2018 Proposed Budget Duluth Police Department Add pictures OUR - PowerPoint PPT Presentation

2018 Proposed Budget Duluth Police Department

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OUR MISSION To provide a safe Duluth for all by strengthening relationships and serving in a respectful, caring, and selfless manner. Our Values F air A ccountable C aring T ransparent Core Beliefs  We recognize our authority comes from the people we serve – we have a social contract with our communities.  People will believe that we are there to serve them if we are kind, caring, and compassionate, and our actions match our words.  People will trust us if they believe we are protecting their rights.  We are only as good as the last interaction we have with the public .

Chief of Police Mike Tusken Investigative & Patrol Division Administrative Deputy Chief Deputy Chief Training & Organized Major Crimes Administrative Records West Area East Area Licensing Crimes Commander Lieutenant Lieutenant Manager Commander Lieutenant Lieutenant Records Internal Patrol B Patrol C Patrol D Officer Patrol A Crime Scene Support Lieutenant Affairs Lieutenant Lieutenant Lake Superior Development Lieutenant Investigation Unit Drug & Violent and Traffic Crimes Task Force Property & Training Evidence Sergeants Sergeants Sergeants Sergeants Sex Crimes, Abuse, Neglect and Domestic East West Grant Violence Licensing Property and COP’s Coordinator COP’s Financial Crimes Officers Officers Officers Officers Violent Radio Shop Crimes K-9 Unit Juvenile Animal Shelter Services Organization Chart

Planning & Const Svcs, Public Administration, $2,484,600 Finance, $2,737,800 Business Development, $17,119,900 Legislative & Executive, $651,000 $3,163,400 Fire, $16,445,700 Retiree Health, $7,349,100 Transfers, $2,694,800 Public Works, $9,431,900 Police, $21,903,400 APPROPRIATION $614,900 APPROPRIATION $21,903,400 2017 total proposed general fund expenses $82,905,300 2018 total proposed general fund expenses $83,981,600

3% Overtime $575,000 0% Other Wages $107,300 1% Supplies $161,600 1% Motor Fuels $207,000 3% Other Services & charges $713,000 90% Salaries & Benefits $19,786,400 2% Fleet Services charges $353,100 Total 2018 Proposed Expenses $21,903,400

Expense changes by type: 2017 2018 Adopted Proposed Change Increase due to contractual increases, step progression, Salaries $13,236,200 $13,722,300 $486,100 ↑ longevity, and promotions Overtime $575,000 $575,000 0 − status quo Other Wages $122,700 $107,300 ($15,400) ↓ Reduction in civilian staff Increase due to rise in medical Benefits $5,597,300 $6,064,100 $466,800 ↑ premiums/costs Decrease in funds reallocated to Supplies $163,800 $161,600 ($2,200) ↓ other service & charges Motor Fuel $207,000 $207,000 0 − status quo Fleet Service charges $353,100 $353,100 0 − status quo Decrease in Police training of $25,000 plus increase of $2,200 Other service & charges $735,800 $713,000 ($22,800) ↓ reallocation from supplies $20,990,900 $21,903,400 $912,500 ↑ Annual budget increase 2018 Expense Bridge schedule

2018 Proposed Revenue by Type Totaling $2,692,500 Police Training Reimbursement $50,000 Transfer from Tourism Taxes $307,100 Transfer in Grant funds $558,500 State Insurance Premium $1,300,000 Transfer in Grant OT $130,000 ISD 709 $228,400 HRA $65,700 Other Reimbursement $15,,000 Salaries Animal Shelter Fees, reimbursement $12,000 $20,000 Criminal History Media Sales $1,500 $400 False Alarm fees & penalties Pawnbroker Transaction $19,600 Surcharge $50,000

6% Misc. OT 4% Court $25,951 7% Police FLSA $17,301 6% Tactical Response $30,277 $25,951 10% Special Event $43,253 33% Investigations 16% Regular holdover $142,733 $69,204 18% Patrol Staff shortage $77,854, Overtime Expenses from January 1 – November 7, 2017 Total Cost $432,524

2017 ACCOMPLISHMENTS  Strategic Planning Implementation  Fair and Impartial Policing  Cultural Competency – Roots Training  Records Management System – ($860,000 LPOE)  Hired 15 New Officers  Added Downtown Foot Patrol Officer  Additional SCAN/DVRT Investigator Funded by $433,000 Grant from DOJ for Three Years including PAVSA employee for oversight and education  New Staffing/Schedule Plan  UWS Mentorship Program  DARE Program Reboot  DEA Agent added to Drug and Gang Task Force (First ever in the United States)  Seven Additional Less Lethal Launchers – total of 15 (All donated)  Third Year of CIT Training – 48 officers trained  Continue to Implement President’s Task Force on 21 st Century Policing Policy and the Six Pillars of Policing:  Building Trust and Legitimacy  Policy and Oversight  Technology and Social Media  Community Policing and Crime Reduction  Training and Education  Officer Wellness and Safety

Strategic Plan  Strengthen organizational effectiveness and efficiency  Strengthen trust within the community and the department  Commit to professional development and employee wellness  Commit to an inclusive work environment and leadership

Fair and Impartial Policing Dr. Lorie Fridell Sergeants Greenwalt & Olejnicak 12 " Sometimes we come in when there's a crisis," that's not been the case here .” -Brenda Leffler Harteau (FIP Trainer)

New Record Management System  Launch project September 2017  Hired Project Manager  Demos Scheduled in December  Go live 1 st quarter 2019  Cost: $1-1.3 million  $860,000 Last Place on Earth Forfeiture 13

CHALLENGES $325,000 BUDGET REDUCTION

CHALLENGES  Staffing:  Reduction of Civilian Staff (Information is Life Blood of Policing)  Same Number of Sworn Staff Since 1996 with Double Calls for Service  Loss of Auto Theft Investigator (Grant)  Retention  Train 15 New Officers  Eliminate Mounted Patrol  Wellness for Staff – Physical and Mental Health  Mental Health Crisis  Heroin/Opioid Epidemic  Increased Calls for Service  Preparedness for Civil Disorder and Active Shooter Situations

DPD – A Spartan Army

Calls for Service 140,000 120,000 116,037 100,000 109,838 104,258 101,111 101,522 80,000 85,390 60,000 40,000 20,000 0 2012 2013 2014 2015 2016 2017 Projected

Case Referrals 8,000 7,000 6,909 6,992 6,000 6,349 6,178 5,928 5,650 5,000 4,000 3,000 2,000 1,000 0 2012 2013 2014 2015 2016 2017 Projected

STAFFING CHALLENGES Financial Crimes Referrals 1,000 812 743 SIU Referrals 800 574 501 600 436 310 350 295 290 260 260 400 300 250 200 200 0 150 100 50 0 Financial Crimes Referrals Increased by 86% from 2013 – 2017 SIU Referrals Increased by 19% from 2013 - 2017

STAFFING CHALLENGES ICAC REFFERALS 53 60 50 49 49 43 50 SCAN REFFERALS 40 1,400 30 982 1,076 1,168 1,200 20 799 1,000 711 10 800 0 600 400 200 0 Internet Crimes Against Children Increased by 23% from 2013 – 2017 Sex Crimes Abuse & Neglect Referrals Increased by 46% from 2013 - 2017

STAFFING CHALLENGES Shooting Stats 18 16 16 13 14 12 10 8 7 8 5 6 4 2 0 2013 2014 2015 2016 2017 YTD Duluth has seen a significant increase (30%) in shootings. These numbers include suicide and self-inflicted gun shot wounds.

STAFFING CHALLENGES Reduction in Civilian Staff 40 35 33 35 30 27 27 27 27 24 25 20 15 10 5 0 2011 2012 2013 2014 2015 2016 2017 Civilian staff Decreased by 31% from 2011 – 2017 while Calls for Service have Increased by 50% during the same time period. Bloomington PD, a similar sized department, with 37,980 less Calls for Service (2016) has ONE records staff per 10 officers; DPD has ONE records staff per 15 officers and with proposed cuts it drops to ONE records staff per 20 officers.

STAFFING ACTION PLANNING AND GOALS  Cover Civilian Staffing Shortage  Job Redesign  Task Sharing  Prioritize Work  Outsource Transcription (Expensive: 250-300K)  New RMS in 2019 (Efficiencies)  Currently receive grants or other outside funding for:  TEN positions ( SRO’s, DTA, HRA, Downtown COP, SCAN, Evidence Tech, DWI)  Submitted grant application to continue current Sex Trafficking investigator position for an additional two years and fund one other full time investigator ($573,801)  An additional Mental Health COP ($220,800).  Create and Implement a Wellness Program For All Staff  Retention Research: Testing/Survey  Sworn Staff  2018 New Shift Schedule for Patrol and Investigations

MENTAL HEALTH CRISIS CHALLENGES Mental Health Holds at Hospitals 250 Mental Health Holds have Increased by 36% since the Last Quarter of 2015. 200 190 195 165 180 150 153 149 143 100 50 0 Q4 2015 Q1 2016 Q2 2016 Q3 2016 Q4 2016 Q1 2017 Q2 2017

MENTAL HEALTH ACTION PLANNING AND GOALS  Mental Health Hub – Triage Center  Additional Embedded Social Worker (Birch Tree)  Continue Crisis Intervention Team Training  Embedded Master Social Worker Increasing Outreach  Pending Grant Application for Mental Health COP Through MN Department of Public Safety