CPDBudget

Cincinna Police Department p Here Prati resentation Title Budget & Finance Committee Addittional Line if Needed April 30, 2012 Date Here

Department’s Department s Missio on Statement The Cincinnati Th Ci i ti Police P li Department D t t will will develop d l personnell and d manage resources to promote effective parrtnerships with the community to improve the quality of life through the delivery of fair and impartial police li services i while hil maintaining i t i i an n atmosphere t h off respectt for f human h dignity.

Department’s Department s Organ nization Chart

OFFICE OF THE CHIEF OF POLICE Administration Bureau Investigations g Bureau Neighborhood Policing Bureau

Emergency g y Communications Center

Department’s Department s Servic ces and Functions The Police Department delvers a variety of services through its th three b bureaus Neighborhood Services Bureau U if Uniform P Police li S Services i Response to citizen calls for servvice Neighborhood patrol based on crrime trends and information generated t d from f the th department’s d t t’s crime i analysts l t Neighborhood problem solving at a the shift level, which includes monitoring problem and nuisance e locations, follow up with repeat offenders ff d and d victims, i ti crime i and d di disorder d conditions diti and d open air i drug markets. o auto accidents, traffic Traffic Services – Investigation of enforcement, f t and d ensuring i majo jor travel t l arteries t i are moving i tto capacity.

Department’s Department s Servic ces and Functions Neighborhood Services Bureau - con ntinued Neighborhood Liaison Coordinates the district problem solving efforts with the shifts and neighborhoods Engages neighborhoods to assisst police with issues pertaining to crime, fear of crime, disorder and d blight Serves as the conduit between neighborhood n needs and City services i – Neighborhood N i hb h d E Enhanc h cementt Program P Investigative Services Investigation of criminal offensess C Case preparation ti and d prosecutio tion off offenders ff d Coordination of complex investig gation involving criminal organizations – (Cincinnati Initiattive to Reduce Violence)

Department’s Department s Servic ces and Functions Investigations Bureau G th Gathers iintelligence t lli relative l ti tto crriminal i i l groups and d organized i d criminal activities Investigation and enforcement off vice laws related to liquor, prostitution, tit ti gambling, bli d drugs obs bscenity, it pornography h and d regulatory violations.

Investigation and enforcement off sex crimes and crime against children hild Investigation of homicides and viiolent offenders Monitoring of career criminal or “major “ offenders” I Investigations ti ti off financial fi i l crimes i s such h as crimes i iinvolving l i fifinancial i l institutions, fraud, or white collarr crimes

Department’s Department s Servic ces and Functions Administration Bureau This bureau primarily provides se ervice to ensure the efficient operation of the Department Department. Th hese services include management of the budget, fleet services, veh hicle impounding and the property taken in by the Department.

The Human Resources Section m maintains Department personnel files, risk management, and the assignment a of personnel. This section also maintains the Police e Academy, SWAT, department t i i needs training d and d th the recruitme it ntt off new personnell Inspections Section ensures qua ality control and compliance with department procedures P f Professional i l St Standards d d S Section ti ensures e officer ffi conduct d t meets t department standards Technology and Systems mainta ains department informational systems t and d records. d Th The R Reco ords d U Unit it provides id various i reports t to the public.

Department Budg get History Between 2000 and 2012 2000 General Fund Budget

2012 General G Fund Budget B

%

2000 All Funds Budget

2012 All Funds Budget

%

Operating Budget Personnel Services Employee Benefits Other Expenses Properties Debt Service Operating Total Internal Service Funds

68,183,300 19,350,470 10,408,350 73,243 130,900 98,146,263

84 4,867,440 34 4,969,050 12 2,881,150 95,500 75,490 2,888,630 132

24.5% 80.7% 23.8% 30.4% -42.3% 42.3% 35.4%

Total Total Full-Time Equivalent Positions

98,146,263 1,364.03

2,888,620 132 1,341.00

35.4% -1.7%

68,183,300 19,350,470 11,931,220 108,480 130,900 99,704,370 0 99,704,370 1,364.03

87,001,780 34,969,050 13,518,650 219,980 163,890 135,873,350 0 135,873,340 1,341.00

27.6% 80.7% 13.3% 102.8% 25.2% 36.3% 36.3% -1.7%

Department Budg get History Between 2000 and 2012 - Budget P Police

160,000,000 2,984,720

140,000,000 120,000,000 100,000,000

1,558,107

Other Funds General Fund

80,000,000 132,888,630 60,000,000 98,146,263 40,000,000 20,000,000 0 2000

2012

Department Budg get History Between 2000 and 2012 - Budget

2,984,720

1,558,107

Other Funds General Fund 132,888,630

2000

2012

Pers sonnel

Nonpersonnel

20 12

20 11

20 10

20 09

20 08

20 07

20 06

20 05

20 04

20 03

98,146,263

20 02

0

Policce

20 01

20,000,000

20 00

$100,000,000 $90,000,000 160,000,000 $80,000,000 140,000,000 $70,000,000 $60 000 000 $60,000,000 120,000,000 $50,000,000 100,000,000 $40,000,000 $30,000,000 80,000,000 $20,000,000 60 000 000 60,000,000 $10,000,000 40,000,000 $0

Department Budg get History Between 2000 and 2012 - Budget Police Officer Top T Annual Salary Police

$70,000

160 000 000 160,000,000

$60,000

140,000,000

$50,000

120,000,000 100,000,000

$40,000 $30,000 $20,000 $10,000 $0

2,984,720

1,558,107

Other Funds

$63,383 General Fund

80,000,000 60,000,000

$45,370 98,146,263

132,888,630

40,000,000 20,000,000 0 2000

2012

2000

2012

Department Budg get History Between 2000 and 2012 - FTE Police 1,600.00 1,400.00 1,200.00 1,000.00 800.00 600.00

1 364 03 1,364.03

1 341 00 1,341.00

2000

2012

400.00 200.00 0.00 (200.00)

General Fund FTE

Department Budg get History Between 2000 and 2012 - FTE SWO ORN

20 12

20 11

20 09 20 10

20 08

20 07

20 06

20 05

20 04

20 02 20 03

20 01

20 00

1150 1100 1050 1000 950 900

Department Budg get History Between 2000 and 2012 - FTE NON-SW WORN 250 200 150 100 00 50

COMMUNICATIONS

SCHOOL CROSSING GUARDS

20 12

20 11

20 10

20 09

20 08

20 07

20 06

20 05

20 04

20 03

20 02

20 01

20 00

0

OTHER

Department 2012 Approved Budget

Department 2012 Approved Budget GENER RAL FUND Other Expenses 10% Benefits 26%

6%

6%

Properties 0% Debt Service Pe ersonnel Costs 0% 5%

83%

Police Salaries

Personnel

Benefits

C Communications

Other Expenses E

Personnel 64%

Overtime

Properties

Other

Debt Service

Department 2012 Approved Budget Perso onnel Costs

6%

6%

5% %

83%

Police Salaries

Comm munications

Overtime

Other

Department 2012 Approved Budget OVERTIME Perssonnel Costs

6%

6%

5 5%

83%

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

$10,000,000 $10 000 000 $8,000,000 $6,000,000 $4 000 000 $4,000,000 $2,000,000 $0

Police Salaries

Com mmunications

Overtime

Other

Department 2012 Approved Budget Other Exxpenses Person nnel Costs Autoomotive

Other 29%

6%

6%

Tuition Reimbursement 2% Software Police Salaries Licenses 3%

Costs C 1 5%17%

Gasoline 19% Utilities Utiliti 6% 83%

Comm munications

Leases 8 8%

Coroner Tests 5% Overtime Other Central Warrants 11%

Department’s Department s Pro ograms ograms

Department’s Department s Pro ograms

Public Safety 88%

Personnell P Development 2% Community Partnerships 2%

Resource Manangement 1% Communnications 6% %

Technological Advancement 1%

Department’s Department s Perform mance Measures mance

Department’s Department s Perform mance Measures mance

Department’s Department s Perform mance Measures mance

Department’s Department s Perform mance Measures mance

Department’s Department s Perform mance Measures mance

Department’s Department s Perform mance Measures mance

Department’s Department s Perform mance Measures mance

Revenue Generatting Programs • False Alarm Reduction Unit - Budgeted $50,000, Generated to date $47,120 $ • Vehicle Storage – Budgeted $1,460,000 Generated to date $71,346 • Detail Coordination Fee – Bu udgeted g $ $750,000, , , Generated to date $222,347

Recent Efforts to R Reduce Costs Consolidated Programs and d Services and Reduced Layers of Administration – Department Reorganization • Combined Bureaus – Eliminated one Assistant Chief $125,400 • Combined Intelligence and Vice e – Eliminated one Captain $99,480 • Eliminated 6 Sergeant positionss - $443,580 • Will eliminate several Lieutenan nt positions before year end

Recent Efforts to Reduce Costs Improving Efficiency through IT Investment • Records Management Syste em – eliminate need for Collators and allow more efficient searrches for crime information • Mobile Digital Video Recorde er Servers converted to wireless – eliminate time downloading g videos allow for more efficient searches

Recent Efforts to Reduce Costs Miscellaneous Expenditurre Reduction Efforts • One vacant Assistant Chief and a 101 vacant Police Officer positions • Changes in Uniform Policy – Hats, H Shirt & Pants replacements • Reductions in Take Home and d Leased Vehicles • All Training expenditures remo oved from General Fund

Recent Efforts to Increase Revenues Identifying and Seeking Grants G 2009 COPSTECH/AFIS

$ 5,451.00

Governor's Highway

$ 161,742.00

Bullet Proof Vest

$ 6,870.00

Neighborhood Cameras

$ 200,000.00

*

DARE

$ 8,000.00

2009 Port

$ 200,000.00

*

JABG

$24,402.00

2009 JAG

$ 305,000.00

VOCA/VALU

$50,300.00

2008 Port

$ 600,000.00

*

Smart Policing

$55,531.00

2010 COPSTECH/RCC

$ 625,000.00

*

VAWA

$56,225.00

2011 COPS Hiring

$2,008,236.00

*

CIRV Home Visits

$59 500 00 $59,500.00

2009 COPS Hiring

$3 800 000 00 $3,800,000.00

*

2010 Port

$60,800.00

* estimate

*

*

Total $8,227,057.00 $8 227 057 00

Recent Efforts to Increase Revenues Enhanced Revenue Collec ction • Automated License Plate Re eader Enforcement To be done quarterly – first ro ound in May

Recent Efforts to Increase Revenues Miscellaneous Revenue Enhancements E • Reorganization of Traffic Unit and reassignment of Motorcycles to ase Public Safety collaterally Traffic Patrol in order to increa resulting in additional ticket revenue

Personne el Status ECC Position Status Filled Positions

• 30 • 14 • 43 •7 •2 •1 •3

– – – – – – –

Emergency 911 Operators (attritio on - convert to Operator and Dispatcher) Emergency Services Dispatch Supervisors Operator and Dispatchers 6 Clerk Typist 2/ 1 Clerk Typist 3 1 Senior Computer Programmer Analyst/ A 1 Computer Programmer Analyst Administrative Specialist 1 Emergency Communications Ma anagers(ECM) / 2 Assistant ECM

Vacant Positions

• 10 • 23

– Emergency 911 Operators (conve ert to Operator and Dispatcher) – Operators and Dispatchers

Staffing St ffi Goals G l • Have 15 new Operators//Dispatchers hired and fully trained by year end • 2013: Continue hiring annd training process for 18 additional Operators/Dispattchers • Improve Service and Efficiency through Cross-Training Cross Training Position Status

Recent Efforts tto Reduce Costs Position Status

• Use of Temporary Emplooyees • Continued Consolidation Efforts Improved Efficciency Reduce Vacannt Positions • Renegotiating contract with w University of Cincinnati for CAD support

I Improving i Efficiency Effi i T Th Through h IT Investment I t t

• Computers on the Operator and Dispatch Floor are out of life (6 (6-7 7 years old) and are presently being replaced.

• This process will be completed in 2013 with every Dispatcher having • • •

a new PC to handle the mandatory Computer Aided Dispatch (CAD) upgrade.

New PCs will improve efficiency in streamlining our processes in the way we can conduct d t business b i with improving with i i response time ti with ith emergency services.

This will provide system stability with CAD to its servers, hardware and software.

IT Investments will provide assu urances the system will always be operating and as efficiently as posssible in assisting in emergencies to both Police and Fire.

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