJECT:
Staffing Allocation Study
REF #:
CP-024-05
At the recommendation of the City Commission, a Staffing Allocation Study of the police department has been
completed by utilizing the factors recommended by the International City Managers Association (ICMA) and
the International Asssociation of Chiefs of Police (IACP). Currently the police department is staffed with 64
sworn police officers and 20 non sworn members to serve our growing population of approximately 35,000
people in an area of approximately IS square miles. The transient population visiting our Town Center, our
Award Winning Parks and the Cross Seminole Trail System has also grown rapidly.
The study indicates that 21 patrol officers, 1 detective, I code enforcement officer and 1 crime scene technician
should be added to the department in order to deliver quality service to the residents of Winter Springs and to
provide overall public safety. A plan is recommended for adding the approximate number of personnel that is
feasible in terms of budgeting responsibly and a plan that allows for a way to hire and effectively train quality
people to serve our community.
Based on your request in March, no new positions were bugeted for FY 05/06. As you are aware, I expressed
my concern about the rising criminal activity in our community, but conceded that we could attempt to manage
with existing personnel for another year. However, just in the first eight months of this year we have
experienced a 21.5% increase in our part 1 offenses. Although we have experienced short term rises in the crime
rate in past years they have usually leveled off within 2 or 3 months. However, this is not the case for 2005,
crime continues to climb.
All information that is included in the study has been derived from the most recent data available.
Daniel J. Kerr
Chief of Police
PREP ARED
SEPTEMPER, 2005
Staffine: and Deplovment Study
Table of Contents
Page
Introduction
1
Overview
2
Objectives 4
Methodology 5
Policing Philosophy 6
Policing Priorities 7
Population Size and Density 8
Number of Calls for Service 9
Workload vs Manpower Tabulations
10
Recommended Implementation Schedule
11
Appendix
A-Q
Introduction
Several factors have emerged that directly impact the requirement to review the
necessities of additional police personnel over the next 5 to 7 years.
· Criminal activity has increased in FY 04/05 and the first 6 months of calendar
year 2005 by 21 %. This is the first increase in 8 years.
. Calls for service increased 33.1 % since the year 2000.
· Growth in population since the 2000 census is approximately 15%.
· Commercial development and higher density housing has increased since the year
2000.
· Land has already been cleared for further development in 2005 and 2006.
· Current plans for the next 24 months include 1500 to 2000 new homes that will be
built.
· Future commercial development projections indicate significant growth over the
next 5-7 years.
· Local law enforcement can not rely on the level of support from federal law
enforcement that was available before Homeland Security issues related to 9-11.
. Federal grants for law enforcement have been cut drastically due to funds directed
to Homeland Security.
1
Police Department Stafflne: and Deplovment Study
Overview
The City of Winter Springs has grown significantly since the year 2000. As a result of
the 2000 census it was determined that the population of Winter Springs was 31,080
residents. Since the year 2000 approximately 1,867 homes have been built and occupied
within the city limits. At the average rate of 2.5 occupants per household the current
population is estimated at 35,756. A conservative estimate would certainly be in the
range of 35,000 people. (See attached Chart A).
Over the next 24 months another 965 residences are scheduled to be built and occupied
that equates to 2,412 new residents. (See attached Chart B). Within the next 36 months,
by the year 2008, another 1,419 homes are projected to be occupied. Since these 1,419
homes are somewhere in the approval process, they could be occupied earlier than 36
months. The total population is speculated to be at approximately 41,000 people.
Another factor to consider is the commercial development that has been built since the
2000 census. Approximately 73,770 office space and 289,000 square foot of retail space
has been built since 2000. Another 478,101 square feet of office space and 437,028
square feet of retail space is projected over the next 24 months. (See attachment C). The
current commercial development that is underway and the planned development
projected over the next 5 years is significant.
The City of Winter Springs has one main thoroughfare, Route 434, running east and west
through the city. Surrounding cities have also been growing at a rapid pace. The
combined growth of Winter Springs and the growth of the surrounding areas have caused
a dramatic increase in traffic congestion in Winter Springs. Connector roadways like Rt.
419, Tuskawilla Road, Hayes Road, Moss Road, Edgemon Avenue and Sheoah
Boulevard are also congested. Accidents and accidents with injury have also
significantly increased since 2000. In 2004 there were 484 accidents compared to 412
accidents in 2000. There were 90 accidents with injury in 2004 compared to 70 injury
accidents in 2000. (See attachment Chart D).
The workload related to the number of calls for service handled by the police department
has increased with the demands of increased population, commercial development and
traffic congestion. Calls for service have increased by 33.1 %. Calls have risen from
62,612 in 2000 to 83,383 calls for service in 2004. (See attachment E).
During the first 6 months of 2005 calls have increased another 4.28% over 2004. They
have gone from 40,473 in 2004 to 42,206 in 2005. (See attachment F).
As a comparison of how surrounding cities staff and budget for law enforcement services,
you will find the attached Chart G for FY 04/05 and Chart H for proposed FY 05/06
budget.
2
In the last quarter of 2002 Code Enforcement was assigned to the police department.
Code Enforcement is a very necessary and important function to maintain the quality of
life in Winter Springs. Due to the increase in population this very time consuming
component of the department is extremely busy. Since the department has been assigned
the duties of Code Enforcement cases have increased 132% cases in 2000 increased from
1423 to 3,303 in 2004. In the first 6 months of 2005 Code Enforcement has already
handled 2,136 cases compared to 1,813 in the first 6 months of 2004. This is a 17.8%
increase. (See attached Chart I).
One other issue that will need added attention is the Cross Seminole Trail that now
crosses over SR 434 through the Town Center and on up to SR 419. Many more people
are now using the Trail. Once the Splash Pad and Magnolia Park is completed the use of
the Trail from surrounding neighborhood will increase rapidly.
3
...
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III
III
III
I
I
I
I
I
I
I
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Ob iectives
Determine the number of field patrol officers, supervisors and support staff required to
enable the department to:
· Respond to emergency and non emergency demands of citizens in a timely
manner.
· Conduct crime prevention and other proactive patrol tasks effectively, including
community oriented policing and problem solving.
· Conduct all other patrol activities effectively, including traffic control and special
missions work.
· Allow officers to meet all administrative requirements satisfactorily, including
report writing, training, court and personal needs.
· Promote the safety of the public and police officers.
. Allow for appropriate follow up investigations.
· Provide specialized services such as code enforcement, criminal investigations,
youth services, community relations, crime scene technicians, crime analysis and
communications personnel.
· Design a plan for deploying the required number of police personnel in the most
cost effective manner in response to temporal and geographic incidence of crime,
demands for non-crime services, and the policing approach most appropriate to
our community.
4
METHODOLOGY
There are a number of different methods for predicting staffing levels for police services
however there is no one acceptable method that can be applied to every agency. Some
localities choose to adopt a ratio of officers per thousand population. Currently, the
national average is considered to be between 2.4 and 2.5 officers per thousand. Other
agencies base staffing projections on formulas that include calls for service and workload
calculations. Still others interject variables that attempt to capture average times for
handling or investigating activities or calls for service. Certainly various forms of data
can be included that will be discussed further like population density, age of population,
transient population, response times and traffic volume. Included in this review is a
comparison of other cities in Seminole County and Winter Park in Orange County
relative to staffing and expenditures. There is no attempt to compare any particular city
but only to outline the general staffing levels and the level of funding for other police
departments in the area. (Attached is Chart G for your review) Defining patrol staffing
allocation and deployment requirements is a complex endeavor which requires
consideration of an extensive series of factors and a sizeable body of reliable, current
data. We should consider the following factors, the mix of which is absolutely unique to
each locality and agency:
. Policing Philosophy
. Policing Priorities
. Number of Calls for Service
. Population Size and Density
5
Policin2 Philosophv
The Community Policing Philosophy that has been developed in Winter Springs was
established in 1997 and is focused upon involvement with the community and enhancing
quality of life. Problem solving, building partnerships and delivering quality service is
what we do to protect our community. Because of our strong bond with the community
we have had a long term decrease in crime, we have solved many of the issues in the
community through trust and understanding and we are constantly improving our service
delivery based on feedback from the community. However, involvement in community
policing does place additional demands on the police department. Members of the
department do more than their basic jobs. They get out of their vehicles or their office
and interact with people to resolve issues and gain input for long term solutions.
Members assist the public with identifying other resources to alleviate problems if other
services are required to resolve an issue. An example is helping a family find drug
counseling for a child in need of services.
The Winter Springs Police Department has a customer service based philosophy that we
will do everything we can to help our citizens with issues or problems. Each member of
the department is responsible for delivering quality service and no job within the
department is too small. You will see a member of any rank respond to a call, direct
traffic when there is a need, or work side by side with any other member. All of our
members wear many different hats so that we can accomplish our mission and enhance
the quality oflife in our city.
6
.....
I
II
I
II
II
II
II
II
III
III
II
II
II
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--
I
Policinl!: Priorities
Our first priority is to protect the public through aggressive crime prevention efforts and
enforcement of law. The protection of life encompasses threats from criminals, traffic
violators and hazards. We respond to any and all calls in a timely manner. All calls
received by the Winter Springs 911 Communications Center are dispatched by priorities.
The highest priority involves the threat of death or injury. Crimes in progress not
involving possible death or injury are next in priority and all other calls are then
dispatched when officers are available.
. Urgent calls are dispatched immediately.
· The average response time to emergencies has continued to range between 2 and
3 minutes.
· Non emergency calls have averaged between 5 to 6 minutes.
.
I
II
7
III
III
III
III
III
II
II
I
III
III
III
III
III
III
III
-
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I
I
Population Size and Densitv
The current population of Winter Springs is approximately 35,000 people. The building
trend over the past 5 years has been primarily higher density single family homes on
smaller lots. Avery Park, Barrington Estates, Creeks Run, Bentley Green, Fox Glen
Phase 2, Golfside Villas, Parkstone and Stone Gable are recent examples. The
apartments at Courtney Springs and the expansion of Golf Terrace Apartments was also
completed since 2000.
All of the residential projects on the schedule to be built over the next 3 years are
townhomes and condominiums. The density of the city is increasing and will require
more services. This will be especially true in the Town Center area.
The planned development will raise the population of Winter Springs above 40,000
people. There is additional tracts of land like the Plant Property in the Town Center area
and the Cassell Property in the Greenway District that may be developed in the 3 year to
7 year time period. It is unknown at the present time how that will impact density.
8
Number of Calls for Service
The Winter Springs Police Department responded to 83,383 calls for service in 2004.
The number of calls increased from 62,612 calls in the year 2000 to 83,383 in 2004. This
represents at 33.1 % increase. Listed below are the number of calls separated into Non-
Traffic Related and Traffic Related. (See Chart E)
· Non Traffic Related - 66,714
. Traffic Related - 16.669
Total 83,383
9
,....
1
Workload vs Manpower Tabulation
A workload verses manpower study was conducted that analyzed the number of
calls/activities responded to by the Winter Springs Police Department in the latest
calendar year of 2004. The amount of time spent on each activity was tabulated for each
call and averaged for the year. The average amount of time required to handle the 83,383
calls in 2004 was 33.26 minutes. Chart E attached to this report breaks down the average
time spent on each event. As a point of reference, a recent study was conducted by the
Altamonte Springs Police Department that responded that they averaged 45 minutes on
each event.
The Winter Springs Police Department workload study was conducted for patrol
personnel based on the percentage of time used to answer calls for service. A percentage
was also factored in to allow time to provide proactive patrols in neighborhoods and
commercial areas, community oriented approach and problem solving. A separate
percentage was factored in for administrative time for report writing, court, meals and
training. The breakdown was 40% encumbered to answer calls, 35% for proactive
activities, and 25% for administrative time. The attached Chart J contains the formulas
and calculations utilized to produce the number of officers to provide the appropriate
levels of service to our citizens.
There are currently 40 members assigned to the Patrol Bureau including supervisory
personnel, motor officers and K-9. The study indicates that 61 members should be
assigned to patrol based on the 2004 numbers. The study does not take into consideration
that the city will be growing rapidly between now and the next 5 years. The
recommended number of new officers tabulated in the study is additional 21 officers in
Patrol.
/
A personnel allocation study was also conducted for the Detective Bureau based on
workload and time required to complete work. The division of time was distributed and
calculated at 70% investigating cases, 20% unencumbered for meeting with intelligence
gathering, meeting with State Attorney, the Lab, other investigative agencies and medical
examiner. Administrative duties account for 10% of the time related to court
appearances, depositions, training and meals.
Currently we have 4 detectives assigned to the Criminal Investigations Bureau. The
staffing study indicates that 6 detectives should be assigned to Investigations. Therefore,
the recommendation is for 2 new detectives. (See Chart K)
Based on the fact that Code Enforcement is currently investigating 3,304 cases a year
compared to 1420 in the year 2000, it is recommended that 1 additional Code
Enforcement Officer be added. The combinations of all factors of the staffing study
indicate that 24 new positions should be added.
10
-
Recommended Implementation Schedule
Adding large numbers of officers at one time is not recommended. Quality of the hiring
process suffers and directly impacts the quality of new officers. Once the decision is
made to begin hiring it is recommended that groups of three officers should be hired in 6
month intervals. For example, if the decision is made to hire 6 officers in FY 2005/2006,
then 3 officers could be hired at the beginning of the fiscal year and 3 at mid year so that
quality officers could be hired and receive quality field training. Therefore, the
recommendation is to hire a maximum of 6 officers a year. The 24 officers could be put
on board over 4 years or longer depending on the time frame outlined by the city.
The first priority is to add 4 officers to staff the new patrol area G (See Chart M) to cover
the Town Center Area and new development beyond Rt. 417, 1 new detective to handle
increased workload and 1 Code Enforcement Officer to handle increased workload. The
next priority is to add 4 bicycle officers to patrol the completed Cross Seminole Trail that
will traverse the city and the Town Center. One new Community Relations Officer and 1
Crime Scene Technician should be added due to increased workload. The next priority
will be 4 officers to staff the new patrol area H for development in the Greenway District
of high density residential and commercial development. (See Chart N) Two additional
traffic officers should be added to response to additional requests for service and to
handle increased traffic capacity.
The fourth priority will be to add 4 additional officers to supplement the existing shifts
during the peak call times from 2pm in the afternoon to 2am in the morning 7 days a
week. Two desk officers should be added to handle walk up complaints or call for
service and handle calls over the phone that do not require response to a location. This
will free up some patrol time for officers in the field. The 4 priorities can be dealt with in
4 years or spread over a longer or shorter time period. Currently, the best choice appears
is to accomplish the task over 4 years.
A spread sheet is listed below:
First Year
4 - Patrol Officers to Staff Zone G
1 - Detective
1- Code Enforcement Officer
6
Second Year
4 - Bicycle Officers for Cross Seminole Trail
I - Crime Scene Technicians
1 Community Relations Officer
6
11
Third Year
4 - Patrol Officers to Staff Zone H
2 - Traffic Officers
6
Fourth Year
4 - Patrol Officers to Staff Peak Hours
2. - Desk Officers for Walk Ups
6
Attached is Chart 0 (option 1) that provides all first year costs for salaries, benefits,
equipment and the purchase of a new vehicle. Two options are provided.
Chart P (option 2) includes the cost for salaries, benefits, equipment and the 4 year lease
purchasing of vehicles.
Chart Q illustrates costs of adding more than one officer for either option 1 or 2.
12
Attachments
New Residences Since 2000
Projected New Residences
Newand Projected Commercial Development
Traffic Crashes and Injuries 2000 and 2004
Calls for Service 2000 and 2004
Calls for Service First 6 Months 2000 and 2004
Budget and Staffing Comparisons FY 04/05
Budget and Staffing Comparisons FY 05/06
Code Enforcement Activity
Patrol Officer Formula
Detective Formula
Current Patrol Zone Map
Patrol Zone Map Including New Zone for Town
Center Area
Patrol Zone Map Including New Zone for
Greenway District
Cost Per Officer and Vehicle Purchase
Cost Per Officer and Lease Vehicle Purchase
Cost Comparison-Optionl, 2 & 3
Chart A
Chart B
Chart C
Chart D
Chart E
Chart F
Chart G
Chart H
Chart I
Chart J
Chart K
Chart L
Chart M
Chart N
Chart 0
Chart P
Chart Q
CHART A
New Residences added since 2000 census Homes Population
Parkstone 416 1 ,040
Barrington 100 250
Winding Hollow Phase 3 59 147.5
A very Park 87 217.5
Heritage Park 59 147.5
Creeks Run 98 245
Stone Gable 47 117.5
Tuscawilla Trace 24 60
St. Johns Landing 31 77.5
Orange Ave. (annexed into City) 15 37.5
Arrow Head Phase 2 10 25
Grand Reserve Tuscawilla Phase 2 46 115
Wick10w Green 52 130
Bentley Green 30 75
Seville Chase Phase 2 72 180
The Seasons 100 250
Howell Creek Reserve Phase 3 53 132.5
Golfside Villas 22 55
Fox Glen Phase 2 44 110
Courtney Springs Apartments 252 630
Golf Terrace Apartments 250 625
Total 1,867 4,668
2000 Census City of Winter Springs Population 31,088
Occupied New Homes through 2005 Population 35,756
Information was obtained from Seminole County Property Appraisers Office and Community Development
Department on August 15, 2005
CHART B
Projected New Residences FY 2005-2006
Harbor Winds
Barclay Reserve
J esup Reserve
Jesup's Landings
Landings at Parkstone
Lincoln Park
Heritage Park
Golf Point Apartments (Highland Apt's)
Villa Grande
Total
Projected New Residences FY 2006-2007
Lake Jessup Shore
Moss Road Town Homes
Tuscany Place
Winter Springs Town Homes (Engle Homes)
ICI Homes (Across Creek Run)
Phase 2 Town Center
Total
2005 Population City of Winter Springs
FY 2006 - 2007
FY 2007 - 2008
Homes
62
88
160
185
104
113
59
42
152
965
Homes
68
84
20
436
480
331
1,419
Population
Projected Population
Projected Population
Population
155
220
400
462.5
260
282.5
147.5
105
380
2,412
Population
170
210
50
1090
1200
827.5
3,548
35,756
38,168
41,716
Information was obtained from Seminole County Property Appraisers Office and Community Development
Department on August 15, 2005
CHART C
New Commercial added since 2000 Sq. ft Office Sq ft Retail
Town Center Phase 1 43,000 237,500
Nursrey Road 25,000 0
Dr. Courtney 5,770 0
Brusters 0 1 ,213
Villagio 0 50,439
Total 73,770 289,152
New Planned Commercial Sq. ft Office Sq ft Retail
Venitian Village 0 27,000
Belle Avenue 9,000 0
N. Moss Road Office Complex 7,101 0
Miller School Supply 0 10,028
Vista Willa Office Park 79,000 0
ICI Office Complex 80,000 0
Town Center Phase 2 300,000 400,000
Moss Road International Office Complex 3,000 0
Total 478,101 437,028
Information obtained from Community Development Deapartment and site plan reviews on August 19, 2005
CHART D
TRAFFIC CRASH COMPARISON FROM 2000 TO 2004
2000 2004
MONTH
JANUARY 35 41
FEBRUARY 35 27
MARCH 40 39
APRIL 33 38
MAY 38 41
JUNE 32 42
JULY 41 42
AUGUST 33 43
SEPTEMBER 46 46
OCTOBER 36 44
NOVEMBER 22 33
DECEMBER 21 48
TOTAL 412 484
I TRAFFIC CRASH WITH INJURY COMPARISON FROM 2000 TO 2004
2000 2004
MONTH
JANUARY 6 7
FEBRUARY 7 6
MARCH 5 7
APRIL 6 8
MAY 3 7
JUNE 6 8
JULY 6 8
AUGUST 3 6
SEPTEMBER 8 9
OCTOBER 10 7
NOVEMBER 5 11
DECEMBER 5 6
TOTAL 70 90
CHART E
January 1, 2000 January 1,2004
December 31, 2000 December 31, 2004
NUMBER NUMBER
CALL OF AVERAGE OF AVERAGE
NATURE CALLS TIME CALLS TIME
911 HANG UP 317 18.16 647 16.30
ABANDONED VEHICLE 91 11.49 105 12.53
ALARM TO BUSINESS 196 14.19 505 14.38
ALARM TO FINANCIAL INSTITUTE 1 5.21 4 6.88
ALARM TO RESIDENCE 493 13.42 1,238 13.65
ALARM TO VEHICLE 6 11.19 14 29.20
ANIMAL PROBLEM 400 24.22 516 21.65
AREA PATROL-HOUSE CHECK 1,096 5.33 1,292 5.68
AREA PATROL REQUEST 3,978 8.20 4,441 10.05
AREA PATROL REQUEST - TRAFFIC 2,397 32.35 2,544 33.38
ARREST DETENTION 43 58.24 54 56.37
AS SAUL T IN PROGRESS 1 211.31 0 0.00
AS SAUL T JUST OCCURRED 9 72.36 2 107.96
ASSAULT OVERWITH 26 65.14 10 50.34
ASSIST OTHER AGENCY 580 26.26 989 25.52
ATTEMPT TO CONTACT 267 19.00 847 17.85
ATTEMPTED SUICIDE IN PROGRESS 16 82.50 31 59.40
ATTEMPTED SUICIDE OVERWITH 2 26.35 15 66.99
BATTERY IN PROGRESS 4 63.53 5 65.03
BATTERY JUST OCCURRED 31 66.27 14 62.05
BATTERY OVERWITH 56 63.01 88 60.14
BOMB 0 0.00 0 0.00
BOMB THREAT 1 199.31 0 0.00
BURGLARY TO BUSINESS IN PROGRESS 7 67.38 1 118.64
BURGLARY TO BUSINESS JUST OCCURRED 0 0.00 4 77.79
BURGLARY TO BUSINESS OVERWITH 12 47.06 82 58.91
BURGLARY TO RESIDENCE IN PROGRESS 10 41.13 15 31.50
BURGLARY TO RESIDENCE JUST OCCURRED 13 117.18 4 77.79
BURGLARY TO RESIDENCE OVER WITH 67 57.44 82 58.91
BURGLARY TO VEHICLE IN PROGRESS 8 37.02 1 59.28
BURGLARY TO VEHICLE JUST OCCURRED 5 78.46 5 47.87
BURGLARY TO VEHICLE OVERWITH 83 42.44 137 44.11
CHILD ABUSE JUST OCCURRED 1 24.11 0 0.00
CHILD ABUSE OVER WITH 14 41.02 11 34.47
CHART E
CHILD PROTECTIVE SERVICES 92 33.42 194 39.77
CITIZEN ASSIST 380 19.58 529 25.29
CODE VIOLATION 1,014 10.26 3,377 5.99
CRIMINAL MISCHIEF IN PROGRESS 32 27.17 4 20.72
CRIMINAL MISCHIEF JUST OCCURRED 31 24.21 25 28.88
CRIMINAL MISCHIEF OVERWITH 263 28.53 249 30.58
DECEASED PERSON 14 146.04 14 101.88
DETAIL 3 12.13 28 50.86
DISABLED VEHICLE 709 13.10 772 13.14
DISTURBANCE 429 43.16 726 37.84
DISTURBANCE - CIVIL 34 30.23 95 34.81
DISTURBANCE - JUVENILE 81 34.40 84 32.57
DISTURBANCE - NOISE 1,011 16.04 1,039 12.16
DISTURBANCE F AMIL Y - PHYSICAL 33 65.23 42 92.01
DISTURBANCE F AMIL Y - VERBAL 69 40.25 86 41.86
DISTURBANCE F AMIL Y OVERWITH 3 11.37 23 75.14
DROWNING 0 0.00 0 0.00
DRUG INVESTIGATION 74 80.23 58 50.66
FIGHT IN PROGRESS 24 35.13 41 31.69
FIGHT JUST OCCURRED 0 0.00 4 31.86
FIGHT OVERWITH 3 11.37 19 50.48
FIRE 41 47.22 66 31.21
FOLLOW UP 1,117 14.29 1,218 14.73
HARASSING COMMUNICATION 50 34.13 40 32.32
HIT & RUN WITH INJURY 8 42.40 8 58.98
HIT & RUN WITH NO INJURY 16 34.42 91 45.04
HOME INVASION JUST OCCURRED 0 0.00 0 0.00
ILLEGAL BURNING 0 0.00 0 0.00
ILLEGAL DUMPING 9 16.19 34 15.31
ILLEGAL PARKING 92 19.59 62 9.54
INFORMATION 1,163 29.28 1,410 25.50
INTOXICATED DRIVER 58 23.27 44 21.37
INTOXICATED PERSON 32 33.09 22 28.17
JUVENILE 0 0.00 715 20.26
LEWD ACT IN PROGRESS 1 58.25 1 171.53
LEWD ACT JUST OCCURRED 5 27.33 3 11.64
LEWD ACT OVER WITH 19 60.35 12 48.73
LOST OR FOUND PROPERTY 296 19.36 310 22.44
LOST OR STOLEN TAG 19 40.20 23 38.13
MENTALLY ILL PERSON 3 28.19 7 57.35
MISSING PERSON 88 50.58 222 47.72
OFFICER ASSIST 8,384 10.28 14,008 12.36
OPEN DOOR 308 15.34 288 15.34
CHART E
OPEN WINDOW 8 7.48 1 2.28
PATROL REQUEST - BICYCLE PATROL 213 18.72 267 18.66
PATROL REQUEST - BUSINESS CHECK 17,407 7.84 24,581 7.86
PATROLREQUEST-FOOTPATROL 1,949 15.01 2,437 15.11
PROPERTY DAMAGE 4 36.45 41 21.57
PROWLER IN PROGRESS 7 54.59 5 21.59
PROWLER JUST OCCURRED 2 46.57 2 24.86
RECKLESS DRIVER 190 15.11 492 12.98
RETAIL THEFT IN PROGRESS 2 85.49 0 0.00
RETAIL THEFT JUST OCCURRED 12 33.15 6 82.07
ROAD OBSTRUCTION 90 17.11 206 15.50
ROBBERY IN PROGRESS 0 0.00 0 0.00
ROBBERY JUST OCCURRED 0 0.00 1 53.39
SEXUAL BATTERY JUST OCCURRED 2 128.42 0 0.00
SEXUAL BATTERY OVERWITH 23 180.03 3 47.02
SHOTS FIRED 0 0.00 7 11. 94
SICK PERSON 0 0.00 0 0.00
SOLICITOR 68 18.48 58 16.97
STALKING 1 44.48 0 0.00
STOLEN VEHICLE IN PROGRESS 3 45.31 1 21.28
STOLEN VEHICLE JUST OCCURRED 4 37.46 1 13.49
STOLEN VEHICLE OVER WITH 19 52.01 38 63.82
SUSPICIOUS INCIDENT 236 21.11 988 20.40
SUSPICIOUS PERSON 183 20.15 707 17.77
SUSPICIOUS VEHICLE 229 15.10 786 12.12
THEFT IN PROGRESS 10 98.53 3 51.98
THEFT JUST OCCURRED 66 45.12 48 33.73
THEFT OVER WITH 454 38.02 294 31.23
THREAT OR HARASSMENT 97 38.22 138 38.49
TRAFFIC CRASH WITH INJURY 70 75.14 90 64.56
TRAFFIC CRASH WITH NO INJURY 412 46.30 484 42.08
TRESP ASS OR UNWANTED GUEST 41 30.16 138 27.57
VEHICLE IN DITCH 2 71.32 0 0.00
VEHICLE STOPS 14,558 13.11 11,804 12.63
WORTHLESS DOCUMENT 11 51.15 60 41.57
TOTALS 62,612 38.78 83,383 33.26
CHART F
January 1,2004 January 1, 2005
June 30, 2004 June 30, 2005
NUMBER NUMBER
CALL OF AVERAGE OF AVERAGE
NATURE CALLS TIME CALLS TIME
911 HANG UP 280 15.43 338 26.22
ABANDONED VEHICLE 35 10.12 70 10.40
ALARM TO BUSINESS 233 11.26 249 10.50
ALARM TO FINANCIAL INSTITUTE 1 1.45 2 11.20
ALARM TO RESIDENCE 584 7.56 468 8.02
ALARM TO VEHICLE 11 14.59 7 6.22
ANIMAL PROBLEM 246 18.42 265 19.12
AREAPATROL-HOUSECHECK 599 4.41 699 6.15
AREA PATROL REQUEST 1,972 10.23 1,566 10.01
AREA PATROL REQUEST - TRAFFIC 1,262 32.54 1,226 30.35
ARREST DETENTION 24 72.08 33 57.14
AS SAUL T IN PROGRESS 0 0.00 0 0.00
ASSAUL T JUST OCCURRED 1 173.23 3 15.35
ASSAUL T OVERWITH 5 52.23 6 62.45
ASSIST OTHER AGENCY 456 23.32 461 21.03
ATTEMPT TO CONTACT 294 16.52 319 15.08
ATTEMPTED SUICIDE IN PROGRESS 15 72.1 0 18 54.27
ATTEMPTED SUICIDE OVERWITH 9 54.18 6 52.18
BA TTERY IN PROGRESS 3 178.26 2 61.15
BATTERY JUST OCCURRED 6 97.14 15 74.01
BATTERY OVER WITH 45 66.00 43 55.42
BOMB 0 0.00 0 0.00
BOMB THREAT 0 0.00 0 0.00
BURGLARY TO BUSINESS IN PROGRESS 0 0.00 1 35.54
BURGLARY TO BUSINESS JUST OCCURRED 0 0.00 1 161.51
BURGLARY TO BUSINESS OVER WITH 10 75.50 6 111.02
BURGLARY TO RESIDENCE IN PROGRESS 9 49.21 9 64.55
BURGLARY TO RESIDENCE JUST OCCURRED 1 49.46 4 11 7.44
BURGLARY TO RESIDENCE OVERWITH 45 59.09 50 51.43
BURGLARY TO VEHICLE IN PROGRESS 1 53.38 2 162.18
BURGLARY TO VEHICLE JUST OCCURRED 2 49.50 5 125.18
BURGLARY TO VEHICLE OVERWITH 67 42.42 80 48.27
CHILD ABUSE JUST OCCURRED 0 0.00 0 0.00
CHILD ABUSE OVERWITH 7 67.55 4 69.17
CHART F
CHILD PROTECTIVE SERVICES 104 38.37 82 34.40
CITIZEN ASSIST 194 30.54 192 24.16
CODE VIOLATION 1,833 5.57 2,121 6.39
CRIMINAL MISCHIEF IN PROGRESS 3 20.23 7 19.17
CRIMINAL MISCHIEF JUST OCCURRED 15 23.44 8 44.49
CRIMINAL MISCHIEF OVERWITH 136 28.10 147 30.01
DECEASED PERSON 4 75.48 5 130.42
DETAIL 6 112.46 4 21.17
DISABLED VEHICLE 391 12.44 357 14.31
DISTURBANCE 338 45.12 364 36.46
DISTURBANCE - CIVIL 43 34.47 17 34.57
DISTURBANCE - JUVENILE 52 28.13 29 24.52
DISTURBANCE - NOISE 519 8.52 574 8.11
DISTURBANCE F AMIL Y - PHYSICAL 23 115.52 12 94.39
DISTURBANCE F AMIL Y - VERBAL 44 52.29 48 41.47
DISTURBANCE F AMIL Y OVER WITH 19 82.16 13 73.27
DROWNING 0 0.00 0 0.00
DRUG INVESTIGATION 24 85.00 28 44.14
FIGHT IN PROGRESS 24 38.41 11 55.00
FIGHT JUST OCCURRED 1 84.03 2 242.18
FIGHT OVER WITH 14 55.48 4 13.20
FIRE 30 28.43 22 37.28
FOLLOW UP 586 15.08 992 13.48
HARASSING COMMUNICATION 21 27.21 20 25.12
HIT & RUN WITH INJURY 5 60.37 4 74.04
HIT & RUN WITH NO INJURY 45 41.24 42 53.38
HOME INVASION JUST OCCURRED 0 0.00 1 160.38
ILLEGAL BURNING 0 0.00 0 0.00
ILLEGAL DUMPING 9 10.32 13 18.03
ILLEGAL P ARKlNG 27 4.05 17 8.06
INFORMATION 615 23.09 734 22.20
INTOXICATED DRIVER 19 14.26 26 27.19
INTOXICATED PERSON 14 37.54 9 40.57
JUVENILE 407 18.39 309 15.33
LEWD ACT IN PROGRESS 1 171.53 1 18.19
LEWD ACT JUST OCCURRED 1 14.05 1 11.07
LEWD ACT OVER WITH 7 49.24 3 59.02
LOST OR FOUND PROPERTY 158 20.22 133 22.34
LOST OR STOLEN TAG 12 24.43 11 33.44
MENTALLY ILL PERSON 5 57.40 4 52.01
MISSING PERSON 108 49.15 102 44.59
OFFICER ASSIST 6,843 12.36 6,564 14.45
OPEN DOOR 150 14.14 152 10.52
CHART F
OPEN WINDOW 1 2.28 1 33.12
PATROL REQUEST - BICYCLE PATROL 126 23.05 51 25.36
PATROLREQUEST-BUSThffiSSCHECK 11,690 10.12 13,146 7.28
PATROL REQUEST - FOOT PATROL 1,083 15.47 1,272 14.05
PROPERTY DAMAGE 17 14.55 8 55.11
PROWLER IN PROGRESS 3 21.25 3 9.05
PROWLER JUST OCCURRED 2 22.05 1 18.55
RECKLESS DRIVER 239 14.07 299 12.06
RETAIL THEFT IN PROGRESS 0 0.00 0 0.00
RETAIL THEFT JUST OCCURRED 4 95.51 1 125.53
ROAD OBSTRUCTION 68 9.38 86 8.52
ROBBERY IN PROGRESS 0 0.00 0 0.00
ROBBERY JUST OCCURRED 2 91.55 1 132.25
SEXUAL BATTERY JUST OCCURRED 0 0.00 0 0.00
SEXUAL BATTERY OVERWITH 3 225.24 1 72.92
SHOTS FIRED 3 4.32 6 46.26
SICK PERSON 0 0.00 0 0.00
SOLICITOR 28 11.06 18 7.38
STALKING 0 0.00 0 0.00
STOLEN VEHICLE IN PROGRESS 0 0.00 0 0.00
STOLEN VEHICLE JUST OCCURRED 0 0.00 2 193.20
STOLEN VEHICLE OVER WITH 19 80.08 32 61.12
SUSPICIOUS INCIDENT 458 16.24 517 18.42
SUSPICIOUS PERSON 338 20.35 371 19.06
SUSPICIOUS VEHICLE 424 10.46 321 12.43
THEFT IN PROGRESS 2 63.59 3 60.23
THEFT JUST OCCURRED 22 22.1 0 20 42.49
THEFT OVER WITH 132 29.09 153 29.25
THREAT OR HARASSMENT 70 40.41 88 37.58
TRAFFIC CRASH WITH INJURY 66 68.38 54 77.00
TRAFFIC CRASH WITH NO INJURY 226 40.30 263 41.18
TRESPASS OR UNWANTED GUEST 70 31.47 49 33.02
VEHICLE IN DITCH 0 0.00 4 5.45
VEHICLE STOPS 6,279 13.08 6,245 14.28
WORTHLESS DOCUMENT 25 29.05 47 36.19
TOTALS 40,473 36.34 42,206 40.66
CHART G
BUDGET AND STAFFING COMPARISON BY AGENCY
FISCAL YEAR 2004-2005
Code Cost Per Officers Per
Budget Population Sworn Civilian Enforcement Population Thousand
Population
Casselberry $5,981,718 25,000 58 36 No $239.26 2.32
Altamonte Springs $9,622,864 42,466 103 25 No $226.60 2.4
Longwood $3,627,503 13,375 40 5 No $271.21 3.01
Sanford $9,703,373 43,251 116 24 No $229.86 2.69
Oviedo $4,782,903 29,345 58 18 No $162.98 2.01
Lake Mary $4,155,000 13,400 35 13 No $310.07 2.61
Winter Park $10,449,044 26,400 91 34 No $395.79 3.44
Winter Springs $5,195,745 34,000 64 20 Yes $148.44 1.88
Information Obtained
August 17, 2005
CHART H
BUDGET AND STAFFING COMPARISON BY AGENCY
FISCAL YEAR 2005-2006 Proposed
Code Cost Per Officers Per
Budget Population Sworn Civilian Enforcement Population Thousand
Population
Casselberry $6,323,180 25,000 58 36 No $252.92 2.32
Altamonte Springs $9,517,000 42,466 103 25 No $224.10 2.42
Longwood $3,870,598 13,375 40 5 No $289.39 3.01
Sanford $9,941,968 43,251 116 24 No $229.86 2.69
Oviedo $5,303,297 29,345 58 18 No $180.72 2.01
Lake Mary $4,903,812 13,400 35 13 No $365.95 2.61
Winter Park $10,468,000 26,400 91 34 No $396.51 3.44
Winter Springs $5,561,897 34,000 64 20 Yes $163.58 1.88
Information Obtained
August 17,2005
CHART I
Code Enforcement
Code Enforcement Activity
Code Violations
Code Enforcement Board
Cases Closed
Comparison first 6 months 2004 - 2005
Code Violations
Code Enforcement Board
Cases Closed
2000
1,423
30
658
2004
1,813
50
2,426
2004
3303
96
3881
2005
2,136
68
2071
Percent of increase
132%
220%
490%
Percent of increase
17.8%
36%
-15%
CHART J
Patrol Division Staffing Formula
A. Calls for Service for calendar year 2004 83383.00
This is the number of calls handled by the Patrol Division
This information comes from our computer system.
B. Average time on calls 0.55
This is the average time spent on each call.
It is a ratio of minutes per hour. .55 = 33.26 minutes
C. Hours spent answering complaints 45860.65
Multiply A x B
D. Allocation of time factor 2.50
Based on 40% of Officers time being utilized by answering
calls for service, either assigned or self initiated, 35%
unencumbered, and 25% administrative duties.
E. Minimum man hours required for staffing 114651.63
Multiply c x D
F. Number of work days per year 365.00
G. Average daily workload in hours 314.11
Divide E by F, number of man hours required each day
H. Number of work hours per shift 12.00
Number of hours worked each day
I. Number of work units needed per day 26.18
Divide G by H, number of work units needed to staff
Patrol Division at 2004 levels.
*Formulas recommended by ICMA and IACP
Page 1
CHART J
Patrol Officer Availability Worksheet
A. Total hours per year 4380.00
Total hours an Officer could work on a twelve-hour shift
without any days off. (365 x 12)
B. Subtract the following in hours: 2524.00
Regular Days off: (7 days x 12 hours x 26 weeks) 2184.00
Paid Leave: (120 hours vac, 100 hours sick) 220.00
Holiday: (10 days x 12 hours) 120.00
c. Available hours worked per employee 1856.00
This is the actual number of hours a Detective is
available to work. A minus B
D. Number of hours required for one work unit 12.00
E. Number of available hours worked per employee 1856.00
"C" from above
F. Employee availability factor 2.36
Divide total hours per year by available hours worked
by Officer
G. Work units per day 26.18
Value I from staffing formula
H. Employee availability factor 2.36
I. Number of employees needed for staffing 61.78
Work units per day times employee availability factor
Value "G" times "H" (Current Staffing for Patrol 40)
*Formulas recommended by ICMA and IACP
Page 2
CHART K
Detective Division Staffing Formula
A. Calls for Service for calendar year 2004 469.00
This is the number of calls handled by the Detective Division
This information comes from our computer system.
B. Average time on calls 12.00
This is the average time spent on each call.
It is a ratio of minutes per hour. 12 = 12 hours
C. Hours spent answering complaints 5628.00
Multiply A x B
D. Allocation of time factor 1.43
Based on 70% of Detectives time being utilized by answering
calls for service, either assigned or self initiated, 20%
unencumbered, and 10% administrative duties.
E. Minimum man hours required for staffing 8048.04
Multiply c x D
F. Number of work days per year 260.00
5 days per week, 52 weeks per year
G. Average daily workload in hours 30.95
Divide E by F, number of man hours required each day
H. Number of work hours per shift 10.00
Number of hours worked each day
I. Number of work units needed per day 3.10
Divide G by H, number of work units needed to staff
Detective Division at 2004 levels.
*Formulas recommended by ICMA and IACP
Page 1
CHART K
Detective Availability Worksheet
A. Total hours per year 3650.00
Total hours a Detective could work on a ten-hour shift
without any days off. (365 x 10)
B. Subtract the following in hours: 1880.00
Regular Days off: (3 days x 10 hours x 52 weeks) 1560.00
Paid Leave: (120 hours vac, 100 hours sick) 220.00
Holiday: 100.00
c. Available hours worked per employee 1770.00
This is the actual number of hours a Detective is
available to work. A minus B
D. Number of hours required for one work unit 10.00
E. Number of available hours worked per employee 1770.00
"C" from above
F. Employee availability factor 2.06
Divide total hours per year by available hours worked
by Detective
G. Work units per day 3.10
Value I from staffing formula
H. Employee availability factor 2.06
I. Number of employees needed for staffing 6.39
Work units per day times employee availability factor
Value "G" times "H" (Current staffing 4)
*Formulas recommended by ICMA and IACP
Page 2
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CHART 0
OPTION #1 - OFFICER PLUS VEHICLE PURCHASE
ITEM
SALARY PACKAGE
OVERTIME
VEHICLE
LIGHTS/SIREN
SECURITY SCREEN RACK
STRIPING
RADIOS
RADAR
LAPTOP
12 GAUGE SHOTGUN
HANDGUN
SOFT BODY ARMOR
3 S/S SHIRTS
3 PANTS
1 LIS SHIRT
TIE & TIE BAR
WHISTLE
NAMETAG
1 WINTER JACKET
1 BALL CAP
1 RAIN WEAR
1 GUN BELT
1 HOLSTER
M3 LIGHT
1 RADIO HOLDER
1 MAG POUCH
1 OC & CARRIER
1 HANDCUFFS/CASE
4 KEEPERS
1 PORTABLE RADIO
1 PREP MICROPHONE
1 HAT & HAT BADGE
1 BREAST BADGE
1 FLASHLIGHT
1 TRAFFIC VEST
1 TRAFFIC WAND
1 ASP
1 SCABBARD
1 RESTRAINT DEVICE
1 CITATION HOLDER
PAGER
BUSINESS CARDS
CPR MASKS
STATUTE BOOK
PROTECTIVE GLOVES
PHYSICAL
TOTAL
COST
$ 45,108.42
$ 1,564.25
$ 17,500.00
$ 824.00
$ 340.00
$ 220.00
$ 2,300.00
$ 2,500.00
$ 5,000.00
$ 300.00
$ 450.00
$ 483.80
$ 69.00
$ 74.85
$ 26.00
$ 9.94
$ 2.95
$ 6.99
$ 98.44
$ 6.00
$ 39.00
$ 21.00
$ 56.00
$ 98.00
$ 22.05
$ 14.00
$ 23.98
$ 29.24
$ 7.99
$ 3,200.00
$ 130.00
$ 70.25
$ 68.75
$ 67.99
$ 19.99
$ 6.00
$ 48.00
$ 24.25
$ 12.99
$ 15.99
$ 10.05
$ 4.98
$ 12.74
$ 18.00
$ 7.00
$ 255.00
$ 81,167.88
CHART P
OPTION #2 - OFFICER PLUS VEHICLE LEASE/PURCHASE
ITEM
SALARY PACKAGE
OVERTIME
VEHICLE - LEASE/ PURCHASE
LIGHTS/SIREN
SECURITY SCREEN RACK
STRIPING
RADIOS
RADAR
LAPTOP
12 GAUGE SHOTGUN
HANDGUN
SOFT BODY ARMOR
3 S/S SHIRTS
3 PANTS
1 LIS SHIRT
TIE & TIE BAR
WHISTLE
NAMETAG
1 WINTER JACKET
1 BALL CAP
1 RAIN WEAR
1 GUN BELT
1 HOLSTER
M3 LIGHT
1 RADIO HOLDER
1 MAG POUCH
1 OC & CARRIER
1 HANDCUFFS/CASE
4 KEEPERS
1 PORTABLE RADIO
1 PREP MICROPHONE
1 HAT & HAT BADGE
1 BREAST BADGE
1 FLASHLIGHT
1 TRAFFIC VEST
1 TRAFFIC WAND
1 ASP
1 SCABBARD
1 RESTRAINT DEVICE
1 CITATION HOLDER
PAGER
BUSINESS CARDS
CPR MASKS
STATUTE BOOK
PROTECTIVE GLOVES
PHYSICAL
TOTAL
COST
$ 45,108.42
$ 1,564.25
$ 4,752.00
$ 824.00
$ 340.00
$ 220.00
$ 2,300.00
$ 2,500.00
$ 5,000.00
$ 300.00
$ 450.00
$ 483.80
$ 69.00
$ 74.85
$ 26.00
$ 9.94
$ 2.95
$ 6.99
$ 98.44
$ 6.00
$ 39.00
$ 21.00
$ 56.00
$ 98.00
$ 22.05
$ 14.00
$ 23.98
$ 29.24
$ 7.99
$ 3,200.00
$ 130.00
$ 70.25
$ 68.75
$ 67.99
$ 19.99
$ 6.00
$ 48.00
$ 24.25
$ 12.99
$ 15.99
$ 10.05
$ 4.98
$ 12.74
$ 18.00
$ 7.00
$ 255.00
$ 68,419.88
CHART Q
COST COMPARISON - OPTION #1, OPTION #2 AND OPTION #3
COSTS FOR FIRST YEAR FOR POLICE OFFICERS
PLUS PURCHASE OF POLICE VEHICLES
NUMBER OF OFFICERS COST PER YEAR
1
2
3
4
5
6
$
$
$
$
$
$
81,167.88
162,335.76
243,503.64
324,671.52
405,839.40
487,007.28
COSTS FOR FIRST YEAR FOR POLICE OFFICERS
PLUS LEASE/PURCHASE OF POLICE VEHICLES
NUMBER OF OFFICERS
1
2
3
4
5
6
COST PER YEAR
$
$
$
$
$
$
68,419.88
136,839.76
205,259.64
273,679.52
342,099.40
410,519.28
COSTS FOR FIRST YEAR FOR THREE OFFICERS
IN OCTOBER AND THREE OFFICERS IN APRIL
BASED ON LEASE PURCHASE OF VEHICLE
3 OCTOBER
3 APRIL
6
$205,259.64
$102,629.82
$307,889.46